What we learned from the RINGO Spotlight Session with HelpAge International and Alliance for Generations and Empowerment Myanmar (AGE Myanmar).
When RINGO talks about moving from ideas to action, we are often met with requests for real, practical examples of HOW we can make the changes needed for a just civil society, where power and resources are shared equitably. But – spoiler alert – there is no one-size-fits-all blueprint for shifting power in international civil society: this work is complex and takes time. However, we can learn from the experiences of those who are walking the talk on shifting power, and take on their insights as guiding principles for how to navigate the obstacles and opportunities along the way.
At the RINGO Spotlight Session on 19th November, we invited Dr Hein Thet Ssoe (CEO, AGE Myanmar) and Bert Maerten (Head of Transformation, HelpAge International) for a candid conversation on the process of AGE Myanmar becoming a fully independent organisation. Read on for the key points from both sides of the story and reflections on what makes an organisation truly local…
More than a strategy
The HelpAge International 2030 Strategy includes a commitment to locally-led development, and has seen them support several of their national offices as they transition into locally determined entities: some into independent organisations or foundations, others into networks or a social enterprise. For AGE Myanmar, Dr Hein described the transition as more than a strategy, but a necessity to have the independence to best serve their local community. Having worked with minimal supervision through times of crisis such as covid and the military coup, Dr Hein and his team were confident that they had the capacity, resilience and vision to operate independently. Strong authentic, effective local leadership and teamwork were embedded throughout the process, following a locally led approach which builds on the power of their instinctive and innate understanding of the local context.
Obstacles as opportunities
The actual process of shifting from international to local ownership took around one year, but was preceded by over five years of discussions, research, exploring options, conducting consultations, attending workshops etc. Dr Hein shared how they reached the stage where they had to just stop talking and take the first steps to start the transition process. There were daily negotiations between HelpAge International and AGE Myanmar, sometimes painful, but Hein described how they embraced all the obstacles as opportunities towards achieving independence. He highlighted how moving beyond talk and into action was key to gaining trust with HelpAge International, taking those first steps forward so they could actively demonstrate they were on the right path.
“Transforming words into actions… We always talk, and all we have to do is take a very simple step to take action.” Dr Hein Thet Ssoe
Each approach to transformation is unique and context-specific, and each HelpAge International country office will go through a meaningful consultation to find the right model for that context. While it is helpful for HelpAge International to discuss strategies and business models to stress-test the approach, it will be down to the leadership at the executive and board level to overcome the challenges.
“It comes down to local leadership, and the commitment, aspiration, vision and passion for self-determination.” Bert Maerten
Listen deeply, hear attentively
From HelpAge International’s perspective, Bert shared a key turning point in the process that took place during a meeting with Dr Hein and the local team. They were discussing their aspirations for a locally determined vision and we realised that although they shared the same general direction, AGE Myanmar’s true ‘North Star’ was actually a few degrees to the left: the vision of the local team was a little different to that of HelpAge International. Once this was on the table, HelpAge International committed to go on a journey of active engagement to manage and adjust to these new expectations.
“We had to listen more deeply and hear more attentively to what the team was telling us in terms of their aspirations… this is key to a successful localisation process.” Bert Maerten
Complete, not compete
To ensure that AGE Myanmar did not hold an unfair advantage over other local actors, Dr Hein held fast the philosophy that the new organisation should “complete, not compete”, so that they fill any gaps from the other organisations and services offered in the region. To do this, they held a series of consultations to engage with stakeholders in the country, and the outcomes showed strong local support for AGE Myanmar to lead this work with older people and people with disability.
Adapting to new models
HelpAge International is based on a network model, so AGE Myanmar remains connected through the network and collaborates via that space, but with local leadership and governance in place, the relationship is different. They work alongside the organisations in the network, not the head office, although HelpAge International may act as an intermediary where they can add value.
“Shifting the power is sometimes really where the INGO has to let go, place the trust in the local leadership, let new ideas emerge, embrace those, and walk alongside.” Bert Maerten
AGE Myanmar is financially independent, managing all grants and resources directly. As funds are no longer flowing through the parent organisation, HelpAge International have significantly adjusted their business model, and in 2021 they became a much leaner organisation. These transitions are not just about an institutional process: they require a mindset shift, and an unlearning of previous ways of working.
Call to action
For more information on this topic, the Stopping As Success project has a resource library of learnings from organisations involved in responsible transition processes, including HelpAge International.
“The best way to go about this process authentically and successfully is to be intentional and honest with yourself and others you are working with. Listen to each other, and enter these conversations with as much humility as possible – it’s a process!” Mélina Villeneuve (Peace Direct and Stopping as Success)
Jimm Chick Fomunjong (WACSI/RINGO) concluded the conversation with a call to action:
“We all have the capacity. Shifting the power is about the INGO letting go. Give everyone in our space that opportunity, the freedom to decide for ourselves.” Jimm Chick Fomunjong