Unpacking localisation in international development: what can we do?

Localisation, loosely defined as the transfer of funding and decision-making powers to local actors, is not a new concept. We've been using phrases like 'locally-led development', 'community-led development', and 'doing development differently' for years. However, it gained prominence as an all-encompassing narrative when Samantha Power, the US Agency for International Development administrator, positioned it at the centre of her department's rhetoric a few years ago.

The concept has since gained further momentum through the movement to decolonise aid – itself a reaction to external factors, including the Black Lives Matter movement and the need for greater inclusivity in the language we use within the aid sector. But as we grapple with this shift, we must ask ourselves: what does localisation truly mean in practice, and what challenges do we face in implementing it?

The multifaceted nature of 'local': who are we talking about?

One of the primary challenges is the lack of a universally accepted definition of localisation. At its core, it's based on the premise that local actors are closest to the context in which change, or reform is happening. As such, they're best placed to decide on their own needs and determine how to drive that change.

'Local', can refer to a range of entities: community-based organisations, foundations, nationally-funded agencies, local, regional, and national governments, and even private sector players. This diversity raises important questions: Who has the power to define what is 'local'? How do we prevent a few elite actors from capturing the localisation space?

In practice, the term's application can vary widely. Some funders have adopted strict legal definitions focusing on local ownership and management. Working exclusively through national (and often small) institutions without international connections might seem like the purest form of localisation. However, this approach could inadvertently limit access to valuable global insights and experiences. We need to consider how we can leverage learnings from other country contexts and projects – including those where implementation plans didn't work out as expected. These lessons are crucial for improving future initiatives and avoiding repeated mistakes.

Measuring localisation: how do we go beyond numbers?

One of the most significant challenges we face is measuring the success of our localisation efforts. While quantitative metrics like the flow of funds to local organisations provide a quick snapshot, we know they fail to capture the nuanced reality of power dynamics and decision-making processes.

We need to consider a more comprehensive approach to measurement. This might include examining how we broker local partnerships, the number of local actors we engage in civil society, who's driving the agenda on key issues, the decision-making processes across the policy cycle, and the sustainability of our projects after we exit. By looking at these factors, we can gain a more holistic view of our impact and effectiveness in localisation.

Reimagining international development

The international development sector is evolving towards a model that positions local actors at the centre of development work, empowering them to lead and drive change in their communities. This suggests a shift from traditional partnership models towards supportive collaboration that amplifies local voices and expertise.

In this reimagined approach, the primary focus is on harnessing the strengths of local knowledge, complemented by relevant global experiences. This involves creating collaborative frameworks where local organisations take the lead in defining and implementing solutions. International partners can play a supportive role by facilitating access to global networks, providing complementary technical expertise when requested, and offering insights from diverse contexts – but always in service of locally-defined goals and strategies.

By recognising and elevating the unique insights and capabilities of local actors, the sector can foster an environment of mutual learning and create a more equitable and effective development process that respects local contexts while judiciously drawing upon global perspectives.

Challenges and considerations

As we embrace the localisation agenda, we must address several challenges. How do we build local capacity without perpetuating paternalistic relationships? Localisation may not be a silver bullet in politically unstable or corrupt environments. Furthermore, strict funder requirements can create compliance barriers that hinder local organisations' access to funding. The sector must also grapple with existing knowledge hierarchies and find ways to genuinely recognise and value local expertise.

The way forward

As the sector evolves, we're seeing localisation become not just an ethical imperative but a competitive necessity. It's increasingly essential for creating impactful and sustainable work, especially in addressing cross-cutting issues such as climate change and global health crises.

To move forward meaningfully, we should focus on several key areas:

• Advocate for funders to reconsider stringent compliance requirements that create barriers for local organisations.
• Adapt structures and practices to better support local actors.
• Work towards a more nuanced understanding of what constitutes 'local' in different contexts.
• Develop measurement frameworks that go beyond quantitative metrics to capture the true impact of localisation efforts.

Our role in shaping the future

The localisation agenda presents both opportunities and challenges for us as development professionals. While it offers the potential for more sustainable and context-appropriate interventions, it also requires a significant shift in how we operate.

As we continue to grapple with these complex issues, one thing is clear: the future lies in finding ways to genuinely empower local actors while maintaining the benefits of global knowledge exchange and collaboration. This will require ongoing dialogue, adaptation, and a willingness to challenge long-standing power dynamics within our sector.

By critically examining our approaches to localisation and remaining open to evolving our practices, we can work towards a more equitable and effective model of international development that truly puts local actors at the centre. It's up to us to lead this change and shape the future of our field. 

Listen to the full podcast:

About the authors:

Christopher Tomlinson  is the Director of our US Office, based in Washington D.C., and has previously been OPM's Director of International Offices, responsible for the management and oversight of OPM’s offices in Bangladesh, India, Indonesia, Nepal, Nigeria, Pakistan, South Africa, and Tanzania.  

Shamim Zakaria is a consultant in the Climate, Energy and Nature team. Her work focuses on programmes and projects related to sustainable energy, disaster risk management, and climate change.