Beyond the buzzwords: how can we fix localisation to shift power in humanitarian aid?

Taboo, buzzwords, or real change?

The movement to decolonise humanitarian aid and development has gained momentum in recent years, particularly through the “localisation” agenda – a vision for empowered communities taking charge of their own futures.

However, many in the sector, and from the Global South, are sceptical. They are right to be sceptical, but decolonisation and localisation can still support progressive change.

Until recently, discussing power imbalances within the sector was taboo, as highlighted in Peace Direct’s “Time to Decolonise Aid” report. But even as discussion becomes more commonplace, there remains a danger that decolonisation and localisation can act as empty buzzwords, generating more heat than light, not truly transferring power to local organisations and communities.

So, what are the main problems, and how can we fix them?

What are the problems?

Firstly, there is a gap between theory and practice. Most donors and large INGOs have ambitious goals for localising their spending, but if they cannot change their practices, transformative change will remain unlikely. Plans and principles are well and good, but we need to ask deeper questions. For example, have work norms changed? Have grant application and compliance systems been made inclusive? It is important to understand that our business and technical norms, in pursuit of effectiveness, efficiencies, and scientific grounding, can exacerbate old or unearth new inequalities, such as how impact evaluation norms feed into unequal funding markets, marginalising millions of small NGOs, who struggle to compete with well-resourced northern organisations.

Secondly, who leads the localisation agenda? Many are concerned that donors are not best placed to lead due to organisational inertia and an unwillingness to change longstanding policies and practices. Localisation is historically rooted in waves of radical change movements from previous decades, but when these ideas are led by the sector’s power-brokers, there is risk that it becomes decapitated, or diluted into managerial control, which can be reminiscent of colonial legacies.

Localisation risks becoming a box-ticking exercise, that hides hard power under more friendly exercises, such as knowledge sharing, scientific methods, digital change, professionalisation, and strategic partnerships. Such soft, silent, or indirect power strategies appear more equal, but do they really promote localisation and decolonisation, or do they camouflage control behind more acceptable, softer veneers? If these efforts distort rather than change power relations, they risk transferring risk to Global South stakeholders, without strategic, operational, or financial independence.

Thirdly, there is a growing concern that current forms of localisation exacerbate “international dominance”, Instead of rebalancing power. International actors retain or increase their power, acting as “gatekeepers” to the humanitarian club. A willingness to give up old power and learn new ways is critically important.

Such concerns risk limiting decolonisation and localisation to buzzwords, checkboxes, and well-intentioned zeal. In response, we consider some thoughts to make localisation a palpable, operational and transformative practice.

How can we fix localisation?

Define localisation within decolonisation

Firstly, we should define and pursue localisation as a transformative shift, not a continuation of existing norms. Generic definitions highlighting broadly positive outcomes, such as “increasing international investment and respect for local actors”, fall short because they do not acknowledge the legacy of colonialism in aid.

Without this critical acknowledgment, we risk reinforcing the very structures of power and inequality that localisation aims to dismantle. A robust working definition of localisation should include elements of decolonisation and recognise it as an effort to “correct the historical exclusion of local actors in decision-making and funding”. This step frames localisation not just as a technical adjustment but as a fundamental shift of power.

Make agendas truly inclusive

Localisation and decolonisation are intended to benefit Global South actors. But ironically, these initiatives are currently largely led by international donors and INGOs based in Global North. While these organisations pursue localisation with genuine intentions, their dominance undermines the heart of localisation and decolonisation. So, for this agenda to succeed, it is imperative to include diverse Global South voices.

This means creating spaces where local actors can lead dialogue on what localisation should look like and how it can be implemented. Putting local views and knowledge front-of-stage, also foregrounds local contexts, avoiding top-down, one-size-fits-all solutions. Localisation agendas must be inclusive, collaborating with, respecting and elevating those most affected by initiatives.

Make power visible

Localisation represents an opportunity for a shift of power to groups that have been largely excluded from the decision-making process. This shift is essential for a more equitable and effective humanitarian sector. For this to happen, we need to be acutely aware of how power operates within existing structures.

Power is often invisible, enforced indirectly through entrenched organisational practices, such as monitoring, evaluation, project design, and agenda setting. These practices can perpetuate existing power imbalances if they are not critically examined and reformed to genuinely include local actors.

Talking about power, sensitively, reflecting on it, making it part of stakeholder dialogue – these are the first steps towards making power visible. Power, of course, can be good and productive and useful, helping people build skills, generate funds, or strengthen alliances. The problem for localisation and decolonisation is when power is used in negative, colonial, exclusive, overly commercial, bureaucratic, modernist, regressive, toxic, or harmful ways. Making existing power relations visible, is the first step towards using power relations to boost localisation efforts.

Creating Communities of Practice

Learning from localisation initiatives is crucial for driving meaningful change. By creating communities of practice that span different levels—from donors to international and local NGOs – we can foster an environment where knowledge sharing, collaboration, and experimentation are prioritised. Such communities facilitate better practices, innovations, and stakeholders alignments for localisation. This collective approach helps bridge gaps between diverse organisations, fostering mutual understanding and strengthening impacts.

There must be room for experimentation and learning, as innovative approaches often emerge from trying new methods. By embedding a culture of learning and experimentation within the sector, we can ensure that localisation efforts are not only effective but also sustainable and responsive to the evolving needs of communities. This holistic approach will ultimately make localisation a more integral and impactful aspect of our work.

Going forward

One thing is clear, if we take decolonisation seriously, we are only at the beginning of the journey. We need more reflection on the ‘localisation destination’ in dialogue with diverse stakeholders. But let’s not forget the importance of prioritising tangible change, not just ideas.

We need to share how localisation efforts work in specific ways, in different geographic locations, different forms of aid and development alliances and partnerships, and in different work processes such as compliance, HR, and evaluation. We need alternative infrastructures for thinking and acting, not through Gant charts and old log-frames, but through brokering change, engaged and sensitive metrics, frameworks for talking about power, and momentum building through decolonial innovations and successes, such as locally led funders.

Most importantly, we need to involve Global South institutions and partners at all levels.