By Somanah Achadoo, Hiwot Alemayehu, Paul Knipe and Nancy Kankam Kusi
Efforts to decolonise in the aid sector are accelerating, yet understanding what this means for our day-to-day work can be a challenge. We ran a few informal discussions with our network consultants and partners to help us understand what decolonising consultancy means in practice.
I: Consider, respond to, and leverage our own positionality and power, centring equity, diversity and inclusion (EDI) in our work
As consultants, we need to acknowledge and recognise our positionality and power. These dimensions exist and vary among us all, in different contexts and ways. We should acknowledge unconscious bias. Having acknowledged and recognised our positionality and power, we can use it to leverage positive change in the sector.
- Working equitably in diverse teams, with those who are marginalised and with those with lived experience can help us overcome unconscious bias and balance positionality and power dimensions.
- Utilising the spaces we can access, the power we have as ‘experts’ to raise voices, increase accessibility, push for policy, administrative change
We can centre EDI throughout the consultancy assignment – from before it starts to after it has ended.
- As consultants, building on efforts to embed and centre EDI, we can think about the questions we are asking, who we are working with and for, how we are working. We can consider the power dimensions and intersections, how such considerations support decolonisation and efforts to shift power
- We can build relationships with clients to provide challenge as critical friends
- We can constructively push back on donors who may have a narrow, specific view of EDI to meet their requirements. We can challenge aspects of their approach, how this manifests in calls, ToRs, reporting etc. Donors tend to respect and appreciate such feedback. We can include this in bids, budgets
- We need to explore and understand tensions in the way work is presented – the number of days and how these are split up, the pay rates we get, etc
II: Ensure deep understanding and awareness of the context
Understanding and responding appropriately to the context is essential. We can recognise that EDI ‘needs’ or requirements in some contexts may be different in others.
- Centre context specific knowledge and lived experience in consultancy teams, leadership, design and approach. We can shift the way we think – whose input is needed? What is the added value of international input and can this be justified through an ethical lens?
- We can utilise regional policies, systems (such as constitutional EDI requirements) to inform our consultancy, and to push back on donors.
- Does the substance of donor calls, the project, the approach, take into consideration cultural contexts, nuances?
III: Recognise language as a communications tool and a ‘carrier of cultural significance’
We can ensure that the way we communicate and the terminology we use is contextually sensitive and appropriate. We can recognise that language is inherently linked to culture and identity. Use of some languages and not other may reenforce unequal power dynamics, exclude and alienate. While at the same time, European languages used in other cultures can be associated with power and exclusivity
- Provide safe spaces for discussion and guidance on appropriate, evolving terminology.
- Consider language as communication and a ‘carrier of culture’: don’t just focus on words and terms, but the meaning and purpose of the communication and its appropriateness for cultural contexts where it is used.
- For example, thinking more deeply about the context of donor calls, the language and terminology used, and constructively pushing back.
- Ensure people can engage and are included in design and activity. Can people understand complex reporting, policies? How can we use language and approaches that speak to people, enable people to input, influence and learn?
- Start from the point of view of activity and resources in the language(s) of where the activity is taking place, then translate into other languages. Ensure there is budget for translation.
- Explore emerging technology and AI to help people engage.
IV: Ensure everyone can participate equally and that no one is left behind
- Use participatory approaches and be considerate of accessibility for marginalised groups in particular. This can go beyond those that may be directly referred to in project calls and donor guidance – utilising technical and contextual experience within the team to ensure no one is left behind
- Multimedia resources, approaches that are considerate of marginalised groups needs and requirements (eg day care for children, Braillie etc) can ensure broader participation. Is there budget for this?
- Factor safe spaces for discussion and reflection for marginalised groups in particular. Both in terms of consultancy activities, objectives, and also so we can learn and improve our approaches to EDI
V: Build constructive relationships with likeminded practitioners, partners, to act in solidarity and advocate for change
- Ultimately, let’s embrace, utilise solidarity as likeminded consultants – collectively influence and bring about change.
Somanah Achadoo is Training Strategy and delivery Lead and a member of the EDI working group at INTRAC. Hiwot Alemayehu is an independent consultant in the INTRAC network and a founder of Andimeta Ethiopian Civil Discourse Society. Paul Knipe is Director of Consultancy and Network at INTRAC. Nancy Kankam Kusi is Programme Officer for Knowledge Management at the West Africa Civil Society Institute (WACSI)