By Kirsten Gagnaire, Founder & CEO, Kati Collective
For the past several years, the term “localization” has been held up as the Holy Grail purporting that if the entire global health and development system moves in this direction, all will be solved.
We’re all for being problem solvers, but first, what does localization actually mean? How does an organization implement it? For large, multi-lateral agencies, in particular, the reality of localization is far more complex and far-reaching than many people might expect.
“Localization” in the context of global health and development agencies refers to the process of shifting authority, resources, decision-making, and implementation to local actors and organizations. This approach is rooted in the belief that local entities—be they governments, non-governmental organizations (NGOs), civil society organizations (CSOs), or community groups—are best positioned to understand and address the unique needs and challenges of their communities. Kati Collective firmly believes this to be true.
Kirsten Gagnaire, CEO of Kati Collective, consulting with healthcare clinic administrator, Freetown, Sierra Leone. Photo courtesy of Kati Collective.
For Gavi, the Vaccine Alliance (Gavi), this is where Kati adds value and expertise. We started with Gavi more than two years ago to help them implement a more effective approach to Civil Society and Community Engagement (CSCE). Civil society organizations (CSOs)[1] have long played a crucial role in supporting Gavi’s mission. Working in partnership with governments, they are vital bridges connecting vaccine delivery and necessary services to hard-to-reach areas and populations.
And yet, as essential as CSOs are, efficiently and effectively engaging them as a part of an overall approach to localization is a vast and complex topic that stakeholders across international health have yet to figure out.
Our approach in supporting Gavi in this effort mirrors our overall ethos of how Kati works. Our work is iterative, collaborative, and focused on facilitating dialogue. We translate complex processes into tangible, actionable frameworks and materials.
Kati is helping Gavi meet its CSO-related goals for its current strategic period and defining how this work should be characterized and measured in its next strategic period. We are doing this in three specific ways:
- Developing a monitoring, evaluation, and learning framework for the CSCE
- Designing and facilitating meetings between Gavi and its CSO steering committee and working groups
- Creating an overall localization approach to supporting the development of case studies and key communication messaging
Clinic administrator in front of ideation board. Photo courtesy of Kati Collective.
Gavi operates in increasingly difficult environments for vaccine delivery and immunization. In our third year together, Gavi’s CSCE strategy has reached a new level of maturity with a clear understanding of how to implement the tenets of localization. Together, we have learned that incorporating CSOs into work from the outset is crucial, and that their involvement must be substantial and meaningful.
Gavi is currently developing Gavi 6.0, its next five-year strategy, which is expected to be approved by its board in June 2024. This is a pivotal moment, and we are excited to see how localization and CSO engagement is integrated, and how Kati can best continue to lend our support and expertise.
[1] CSOs span a full range of formal, grassroots, NGO, and nonprofit organizations that represent the interests, expertise, and values of communities. They include, but are not limited to, groups that are community-based, faith-based, and advocacy-oriented, as well as professional associations and academia.