Localisation at the Heart of Change: How HelpAge is Shifting Power for Greater Impact

David, what does localisation mean for HelpAge International?

David: For us, localisation is about shifting power so that older people’s rights and wellbeing are advanced by those closest to them – local organisations rooted in their own communities. Over the past five years, this has taken two forms:  phasing out our country offices to shift support to independent local and national organisations, and at the same time strengthening the role and voice of the members of the HelpAge global network.  

Localising HelpAge’s Country Offices 

Let’s start with the country offices. What exactly has HelpAge been doing?

David:  For many years, HelpAge worked through a combination of country offices and partner organisations. Since 2020 we have worked hard to transition away from our 13 country offices and to instead back locally-led initiatives.  

In each country we worked closely with civil society groups, partners and older people themselves, to identify the most suitable new model to support. 

In some countries, new, independent, locally-led organisations have been established. In others, we have supported the launch of new local networks and partner-led initiatives. It’s been a complex process, involving programming, governance and funding challenges, as well as the real personal impact of uncertainty and change on those involved.  

Why take such a leap?  

There are three central reasons. 

We believe impactful change for older people is best achieved through initiatives led from within communities. When done well, locally rooted programmes are more accountable, better suited to the local context, and more sustainable. 

The evidence is already there – years of successful, partner-led programmes have proven the model. Coupled with sector-wide calls to shift power and resources, HelpAge recognised quite early that sometimes the best way to help is to strengthen others, commit our support and sometimes even just to get out of the way so that local organisations can lead. 

This also required a frank assessment of HelpAge’s role: where strong actors already exist, or are ready to take the lead, maintaining a country office may not be the best way to make a difference. Instead, HelpAge can focus on expanding collaboration, amplifying their impact and generating new insights – crucial in a time of shifting and often shrinking aid flows. 

Can you give us an example of where this has worked well?

David: Myanmar is a great example. In 2023, we closed our country office and supported the establishment of AGE Myanmar – a new fully independent national organisation and a member of the HelpAge Global Network. In March 2025 they led a very effective earthquake response programme for older people and affected communities following a devastating earthquake in the centre of the country. This is an experienced team, with strong leadership, contextual knowledge and operational agility; and they made a huge difference. They’re now advocating for social protection and inclusion of older people, promoting healthy ageing, and even exploring new social enterprise opportunities. 

Empowering the Global Network 

Beyond country offices, how have you been empowering network members?

David: The other strand of our change has been strengthening our network of 199 member organisations worldwide. With our 2030 Strategy, we decided to go back to our roots – moving away from direct implementation and instead working with, through and for our members. 

That means refocusing on our partnerships and structuring them to be more equitable and mutually beneficial. Members have a stronger role in our governance, in shaping our strategy, and in programme delivery. We’re not duplicating what others are already doing. Instead, our role is to convene, support and amplify their work. 

What were some of the biggest challenges in these changes?

David: Funding has been tough – new initiatives often need early support, and expectations don’t always match available resources. There have also been difficult moments for staff facing uncertainty or even job losses. It requires real transparency, honest conversations, and strong leadership at the country level. 

What can other INGOs learn from HelpAge’s journey?

David: Three things stand out: find strong and committed local leaders and put your trust in them; be clear early on about financial commitments; and make sure Board and leadership teams understand and back the process.  

And finally, don’t leave localisation to a single team – it requires buy-in and effort from the whole-organisation. 

Is the sector moving fast enough on localisation?

David: Honestly, no. Despite all the talk, the pace is far too slow. For example, less than 1% of funding into Ukraine went directly to national and local NGOs, even though evidence shows they can deliver programmes more cost-effectively. We need to back the change and back it quickly.

What’s your vision for the next five years?

David: I want localisation to be the norm – let’s back local actors so they can most effectively have an impact. I see a rebalanced sector where more resources and power sit with local actors, while global organisations like HelpAge play a different role – convening, supporting, and amplifying. The destination is clear: a system that trusts and elevates local leadership, delivering lasting impact for older people.