A guest post by Chris Wardle in Nepal
“Is there any validity in local civil society’s perception that is taken more seriously by the donor community in Nepal, if it is represented by an expat?” an experienced fund-raiser from Europe asked me at a networking session on fundraising recently.
As an immigrant volunteer advisor, the term “expatriate” rubs me up the wrong way, as it pulls at too many strings of colonialism, paternalism, racism, exception and privilege – and not just in this country.
On the need for expatriate representation, my interlocutor and I agreed that neither of us subscribe to the “white saviour” mentality in fund-raising, nor in development work at large, preferring to support the nurturing of donor relationships by promoting Nepali staff, partners, and the people we serve. Enthusiastic as I am, it is first-hand experience which brings much greater knowledge and passion about the results.
Consequently, much of my earlier work has focused on team-building and coaching both senior and middle management (of civil society organizations) to be able to confidently engage with donors as potential partners in development. Adopting this approach, I have never felt that my presence was more preferred or important, as I was focused on uncovering the synergies between our our strategic direction and that of our potential donors. I only really feel that I have achieved my goal when my presence is in fact redundant. This, in part, has relied on:
- the comfort level of people to be ready to step up and take the lead role;
- clarity of organisational strategic direction and its links with the aims of the donor in question; and
- embracing a development partnership approach, rather than that of a servile, cap-in-hand beggar.
That said, regrettably I have seen the donor condescension implicit in the question, exhibited by small number of folk here in Nepal and elsewhere. Sadly, it has been from people falling into two broad categories:
- Desk-bound donor staff, both from the country and immigrant, who have not had – or perhaps taken – the opportunity to visit the programmes that their funding supports; and
- CSO staff letting their ego, caste-discrimination, or petty power-politics get in the way of results.
In looking for a way through such challenges, for the former my approach has been to encourage donor staff to participate in review meetings held in the same city as their office. A simple act of this nature at least opens up the chance to meet people who are at the forefront of programme delivery and paves the way for helping extract them from their desks and sample “the real world” of development assistance. This type of “donor engagement” also helps CSOs avoid being our own worst enemy, by not confusing the common humanity of people with the money that we have extracted – or hope to extract – from them.
Sadly, the second scenario is contrary to my usually joyful, day-to-day experience of working with and being amongst Nepali people. While discrimination based on caste is illegal under the Constitution, its cultural roots run deep. That, combined with the fragile egos of those holding onto the “power” of the purse strings, has revealed itself to me in entrenched, ugly, master-servant relationships and an unwillingness to embrace the true spirit of partnership.
Apart from calling-out such rude, petty, discriminatory behaviour, I can offer no immediate solutions.
However, I feel strongly that if we are unable to counter this nonsense and advocate for civil society organisations to be regarded as equal partners in development, it severely compromises our ability to be effective advocates for marginalised people.
In closing, I hope, dear readers, that you may share in the comments below, your experience and the solutions which have helped you to avoid a reliance on expats, white saviours, and local masters.
Permaculture student, dreamer, poet and development worker Chris Wardle is half-way through a one-year volunteering placement in Kathmandu, Nepal. He is passionate about thinking critically about impact with people and ensuring that programme design and fund-raising truly reflect the needs of the people.