AGE Myanmar completed its transition from a HelpAge International country office into a fully independent national organisation in 2023. This shift marked a turning point in how older people in Myanmar could be supported, with decisions made closer to communities, by people who deeply understand local realities. The organisation invested in strengthening its own systems, building a skilled national team, and embedding trust with government and community networks.
That groundwork was put to the test in March 2025, when two devastating earthquakes struck the country. For AGE Myanmar, the crisis became the first major demonstration of what localisation can achieve in practice: a rapid, context-driven response led by local actors, and rooted in the voices of older people themselves.
Mobilising Rapidly in Crisis
AGE Myanmar’s ability to act quickly came from years of groundwork. The organisation had already invested in building a qualified, experienced local team spanning programme management, operations, finance, monitoring and evaluation, and communications. Most staff had been involved in humanitarian and development work for over a decade, carrying forward knowledge and relationships from the days when HelpAge maintained a country office in Myanmar.
When the earthquakes struck, we were able to mobilise within days because we already had strong local networks with more than 350 community-based groups engaged, long-standing partnerships, and a robust team of staff. That kind of speed and trust is the power of localisation, and it shows why national organisations must be trusted to lead
Hein Thet Ssoe, CEO AGE Myanmar
Supported by technical input from HelpAge’s humanitarian team and donor-funded human resources, the organisation was able to coordinate effectively, make rapid decisions, and deliver assistance without delay.
A Response Led by Older People’s Priorities
Rather than adopting a top-down approach, AGE Myanmar anchored its response in the voices of older people. A Rapid Needs Assessment revealed pressing priorities, which shaped the interventions:
Cash support was central, as 82% of older people expressed a preference for flexible transfers that allowed them to decide whether to spend on food, medicine, or shelter repairs.
Essential kits, including WASH items, kitchen sets, and dignity kits, were distributed to meet basic hygiene and daily living needs.
Mental health and psychosocial support were embedded from the start, with over 100 volunteers trained in psychological first aid to address the widespread worry and isolation older people reported.
Health and inclusion services such as eye check-ups, cataract referrals, and disability assessments ensured no one was left behind.
Advocacy and community engagement created Older People Advocacy Committees, giving older people a stronger role in decision-making during recovery.
This comprehensive approach was made possible through the support of multiple donors, each funding different aspects of the response, and it demonstrated how localisation allows for holistic and inclusive action.
Meeting Unique Challenges
The earthquakes revealed the stark vulnerabilities faced by older people. More than half lost their homes, 82% were left without safe water and sanitation, and 60% lost vital social networks. Older people with disabilities were almost twice as likely to receive no support at all.
AGE Myanmar tailored its interventions to address these specific realities. By combining immediate relief with a nexus approach – linking short-term assistance to longer-term recovery and development – the organisation ensured that older people were not only supported in the emergency but also equipped for resilience.
The Advantage of Being Nationally Led
AGE Myanmar’s independence proved a decisive advantage. Communities saw the organisation as a trusted partner rather than an external actor. Long-standing collaborations and trusted partnerships enabled swift approvals, while donors and international agencies valued AGE Myanmar as an accountable bridge to communities.
This embedded trust is not easily replicated by international organisations. It demonstrates how national leadership can make humanitarian response faster, more legitimate, and more closely aligned to local realities.
A Milestone Achievement for AGE Myanmar
In August 2025, AGE Myanmar was proud to receive the ASEAN Outstanding Social Welfare and Development Award 2025 at the 20th ASEAN GO-NGO Forum on Social Welfare and Development.
This award recognises their significant contributions to improving lives across the ASEAN Community. It is a particularly meaningful moment, as it marks the first-ever award for AGE Myanmar, achieved within just two years of becoming a fully localised entity.
Lessons for the Future
From this first major independent response, AGE Myanmar identified key lessons for future preparedness. Having a well-prepared local team and community networks is critical for rapid mobilisation. Protection and psychosocial support must be integrated from day one, and cash assistance should be prioritised as a default modality in emergencies.
Looking ahead, the organisation plans to help local community groups be better prepared for disasters, design programmes that anticipate social and health needs, and continue to apply the nexus approach.
A Call to the Humanitarian Community
AGE Myanmar’s leadership offers a clear message to the wider sector: trust and invest in local actors. National organisations are strategic leaders who bring contextual understanding, community trust, and permanent presence. For localisation to be realised, donors must move towards providing more direct, flexible, and long-term funding to local actors. True impact lies not only in delivering aid but in strengthening local institutions and enabling communities to shape their own recovery.
Localisation in Practice
AGE Myanmar’s story illustrates what localisation looks like beyond rhetoric. In practice, it means faster mobilisation, deeper trust, and responses shaped by those most affected. It means moving from dependence on international leadership to national ownership, ensuring dignity and resilience for older people in Myanmar.
The earthquakes tested AGE Myanmar, but they also affirmed the value of localisation. As the organisation looks ahead, its example offers the humanitarian community a reminder: lasting resilience is built when local actors are trusted not only to participate but to lead.
Empowering communities and shifting power dynamics in the aid sector
At HelpAge, our commitment to localisation is unwavering.
We believe in empowering local actors, so that they have the power to influence decisions and prioritise the needs of the communities they serve.
Our partnerships are built on mutual respect, valuing the expertise of all parties equally and fostering meaningful participation at every level.
