Decolonising funding is a long-term journey that calls for fundamental shifts in the systems of institutional, private, and governmental donors. But while the funding landscape is slowly evolving, those of us seeking grants and funding don’t have to wait for these larger changes to take place. We can start decolonising our approach to funding right now, leading by example by embracing strategies that redistribute power, centre local voices, and prioritise organisational resilience and growth. Some of my ideas:

Intermediaries

Intermediaries, especially when they’re locally-rooted or have strong connections to the communities they work with, can be instrumental in decolonising funding. They act as a bridge between large donors and smaller, community-based organisations, helping to reduce barriers that often prevent direct funding access. When they partner equitably with locally-led groups, intermediaries can help elevate smaller groups’ profiles and support them to formalise as well.

Intermediaries can advocate for local organisations by ‘translating’ funders’ complex requirements and expectations into more accessible terms and offering guidance on compliance. Some support with fundraising and proposal development as well.

Intermediaries may often provide flexible, smaller grants that align better with the needs of community groups and allow for more autonomy in how funds are used. By working with intermediaries, smaller organisations can avoid the rigid structures imposed by large funders – including registration, having USD bank accounts, etc – and receive funding in ways that align more closely with their values and community priorities.

Organisational Development

Traditional funding models often focus on project-based grants, leaving little room for organisational development. As part of a decolonial approach to funding, we can all advocate for grants that include organisational development support—funding that strengthens the systems, skills, and structures of the organisation itself. Some of this support can go toward reserves planning and other ways to make the organisation more resilient – long-term support for overheads, staff salaries, office rent, and other expenses that don’t fall into direct project expenses.

It recognises that building resilient organisations is just as important as implementing projects and programs. When organisations can strengthen their foundations and have long-term resource support, they’re better equipped to manage future funding and carry out long-term projects, in turn reducing dependence on external support.

Some funders are already offering longer term ‘capacity-building’ grants, so it’s worth highlighting this need in funding applications or conversations. You can also be proactive by including requests for administrative and operational support in project proposals, framing these as essential to the project’s success. This approach normalises the idea that supporting organisational health is a fundamental part of effective funding.

Find Flexible and Responsive Funders

While traditional funders may have strict guidelines, there is an increasing number of funders who prioritise flexibility and responsiveness in their grantmaking. Some, like For Foundation, are also trialling a decolonial approach to the programs they fund. These funders are often open to collaborative proposals, adaptable timelines, and reporting structures that align with the needs of communities.

Building relationships with these types of organisations requires investing time and effort, but it can pay off in the long run. Start by identifying funders who have a demonstrated commitment to equity and decolonial principles, like MADRE. Engage them in conversations about your work, sharing stories of community impact, and outlining your approach to partnership and shared decision-making.

In conversations with potential funders, advocate for practices like multi-year funding, unrestricted grants, and simplified reporting. Sometimes, with donors like those above, and if your grantmaker is committed to these values, this may be the first time they’re able to connect the dots about what their grantees need and how those translate into practices they should promote.

Building a Path Forward

Decolonising funding within a system that’s slow to change is challenging, to say the least. But we can lead by example by demonstrating how these three ideas can help shift the balance and set the foundation for a deeper approach in the medium to longer term. Each of these strategies may feel small in isolation, but together, they create a foundation for more equitable and community-driven funding. While the ultimate goal is systemic change across the funding landscape, that takes time and is the responsibility of power holders, who are often unwilling to do so. It puts some of the responsibility and power back in our hands to empower communities and build resilience along the way.