Amplifying Local Voices: A Journey Toward Locally Led Development

In international aid, success is increasingly measured by the strength and achievements of local partners. As International Needs Australia (INA) states, “When our local partners thrive, we succeed.” This conviction underscores INA’s commitment to fostering locally led development, where sustainable change is driven by empowering communities closest to the challenges.?

Redefining Partnerships in Development?

The localisation of aid is reshaping the international development landscape. Its core goal is to transfer decision-making authority, leadership, and resource management to local organisations. Yet, genuine localisation demands more than rhetoric—it calls for equitable partnerships built on trust, respect for local expertise, and shared decision-making. This ethos is at the heart of INA’s approach, which exclusively partners with local Indigenous organisations. By prioritising local leadership, INA ensures that the communities they serve are empowered to define their development journey.?

INA’s Unique Philosophy and Mission?

Since 1974, INA has pursued a mission to break the cycle of poverty for marginalised women and children across Southeast Asia, South Asia, and Eastern Africa. Its locally led model supports holistic community development in education, health, and livelihoods, underpinned with a prioritisation of gender equity, climate resilience and disability inclusion.Central to INA’s philosophy is its commitment to working exclusively through local lead partners—community-based organisations originated, led and governed by, local people. These partners not only design and implement projects and their budgets but also monitor and evaluate their outcomes. INA provides tailored support, capacity-building initiatives, and long-term funding, empowering partners to deliver sustainable solutions.?

Success Through Local Leadership?

Over 50 years, INA has witnessed profound success driven by its locally led model. Many local partners have grown from modest beginnings to organisations capable of securing major funding, including DFAT’s Australian NGO Cooperation Program (ANCP). For example:?

• BBBC in Ethiopia: This partner transformed its operational capacity to attract support from organisations like UNICEF. INA’s long-term funding and capacity-strengthening programs have helped BBBC enhance its governance, programming, and financial independence.?

• HDCS in Nepal: Through collaboration with INA, HDCS has built its capacity to secure direct DFAT funding for emergency response projects.?

These milestones reflect INA’s belief that its own success lies in the growth and sustainability of its partners, not merely in expanding its footprint.?

Insights from BBBC in Ethiopia?

One of INA’s valued partners, Bole Bible Baptist Church Childcare and Community Development (BBBC), exemplifies the transformative power of locally led development. Operating in Ethiopia since the 1960s, BBBC focuses on community-based interventions in areas such as health, education, and economic development. Its work in rural and marginalised areas demonstrates how locally driven initiatives can respond effectively to complex challenges.?

Community Ownership and Innovation? BBBC’s innovative approach in Ethiopia’s Lemo and Ezha woredas underscores the importance of community participation in development projects. Faced with limited resources for school infrastructure improvements, BBBC mobilised parents, local leaders, and government engineers. Community members contributed labour and materials, while government engineers provided technical oversight. This collaborative effort expanded the project’s reach, enabling more classrooms to be renovated or constructed than initially budgeted.??

Long-Term Capacity Building? Another hallmark of INA’s partnership with BBBC is its emphasis on long-term capacity building. Every three years, INA collaborates with BBBC to conduct a capacity assessment, identifying areas for growth and co-developing plans to address them. This iterative process has enabled BBBC to strengthen its governance and operations, making it an attractive partner for major international organisations like UNICEF.?

As BBBC’s Program Manager noted, INA’s non-prescriptive approach is a key enabler of success: “We appreciate that INA gives us a chance to say what we want to do and how to do it and then work with us to develop our ideas and priorities.” This autonomy ensures that projects align with local needs while remaining sustainable and impactful.?

Leveraging Community Knowledge? BBBC’s integration of local knowledge into project planning also sets it apart. For instance, during its school improvement program in Lemo, BBBC relied on community committees to identify the most urgent needs and potential solutions. This bottom-up approach not only maximised impact but also encouraged greater community involvement in education, which is critical in improving long-term outcomes.?

Aligning with the ACFID Code of Conduct?

INA’s locally led approach aligns closely with Quality Principle 2 of the ACFID Code of Conduct, which emphasises inclusive, locally driven development. The principle is built on the commitments to reduce power imbalances, champion local actors, and promote gender equity, disability inclusion, and children’s rights.?

INA’s model reflects these principles in several ways:?

1. Reducing Power Imbalances: INA prioritises equitable partnerships by enabling local partners to lead on project design and implementation, especially regarding resource allocation. This decentralised approach allows for meaningful autonomy and decision-making at the community level, addressing historic imbalances in international aid dynamics.?

1. Championing Marginalised Groups: All INA programs embed cross-cutting themes of gender equity and disability inclusion, ensuring that the most marginalised populations are at the centre of development efforts. For instance, community engagement in Ethiopia’s Lemo and Ezha woreda included women, OPDs and local leaders in planning, amplifying diverse voices in decision-making.?

1. Transparency and Accountability: INA’s reporting and capacity assessment processes are co-developed with local partners, ensuring clarity and mutual accountability. By supporting local partners to meet sector standards, INA builds trust and transparency across all projects.?

1. Sustainability and Local Ownership: Through initiatives like the capacity-strengthening program with BBBC, INA ensures that local organisations are equipped to sustain their projects and scale operations independently. This aligns with ACFID’s call for development that is grounded in local leadership and inclusive of community expertise.?

Looking Ahead?

INA remains committed to advancing locally led development, recognising its transformative potential for international aid. This approach not only shifts power to those closest to the challenges but also ensures more sustainable and culturally relevant solutions. By prioritising local knowledge, leadership, and decision-making, development initiatives are more adaptive, cost-effective, and rooted in genuine community needs. These benefits strengthen trust, encourage local innovation, and enhance long-term impact, creating a foundation for resilient, empowered communities.?

The ACFID Locally Led Action Topic Guide offers practical strategies for organisations to integrate locally led principles into their work. Key recommendations include fostering equitable partnerships, increasing direct funding to local actors, and committing to capacity-strengthening efforts. INA exemplifies these actions through its collaborative assessments and tailored support for partners like BBBC, ensuring alignment with community priorities and sector standards.?

Looking forward, INA aims to deepen these efforts by formalising its partnership model and launching pilot projects to support local economic independence. The organisation also plans to subscribe to the Charter for Change, advocating globally for localisation in humanitarian and development work. By integrating the guidance of ACFID and committing to evidence-based practices, as INA continues to learn, grow and develop its locally-led approach, it aims to set a benchmark for ethical and impactful international development.?

Conclusion?

As the international aid sector embraces the localisation agenda, INA’s journey underscores the transformative power of locally led development. By trusting local leaders, supporting their growth, and respecting their expertise, development organisations can catalyse sustainable change that empowers communities long after projects conclude.?

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Davide De Micheli

Davide is the International Programs Manager at International Needs Australia (INA). Davide has extensive NGO field experience and is passionate about valuing and promoting locally-led development.?

Jacquie Scott?

Jacquie is the Fundraising Manager at International Needs Australia (INA). Jacquie has over 20 years of fundraising, marketing, comms, and project management experience with a focus on the not-for-profit sector.?