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A pressing question for Northern NGOs is how to leverage their existing power to shift leadership toward local communities. In order to achieve change effectively, those who hold power need to reform and actively step back.
In the development and humanitarian sectors, the conversation around shifting power is entering a new phase, in which the institutionalisation of new models of Non-Governmental Organizations (NGOs)working together in North-South partnerships takes centre stage. As Smruti Patel from the Global Mentoring Initiative points out: In order to achieve change, those who hold power bear the most responsibility for transforming existing structures. Only by acknowledging the deep-seated power imbalances in the sector, addressing systemic racism, and genuinely empowering local actors can we hope to create a more just and equitable world. NGOs from the Global North have an important role to play, but it is one of support, facilitation, and solidarity — not control. But how do we ensure that this shift is not only happening, but happening in a way that fosters true equality and sustainability?
Giving up power? NGOs can overcome resignation
At its core, shifting power is about recognizing and addressing the structural imbalances that have long persisted in international cooperation. However, the landscape of power shifting is fragmented. Different actors have different perspectives on what it means to shift power, to localize, build more equitable partnerships or realize locally-led development. In addition, different responses at the level of organizations are observable. At CONCORD’s Learning and Exchange Forum in 2024, Dylan Mathews of Peace Direct pointed out that some organizations still remain in complete denial and have proven resistant to even acknowledging the underlying issues of power inequalities and racism. A sizeable group of NGOs, according to Dylan, are stuck in resignation. These organizations acknowledge the problem, but don’t know how to act. Encouragingly, some organizations are recognizing the problem and have started to take the first small steps to initiate change. Only a select few are embracing the challenge, and have started to revise their strategies and business models to empower local partners, even stepping out of implementation roles.
According to Dylan, the critical first step in this journey is to acknowledge the problem. Only then can we start to confront the mistakes and structures that perpetuate power imbalances. This may involve abandoning traditional growth targets for NGOs, diversifying leadership, speaking openly about racism and/or creating global advisory councils that include voices from the communities directly impacted by our work.
Why localization falls short
Localization, which gained traction through the Grand Bargain, is a step in the right direction, however, it often falls short of addressing structural power dynamics. While it focuses on shifting operational control to local actors, there is a risk that this can remain a technocratic exercise, dealing with surface-level adjustments rather than confronting deeper issues of power.
True locally-led development, by contrast, demands a deeper respect for and engagement with local actors. It requires Northern NGOs to reform and ultimately to actively step back, allowing local organizations to define their priorities, lead their initiatives, and hold decision-making power. Only by fostering such an environment can we create sustainable, equitable partnerships that go beyond lip service.
How to shift leadership to the community level
One of the most pressing questions for Northern NGOs is how to leverage their existing power to shift leadership toward the communities they serve. This requires a structural transformation within organizations, not just at a surface level but embedded in their operations. It means consciously engaging with power, understanding how it operates, and how to reorient it towards equity. Some examples of how this can be done were collected in VENRO’s Shifting Power Report.
For this shift to be genuine, NGOs that haven’t done so already, must abandon the idea of local partners as mere implementers. It means fostering an environment where local communities have co-decision-making power, shaping initiatives that reflect their unique contexts and needs. It also means engaging in critical self-reflection by Northern NGOs about their operating models, it includes a willingness to realize and address shortcomings and past mistakes. In the end, new ways of operationalizing necessary changes will have to be found.
Developing power literacy is key
A crucial challenge in shifting power is the lack of „power literacy“ in many Global North NGOs. Do we truly understand how power operates within our organizations and partnerships? Power is not a neutral force—it can be used to empower or to dominate. To shift power effectively, we need to build our capacity to recognize these dynamics and address them head-on. A good practical tool for this work can be the Power Awareness Tool developed by Partos.
This involves not only changing how we talk about power but also how we operate on a practical level. Northern NGOs must promote equitable partnerships that share decision-making power, advocate for more representation of local voices, and foster an inclusive and accountable approach to development.
Real change requires navigating racism and nationalism
The power structures in international development are not only shaped by organizational hierarchies but also by deeper systemic issues such as racism, nationalism and (neo) colonialism. Decolonizing aid is critical in this context. Real change requires confronting the structural racism in societies and in the sector and ensuring that power is transferred to those who have historically been marginalized. This means confronting the colonial legacy embedded in our societies, economic, political systems and languages, recognizing how these structures perpetuate inequalities. A good example of how one step of this work can look like is Oxfam’s Inclusive Language Guide. Another inspiring example is the work of EIRENE on becoming a non-discriminatory organization.
Practical next steps for NGOs
At a practical level, international NGOs can take several steps to promote power shifts and decolonize their operations:
- Equitable partnerships: Increase efforts to build equality in partnerships, ensuring that decisions are made collaboratively and that initiatives are led by local actors. This may also involve new mechanisms for feedback and regular reviews of partnerships.
- Representation in decision-making: Include local partners and independent activists in decision-making bodies to co-create policies and strategies.
- Advocacy and awareness: Raise awareness within northern NGOs about the importance of empowering local civil society organizations (CSOs) and supporting locally-led development.
- Addressing discrimination and privilege: Truly understand the historical and social context in which development cooperation and humanitarian aid take place. Actively work on becoming an inclusive and anti-discriminatory organization.
- Strengthening local CSOs: Invest in the organizational development of local CSOs, helping them to build financial independence and long-term sustainability.
- Stepping back to support local leadership: Northern NGOs should focus on strengthening civil society globally. This also means stepping out of service delivery and allowing local organizations to lead. The principle should be: as local as possible, as international as necessary (as defined by local partners). This will also have to involve a redefinition of success – not in terms of growth of individual organizations but in the growth and empowerment of civil society globally.
| Lukas Goltermann | VENRO |