How aid cuts drove one foundation to step up its funding to Africa

While many institutional donors scale back, the Judith Neilson Foundation, or JNF, is charting a different course. The Sydney-based foundation has increased its funding for Africa by 10 million Australian dollars (about $6.5 million) this year — bringing its total commitment in the region to A$25 million ($16.3 million). The move comes as global development faces growing uncertainty, with traditional aid sources under pressure and philanthropic players being asked to do more. In a recent Devex Pro Funding conversation, Simon Freeman, CEO of the Judith Neilson Foundation, outlined the rationale behind this expansion, shared how the foundation is evolving its geographic and thematic strategies, and offered practical guidance for potential partners. Here are five key takeaways from the conversation: A ‘startup’ foundation The Judith Neilson Foundation is a relatively young organization, having operated with a formal team and strategy for only about two years. Freeman describes it as "pretty much a startup organization," still building and refining its strategy and operations. The foundation's origins trace back to its founder, Judith Neilson, who is from Bulawayo, Zimbabwe, and moved to Australia four decades ago. She holds a "very deep passion for Africa" and has committed the vast majority of her wealth to the foundation over the next 50 years. JNF's total annual budget is 40 million Australian dollars (approximately $30 million).This funding is strategically allocated: 50% for Africa (potentially a bit more this year due to the announced increase), 25% for Australia, where they solely focus on disadvantaged women and girls, and 25% for a new, globally-reaching “innovation pool.” The decision to accelerate growth and dedicate additional funding to Africa directly responds to the global environment of international aid cuts, where JNF saw a clear need and an opportunity to "lead by example" as a new player. Their giving budget was planned to increase over their first four years of operation and this additional funding is a result of bringing forward some of that planned funding. Expanding geographic and thematic focus JNF was initially focused on southern and East Africa, but a recent strategic review has prompted it to adopt a pan-African strategy. This means the foundation is less constrained by specific geographies and more interested in identifying issues where it can have a catalytic influence, regardless of country borders. JNF considers both regional and single-country projects, prioritizing the system or the problem over a fixed list of countries. Within Africa, JNF's work is structured around three key pillars: • Public health system strengthening: Key areas include the localization of supply chains, specifically supporting local manufacturing in Africa for items from drugs to pharmaceutical disposables, neonatal maternal health, reproductive health and strengthening local health capacity and workers. • Economic growth: This pillar prioritizes agriculture, green jobs, and digital economic growth. JNF is also initiating work on the role of energy in economic development. Asked whether this area included education, Freeman clarified that the foundation leans towards vocational training that facilitates the transition from secondary education to work and employment. • Supporting African leadership and agency: This spans from grassroots local leadership to international multilateral leadership, emphasizing investment in the next generation of African leaders and their representation in decision-making forums. While JNF does not formally engage with multilateral institutions such as the Africa Centres for Disease Control and Prevention at this stage, it engages on a project-by-project basis where opportunities arise. The innovation portfolio is a newer initiative, approximately six months old. While geographically agnostic, it will likely have a "considerable African flavor" initially given the foundation's core focus. This portfolio aims to fund "great ideas" and "new and innovative ways of working in systems," encompassing everything from invention to broader systems change. The initial focus within this pillar is urban futures and urbanization, particularly tapping into the rapid pace of change in secondary African cities and their burgeoning local innovation ecosystems. Unlike the core Africa pillars, the innovation fund is designed to be broader and more flexible in its thematic scope. A trust-based, flexible funding approach JNF describes its funding approach as relationship-oriented and flexible, moving away from traditional grant application processes. The foundation does not solicit grants or run open calls for proposals, believing such efforts often waste organizations' time. While many partnerships are sourced through existing networks, JNF is highly interested in hearing from organizations that believe they are a strong strategic fit. The preferred initial contact method is via their website, where they request a short introduction to the organization and a clear explanation of the strategic fit, discouraging overly long pitch decks or unsolicited applications. The due diligence process typically begins with a conversation to ensure mutual fit. Following this, a more detailed, yet simplified, due diligence process is conducted for both the organization and the proposal. JNF aims to make this as "simple and as straightforward and as quick as possible.” Most grants range from $200,000 to $2.5 million over a period of up to five years. For new relationships, JNF often begins with a shorter initial funding period, gradually moving to longer funding cycles. Annually, funding ranges from approximately AUD100,000 to AUD1 million per organization. A significant portion of funding is unrestricted, though project-specific funding is also provided. The foundation aims to be flexible and not "over prescriptive" in its funding mechanisms. Freeman also confirmed the foundation is open to funding consortiums and frequently participates in co-funding initiatives with other organizations. With regards to eligibility, JNF is flexible regarding the legal structure of partner organizations; they do not require specific registrations like a 501(c) ( which is a tax-exempt nonprofit) and are open to funding any incorporated structure. This broad eligibility extends to nonprofits, civil society organizations, local government-sponsored projects, social enterprises, and small and medium-sized enterprises. Answering an audience question about whether they fund advocacy work, Freeman clarified that JNF itself does not act as an advocacy or lobbying organization, but is willing to support partner organizations in their efforts to advocate for policy change. Gender is a strong theme across all their focus areas. Localization is a "very prominent part" of JNF's agenda, especially given its Sydney-based team funding projects in Africa. They have a target to direct 75% of their Africa portfolio to locally led organizations. To further this commitment, JNF plans to employ staff on the ground in Africa to be closer to partner organizations in the near future. Asked about their monitoring and evaluation systems, Freeman explained that JNF's approach to M&E mirrors its due diligence: agreed upfront and focused on outcomes, compelling stories, and progress, rather than "overanalysis" or "quibbling" over every cent. They prioritize demonstrating the program's value. What grabs JNF's attention? For business development professionals crafting a pitch, Freeman highlighted several critical elements that capture JNF's interest for potential due diligence. Top of the list is strategic alignment — not just with the foundation’s own priorities, but also with national and local development goals. Other signals of a strong fit include: a clear contribution to long-term, systemic outcomes, organizational capacity and a demonstrated track record, in-country leadership and strong governance and a grounded understanding of the systems and context in which they operate. The future of philanthropy Beyond JNF's specific strategy, Freeman offered a compelling reflection on the broader trajectory of philanthropy. He observes a "tipping point" where the scale of wealth concentration is leading to "mega-wealthy" individuals and foundations whose capacity could "materially influence governments". This shift, he suggested, could transform philanthropy from its traditional role as a flexible "testing ground" into something "a lot more troubling and worrying," while simultaneously presenting exciting possibilities. The Judith Neilson Foundation, as a mid-sized and evolving player, exemplifies how blending long-term vision with nimble, trust-based funding approaches is taking shape within this changing philanthropic landscape. For organizations looking to engage, understanding the foundation’s relational ethos and systems focus is key. Want more briefings like this? Let us know — and stay tuned for upcoming live conversations here.