What has SHAPE achieved?
One of the most significant outcomes of SHAPE has been the shift from project‑level improvements to stronger organisations. HelpAge global network members report clearer governance structures, improved policies and systems, and greater confidence in navigating humanitarian coordination spaces.
For some organisations, this translated into tangible gains in resource mobilisation and partnerships. Several network members secured new funding after strengthening their policies, strategies, and compliance systems through SHAPE.
As Marck Chikanza, national director of the National Age Network of Zimbabwe (NANZ), explained: “Recently we were able to raise an alert and respond to a drought; we accessed funds through the START Fund.”
Others such as Support to Older Persons (STOP) Zambia were recognised by UNICEF as trusted partners for reaching marginalised communities, including older people.
Beyond funding, SHAPE has helped organisations strengthen their external influence. In Ukraine and Yemen, HelpAge network members Pomagaem and Life Makers Meeting Place Organisation (LMMPO) began participating more actively in national coordination mechanisms for the first time, ensuring that the needs and rights of older people were reflected in humanitarian planning and response. In Zimbabwe, Nepal and El Salvador, engagement by HelpAge network members NANZ, Forum for Awareness and Youth Activity (FAYA) and Asociación Alianza de Salvadoreños Retornados (ALSARE) contributed to changes in national policies or guidance, particularly around age‑inclusive assistance in emergencies.
How has SHAPE supported confidence and sustainability?
A defining feature of SHAPE has been its partner‑led approach. Rather than imposing a fixed model, SHAPE supported organisations to identify their own priorities and lead their own change processes.
For many partners, this autonomy was central to building confidence and long‑term sustainability.
As Andrew Kavala, country director of the Malawi Network of Older Persons’ Organisations (MANEPO), noted: “We are the only national NGO funded by the World Food Programme, and we attribute it to SHAPE because we became more strategic in developing proposals and were able to share policies and strategic plans that aligned with inclusive humanitarian action.”
Learning was not limited to one‑to‑one support. Through peer coaching and cross‑regional exchanges, organisations that had already engaged with SHAPE were able to accompany newer participants, sharing experience, tools and lessons learned. This peer‑to‑peer support strengthened relationships across the network and helped embed learning beyond the formal programme timeframe.
Why do equitable partnerships matter?
Network members consistently highlighted the importance of being treated as equal partners, rather than implementers. SHAPE placed organisations “in the driving seat” throughout the programme cycle, from planning to implementation and reflection.
One partner described the difference this made: “It’s different from other partnerships because they are a real partner. They are flexible, supportive, they listen and act based on our feedback.” – Representative, Life Makers Meeting Place Organisation (Yemen)
Others emphasised how this approach shifted power dynamics and built trust. Mustafa Alokoud, humanitarian advisor at Hope Revival Organisation (Syria), reflected: “Our relationship with HelpAge is not a sub‑contracting relationship; they are truly a partner‑led organisation.”
This shift in power dynamics matters. It enables more honest dialogue, encourages experimentation, and helps organisations articulate what equitable partnership should look like in their own work with others. For HelpAge, it also reinforces the value of flexibility – adjusting timelines, budgets or approaches when contexts changed or emergencies emerged.
Findings of an independent evaluation
An independent evaluation confirmed many of these strengths. It found high levels of relevance, coherence and effectiveness, with the majority of SHAPE participants reporting meaningful organisational change. Improvements were particularly visible in governance, inclusion policies, accountability mechanisms and emergency preparedness.
At the same time, the evaluation surfaced important areas for improvement, such as making sure that older people are always meaningfully involved in the design of the policies and programmes. The evaluation also highlighted sustainability risks, including staff turnover, funding uncertainty and the challenge of translating new policies into everyday practice.
These findings are critical learning points that are shaping the next phase of HelpAge’s approach.
What comes next?
Looking ahead, HelpAge is focusing on:
- Strengthening peer mentoring and communities of practice across regions
- Supporting network members to diversify funding and reduce financial vulnerability
- Embedding older people’s participation more meaningfully in programme design, governance and learning.
SHAPE has shown what is possible when local organisations are trusted, supported and connected. The next phase builds on that foundation – not as a finished model, but as an ongoing process of learning, adaptation and shared leadership.
