This piece on Mari and the inspiration for GlobalGiving is great. It explains accurately and concisely the rationale Mari and I had when contemplating leaving the World Bank to start GlobalGiving.
The article explains, “But Kuraishi had spent years working to change the world with a top-down approach and saw its shortcomings as clearly as its strengths. The idea of top-down is that if you can effect change in governments and economies, then you’ll naturally reduce poverty and improve lives. And while that approach works, Kuraishi decided there was also room for a bottom-up approach—especially in countries with weak or corrupt governments. ”
Indeed, when we left, that was the idea–an alternative model that would grant access to funding and markets to people and communities that were otherwise left out, whether because their government was too corrupt or they weren’t established enough to acquire high-level grants with big institutions like the World Bank or USAID.
That was and is our vision. But, as the article documents, our vision is also expanding with our success.
Tara Swords writes in the article, “Eight years later, the organization has raised US$29 million for grassroots charity projects in more than 100 countries. Perhaps Kuraishi’s former World Bank colleagues should reconsider.”
I won’t lie. I smile every time I wrap my mind around the extent of our growth and success (2,800 projects now funded, in fact). And you might wonder what thoughts cross my mind when I read thoughts like “Perhaps Kuraishi’s former World Bank colleagues should reconsider.”
What runs through my mind is hope.
Because our success indicates that this model is working, and will continue to work.
But what makes me even more hopeful is that as I realize the effectiveness, potential, and power of our model–now tested for eight years–I’m increasingly aware of the possibility that GlobalGiving will not only serve as an add-on to traditional aid structures, but actually can serve as a model on which to base their work.
My hope is grounded in reality.
The World Bank’s Urgent Evoke project, for example, is a brilliant concept that puts development entrepreneurship into the hands of, well, anyone. And next month, they’ll be working with us to launch the funding component where the best, brightest ideas will have a shot at the GlobalGiving marketplace.
But the impetus and the seed money for this huge undertaking came from the World Bank.
This initiative is new, innovative, and smart. Not your standard World Bank funding fodder. I commend them for this type of open-access initiative.
I also admire their documentation of best practices and lessons learned, including what hasn’t worked. That’s brave and serves as powerful learning for the entire development community–exactly how it should work.
There are other hopeful signs out there of a shift in aid–that’s it’s moving, albeit slowly, to recognize that the true potential for change lies within the people and communities who are affected by the world’s problems, and not necessarily the people who write the most effective grant proposals.
So, when I hear others comment on our success, I’m hopeful. We no longer want to just be the guys who left the World Bank. We want to be part of a larger community of people dedicated to the democratization of the aid process. And it’s happening!
Dennis Whittle is Co-Founder and CEO of GlobalGiving.