Shaping Localization: Addressing Power, Capacity, and Equity in Civil Society Partnerships

The relationship between International Non-Governmental Organizations #INGOs and local organizations in the context of #localization reflects a complex interplay of power, resources, and shared goals. Like the relationship between baboons and humans, these entities share foundational values and missions but differ significantly in capacity and influence.

To genuinely advance #localization and #locallyled development, identifying and preserving the essential elements, such as values and adaptive practices, is crucial to ensure local organizations remain effective. This effort requires dismantling the entrenched power and privilege often associated with #INGOs, advancing equitable partnerships, and centering resources and decision-making within the communities they aim to serve, not necessarily the #INGO's death. The latter shouldn’t be the ultimate endpoint.

Apollo B. Gabazira 's reflections, shared with civil society leaders at a two-day convening hosted by Uganda National NGO Forum, emphasized the need for this shift. He remarked, "We are navigating a cacophony of voices, a confusing mix of definitions and expectations." #Localization requires more than mere rhetorical commitments; it calls for an intentional recalibration of power dynamics and systems to create a transformative framework that addresses colonial legacies and drives sustainable, community-led change.

At the same time, Apollo B. Gabazira noted that national entities should recognize that to remain relevant, they will soon need to go beyond being national or local. They must value these entities' unique impact within the development and humanitarian spaces. Being local may not be sufficient to sustain brand longevity.

Gabazira challenged civil society leaders to assess their readiness for self-regulation, describing it as a cornerstone of sustainability: "Until we build credible and viable organizations, we will always be stuck in the narrative that we lack capacity. Self-regulation through tools like QuAM (Quality Assurance Mechanism) is imperfect, but it’s a start. If we don’t regulate ourselves, someone else will do it for us. The question is, do we trust them to get it right? If you have a strategy that will deliver what QuAM does, share it, and shift the narrative—there has to be tangibility and not just complaints about the current limitations of QuAM."

Dr. Moses Isooba, Executive Director Uganda National NGO Forum , built on Gabazira’s observations to describe the dynamic between INGOs and local organizations as akin to the relationship between baboons and human entities that share genetic material yet differ significantly in influence and capacity. Dr Isooba emphasized that even if #INGOs were to fade away, it is essential to preserve the right “genetic material” to ensure Civil Society Organizations #CSOs remain fit for purpose.

Dr Isooba described systemic barriers that hinder local organizations. He pointed out the institutional racism embedded in some INGOs’ assumptions about local capacity:

“As national actors, we hear that we’re risky to work with or that we lack capacity. But what is this based on? Often, there’s no evidence, it’s a unilateral judgment. INGOs need to move from risk transfer to risk sharing.”

Dr Isooba further emphasized the importance of language in shaping perceptions under the localization

"Language is pivotal because it creates a binary way of thinking, like INGOs have something we don’t. This narrative needs to shift to emphasize collaboration, not division. INGOs must share risks with local organizations, not transfer them entirely."

To navigate these complexities, Gabazira framed his reflections on the #CIVICUS (Civil Society Performance Framework) as a tool for evaluating organizational effectiveness and impact. This framework provides a comprehensive approach to building organizations that are credible and fit for purpose:

1. Civic Engagement: Strong grassroots participation is the backbone of any impactful civil society organization. Mobilizing communities is not just a function; it is a fundamental purpose.
2. External Environment: Addressing the unique challenges of Global South–North dynamics requires sustainable and context-sensitive partnerships. Geopolitical influences must inform how organizations position themselves in terms of funding and collaboration.
3. Values: Localization efforts must go beyond rhetorical commitments to actively embed transparency, equity, and inclusion into everyday practices.
4. Impact: The true measure of success lies in achieving meaningful change for communities, not merely meeting donor expectations. This redefinition is critical for reclaiming the narrative of civil society.
5. Organizational Development: Strengthening governance structures, addressing founder syndrome, and fostering professional standards are key to sustainability and credibility. Gabazira also urged national NGOs to redefine their roles boldly and with conviction: "Build organizations with integrity, impact, and resilience structures that outlast you, and let’s reshape the narrative together."

Gabazira also urged national NGOs to redefine their roles boldly and with conviction: "Build organizations with integrity, impact, and resilience structures that outlast you, and let’s reshape the narrative together."

Benson Ekwee Ocen Execuitve Director, Public Affairs Center of Uganda, reflected on the power imbalances inherent in partnerships between INGOs and local organizations:

"He who pays the piper determines the tune. At times, we assume we are equal powers, but it’s a work in progress. What we bring as local actors is more than just risks. Let’s approach this from a comparative advantage, documenting beyond risk is what will move us forward."

Sarah M Mukasa Gender Justice and Philanthropy Specialist, framed localization as a political discourse tied to power and decolonization. She argued:

"This isn’t just about decolonization or functionality, it’s about reclaiming our stake. This is our home and our responsibility. INGOs’ inefficiencies have persisted for years, yet we have had little space to critique them because we rely on them for funding."

Mukasa challenged civil society to reflect on how INGOs position themselves as development intermediaries, often shifting goalposts in ways that disadvantage local actors.

"The inefficiencies of INGOs have persisted for years, yet we have had little space to critique them because we rely on them for funding," she noted.

The reflections from this convening emphasized a critical truth: localization must go beyond rhetoric to address systemic inequities and power imbalances. To achieve this, civil society must:

1. Commit to Organizational Growth: Strengthen governance, systems, and professional standards to build credibility and sustainability.

2. Center Community-Led Impact: Focus on meaningful outcomes to local communities rather than compliance-driven metrics.

3. Redefine Partnerships: Foster relationships rooted in equity, collaboration, and mutual respect.

For INGOs, this moment represents an opportunity to reimagine their roles in the development and humanitarian ecosystem. For instance, CARE International in Uganda has developed an Integrated Business Services Model as a framework to advance localization, emphasizing equity and community-led impact. INGOs can foster equitable partnerships that amplify local voices and leadership by eliminating barriers such as onerous compliance requirements and unnecessarily complex due diligence processes.

As Gabazira reminded the leaders: "Localization, as threatening as it may be, is an opportunity for national actors. It isn’t just a donor agenda; it’s ours. Seize this moment because it won’t last forever. Build organizations that can outlast us all and reshape the narrative for future generations."

This represents an opportunity for #INGOs and #CSOs alike to chart a new course that prioritizes equity, amplifies local voices, and ensures sustainable, community-led development.

Robert Ninyesiga Moses Mulindwa Ruth Namara Norah Namono