photo: Messenger
Localization is changing the face of development and humanitarian efforts. By transferring power and decision-making to local communities, this approach challenges traditional systems dominated by wealthier countries and outdated colonial structures. In Bangladesh, the Local Coalition Accelerator (LCA) initiatives of The Share Trust (TST), known as the Sundarban Coalition, are driving this transformation. These efforts prioritize communities and Community-Based Organizations (CBOs), placing them at the heart of the initiative.
The LCA, started by Share Trust Inc. and the Warande Advisory Centre, focuses on giving communities control over decisions, replacing traditional top-down methods. In Bangladesh, in 2022, Uttaran along with CNRS, Jago Nari and AVAS joined together to work towards the shift in power and formed the Sundarban Coalition, bringing in 12 CBOs from four Sundarban region districts as a coalition. Their goal is to contribute to the development of resilient and disaster-ready communities in the south-west coastal region of Bangladesh and at the same to ensure justice by putting the resources directly into the hands of the community. Over the past three years, the coalition has worked in coastal areas like Shyamnagar, Koyra, Kalapara, and Taltali, directly reaching around 120,000 people.
A notable feature of the coalition is its direct funding strategy, which allocates 80% of its budget for program implementation and 20% for management, reducing operational costs by 32% compared to traditional international organizations. Community members also actively contribute resources like (labor, land, money), strengthening local ownership. The coalition is leaded by a 16-member governance council that follows an inclusive governance model, ensuring representation from all members and facilitating equitable leadership. Its Joint Action Plan (JAP) focuses on addressing the local needs of community members, emphasizing disaster resilience, disaster risk reduction (DRR), WASH, livelihoods, and infrastructure development.
Last week, a roundtable discussion titled "Strengthening Disaster Resilience through the LCA Model: Lessons from Bangladesh’s Coastal Region" brought stakeholders together at in Dhaka. The event highlighted the coalition's achievements, practical challenges, and future direction. The event was hosted by Uttaran the host and grant custodian of coalition. The discussion began with welcome address from Zohurul Hasan Sohel, a focal person for the Sundarban Coalition from AVAS, and Umme Hafsa Ripa, the Executive Director of Dhulasar Upokul Sarbik Gram Unnayan Somobay Somiti (DUSGUSS) and a member of the coalition. Zahid Amin Shasshoto, Head of Programs at UTTARAN and focal point of the coalition, shared key details about its activities, including the governance model, joint action plans, and compliance strategies. The roundtable was moderated by Mahfuza Mala, Country Representative of The Share Trust (TST).
Rahima Sultana Kazal, Executive Director of AVAS said, “We define localization in our own way. In the 1990s, organizations would bring projects to us and tell us what to do and how to spend the money. That doesn’t happen anymore. Now, we create and submit our own projects, focusing on areas where we have experience and expertise. Localization, as we see it, is not just about policies like ICR. It’s about ensuring that people benefit, involving local government, engaging the private sector, and ensuring local organizations can carry out their roles effectively. It’s also about whether we, as local organizations, have the space to voice our needs. When these things happen, we can say that localization is working.
Md. Shibli Sadiq, Senior Policy Advisor at the Embassy of the Netherlands in Bangladesh, said, “When we take on a project, there are partner requirements, just like compliance rules. These rules are often very strict and stop us from working with some very capable organizations. This has been a traditional issue. Globally, there is ongoing discussion about this, and we are also reflecting on whether we are straying from our goals. Right now, we are working with Uttaran and Friendship on the RTF (reversing the Flow) initiative. We hope to get a useful framework from them. At the same time, under the same program, we are directly financing some activities. Internally, we are also discussing what we need to change.”
As the discussion on localization continues to evolve, various experts shared their insights on the challenges, views and opportunities it presents for development work. One such perspective highlighted the need for a clear narrative around localization, especially in the face of increasing global challenges like disasters, political crises, and decreasing funding. The importance of empowering local organizations and creating effective frameworks for localization was emphasized, with initiatives like the RTF and LCA seen as crucial steps in this direction.
Sajid Raihan, Country Manager of Start Fund Bangladesh, said, “Localization even though a demand from grassroots, is still a concept which arrived from the global north, thus it needs a clear narrative. Around the world, disasters, political crises, and wars are increasing, while funding is decreasing. So, we need to think about how to use this limited funding effectively and empower local organizations. Projects like RTF and LCA are efforts to create a clear narrative for localization. These projects will help us understand how communities define localization. Specifically, the RTF and LCA projects will guide us in demonstrating how localization can work—how funds can be spent, partnerships built, and compliance ensured. This will lead to more effective outcomes and proper use of funding.”
Christian Aid’s Country Director, Nuzhat Jabin, said she that as an International we are working on many issues, including supporting marginalized groups like the transgender community and vulnerable women. She added, “During our discussions on localization, we identified gaps in capacity and accountability. We work on these areas too. We all share risks, and there are specific procurement processes. Our goal is to work with local organizations for the long term, providing mentoring to address gaps.”
Despite its successes, LCA model faces challenges such as compliance barriers of NGO Affairs Bureau (NGOAB) that prevent unregistered CBOs from accessing foreign funds, limited budgets for diverse needs, and capacity gaps among smaller CBOs. Transparent decision-making, coalition-building, and long-term planning has proven effective in overcoming some of these challenges. To further enhance localization, policy reforms, capacity building, and inclusive funding models are recommended. These steps will empower communities to lead initiatives, ensuring sustainable development that aligns with local priorities.
Messenger/Tushar
