At HelpAge International in Vietnam (HAIV), a new chapter is beginning:the country office is evolving into an independent, locally led organisation called the Vietnam Organisation for Better Ageing (VIOBA). This transition marks a significant shift, as leadership and decision-making move into the hands of local experts who know their communities best.
This transformation is not happening by chance. Our commitment to localisation means shifting power and resources closer to the communities we serve. We want local organisations to have the tools, skills, and authority to shape their own futures. Around the world, we are moving from being the main driver of change to supporting and standing alongside local leaders – and in Vietnam, this commitment is coming to life in a bold and innovative way.
A dual-entity approach for stability
The transition is being managed through a dual-entity approach. For the next few years, HAIV and VIOBA will operate side by side. HAIV will continue to lead on policy advocacy and scaling up proven models like the Intergenerational Self-Help Clubs (ISHCs), which have become a cornerstone of community support for older people. At the same time, VIOBA will focus on developing new services, technical advice, and products that directly support older people and their families.
What makes this approach unique is the continuity it provides. The same dedicated team will manage both organisations from a shared office, ensuring that knowledge, relationships, and trust are transferred smoothly. This is not a sudden change, but a gradual handover designed to protect our impact, reputation, and the communities we serve.
Successes and lessons from localisation
The birth of VIOBA: a creative solution
The creation of VIOBA is a significant achievement. In Vietnam, the legal environment for civil society organisations is restrictive, making it difficult for traditional NGOs to operate. Instead of giving up, the team explored different options and chose to establish VIOBA as a social enterprise – a model that combines a social mission with a sustainable business framework. This creative solution ensures that our work will continue and thrive under local leadership, even when the usual paths are blocked.
Overcoming challenges with flexibility
Navigating Vietnam’s legal landscape was the main challenge. Registering a national NGO was not possible, so the team conducted a thorough assessment of alternatives, from associations to private companies. The social enterprise model emerged as the best fit, allowing VIOBA to pursue its mission while building financial sustainability. To bridge the credibility gap between a long-established international NGO and a new enterprise, the dual-entity strategy was developed. This allows VIOBA to grow and build its reputation under the mentorship and support of HAIV.
Lessons for others
Three key lessons stand out from this journey:
Localisation is not one-size-fits-all. The legal, political, and social context of each country must shape the strategy.
Creativity and flexibility are essential. When traditional paths are blocked, innovation is key.
A phased transition is crucial. An abrupt handover can jeopardise programmes, staff morale, and partner relationships. The dual-entity approach allows for a gradual and managed transfer of knowledge, credibility, and responsibilities, reducing risk for everyone involved.
What’s next for VIOBA
VIOBA’s vision is clear: a Vietnam where people of all ages can age actively, healthily, and securely. Over the next five years, VIOBA aims to become a well-recognised, trusted, and sustainable leader in ageing, laying the foundation to become the leading organisation in the sector within the next decade.
New priorities and services
With VIOBA, new opportunities are opening up:
Education and training: VIOBA is designing and delivering practical training programmes on lifelong learning, including digital literacy & skills, healthy ageing including community based long term care and dementia, and preparation for old age. These courses are tailored for individuals, organisations, and communities, helping people gain the skills they need for later life.
Consulting, evaluation, and research: VIOBA offers consulting and research services to help partners develop evidence-based, inclusive, and impactful ageing-related programmes and policies, products and services.
Communication and promotion: The team creates campaigns, materials, and events that raise public awareness, promote positive images of ageing, and support corporate social responsibility initiatives.
Sustainable community models: VIOBA is scaling up community-based models like the Intergenerational Self-Help Clubs and other age-friendly initiatives that empower older people and strengthen local resilience.
Service connection and access: Through collaboration networks and an integrated digital platform, VIOBA connects older people with essential services, care, and support.
Startup and innovation support: The organisation nurtures startups and social enterprises focused on ageing and community development, providing mentorship, technical guidance, and partnership opportunities.
Supporting staff and building sustainability
The transition is designed to ensure stability and create new opportunities for staff. By sharing the same team across both HAIV and VIOBA, job security and institutional continuity are maintained. Staff are also gaining new skills in market analysis, financial management, and social enterprise operations, preparing them for the future.
Financial sustainability is a cornerstone of VIOBA’s strategy. The goal is for 75% of VIOBA’s operational budget to be covered by self-generated revenue by 2030. This will come from a mix of earned revenue (such as consulting and training), fee-for-service contracts, grant funding, and, in the long term, impact investment. During the transition, HAIV will continue to secure grant funding, providing a stable financial bridge while VIOBA incubates and scales its revenue-generating activities.
Strong partnerships, new collaborations
Partnerships are at the heart of this journey. The long-standing relationship with our partner the Vietnam Association of the Elderly (VAE) remains strong, and ensuring the continuity of this partnership was a major reason for the dual-entity approach. HAIV will continue its close collaboration with VAE on national policy advocacy, while VIOBA will support VAE in international collaborations and explore new joint initiatives, such as an “Age-Friendly” Certification Network.
VIOBA is also building new relationships with private sector companies, social enterprises, universities, and other organisations. For example, it has already become a member of Alzheimer Disease International and Alliance for Longevity in Asia and Pacific, signed a partnership with WeCare247, a leading care services company, and is exploring partnerships with various other companies. These collaborations will help VIOBA reach more people and create new solutions for the challenges of ageing.
Community response: hope and support
The response from partners and the community has been clear: even with the challenges ahead, they want HelpAge’s work to continue. The localisation plan has been welcomed as a responsible and forward-looking move. Partners see VIOBA not as an end, but as the next chapter in a shared commitment to older people in Vietnam.
A model for the future
The story of VIOBA is a reminder that real change is possible when local people lead. By trusting local teams, adapting to the context, and planning carefully, HelpAge is showing how localisation can create lasting impact. As VIOBA takes its first steps, it stands as a model for others – proof that with the right approach, local leadership can build a better future for all.
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.
