Localization is increasingly recognized as key to effective international development, yet projects often fail due to a disconnect between global agendas and local realities. Trust is central to bridging this gap- without it, partnerships remain transactional, reinforcing power asymmetries rather than fostering true collaboration¹.

This article presents insights from a conversation between Ayelet Levin-Karp, CEO of SIDIsrael and former Israeli economic attaché in Ghana, and Alberta Nana Akyaa Akosa, Founder and Executive Director of Agrihouse Foundation in Ghana. They explore the challenges and opportunities of localization based on their partnership and broader experiences.

“The journey for Agrihouse Foundation began eight years ago when we realized that there was a gap to fill within the agribusiness sector"  shares Alberta, “from then until date, Agrihouse Foundation partnered with a long list of international organizations ranging from Development partners to international NGOs and even private sector players²  to implement successful programs and interventions. In 2018 we started to partner with the Israeli trade mission to Ghana, and had run a few successful projects together.”

Ayelet: “During my time in Ghana, finding the right partner and establishing an equitable collaboration process was difficult, given significant cultural differences and lacking the cultural context that typically helps assessing organizational reliability. I remember finding value in the fact that Agrihouse Foundation’s activities were rooted in the realities on the ground, having strong relationships with different stakeholders in the ecosystem. With time and through open communication we were able to establish a fruitful relationship”.

Unfortunately these kinds of collaborations are not always a common case.

Alberta reflects on the tension between local priorities and external frameworks she faces working with international organizations: “Sometimes we are compelled to help implement the concept of the development organization, which may not even align (with ours). In some instances, they just want to go a certain way, and when project funding is over, you are not able to sustain it because the pathway did not align with sustainability and growth. But because they have the funds, you may have to abandon what you think is right to then align with what they would like to implement.

They may possibly not really listen to what will really work on the ground. It's either you take it or leave it. So you are basically compelled to help implement a concept or an activity that may not align to the overall goals of the local communities”

Alberta from Agrihouse Foundation Addresses an audience during an outdoor agricultural event 

Credit :Agrihouse Foundation 

Accountability and Transparency

Keating and Thrandardottir³ highlight accountability as key to long-term INGOlocal partnerships. Alberta highlights Agrihouse’s commitment to transparency:

“The INGOs typically arrive with their own plans and technical expertise, which have ultimately strengthened our procedures, policies, and structures. We've created a blended approach where they can fit into our work. We often meet to identify gaps and plan together when necessary. This collaboration allows them to understand the real issues on the ground and adjust their strategies accordingly.

Through proper documentation and demonstration of our work using evidencebased approaches, They are increasingly appreciating our local approaches and how we can thoughtfully blend tradition with technology, innovation, and modernity to find common ground. While our partners have come to value our consistency and credibility. They've built enough trust in us to entrust funds to our management, confident we'll deliver the expected results."

Ayelet Shares:

"In my experience, meaning full collaboration between international and local organizations often hinges on the ability to bridge deep organizational culture gaps. To maintain meaningful partnerships, each side needs to make an effort to bridge this gap.  Reliable reporting and proper management aren't just technicalities- they are the baseline for establishing trust in our work culture. Without them, it's nearly impossible to sustain strong working relationships. I've seen promising partnerships collapse over this issue alone, which is unfortunate but avoidable.”

A wall at Accra Central Market, in collaboration with the Embassy of Israel in Ghana

Credit: Ayelet Levin-Karp

"We make sure everyone really understands the issues on the ground ,and also build more trust before the project even starts "

Co-Creation: Developing Projects Together

Co-creation should involve not just shifting funding but also collaborative project design⁴.  Alberta underscores its importance: "I think that having a strong collaborative partnership with local people is very important. When we work together from the ideation stage through the human resource and financing stage, from concept to finish. We make sure everyone really understands the issues on the ground, and also build more trust before the project even starts.”

Alberta shares an example of the trust building process which ended up in the joint planning of a new project: “A big project we are working on is born out of a previous project we received funding for from  USAID, through AGRA. We were able to have the proper documentation, be transparent and accountable. We had a team on the ground for our monitoring and evaluation exercise with AGRA, doing that process we identified gaps in the previous program, and we were able to design another program for addressing these issues to submit to AGRA, and through the AGRA and MasterCard, we've been able to get the grant to implement the new project.”

Mutual Accountability:  A Two-Way Process

Building mutual trust requires open communication from both sides. Alberta stresses the importance of INGOs understanding local issues and engaging with local community:

"I'm looking at what more equitable accountability looks like. I think it's very important, because this goes both ways. International organizations can build trust if they get to appreciate the real issues on the ground. This way, there may be a balanced approach before designing a program, and that is when they can also build trust and confidence in the local organization or the local people."

“From our side as a local NGO, proper documentation and demonstration, then also evidence-based approaches, was very important. Also, I think it's important to justify how the funds have been used, and then also having a proper debriefing with the international organization, letting them know you are constantly monitoring and evaluating the processes.

Ayelet adds:

When it comes to understanding the local context, we will always rely on the 'translation' provided by local organizations. The more trustfully we listen, the more effectively we can pursue our goals. Only time will tell what impact USAID’s unilateral withdrawal will have on how local organizations choose to collaborate with international actors in the future, and on their level of trust in the international development community at large.

Appointing Local Leadership in International Organizations

Another interesting point raised by Alberta relates to the local management chosen by international organizations. “For many years YARA⁵ was bringing in their country directors from Norway to take office in Africa. It was within about four to five years that YARA had its first local CEO. He has been able to build trust, in a very meaningful way.“

She stresses the importance of investing in local capacity to ensure long-term impact: "Local capacity building of the teams that implement projects is crucial. They need to align and understand INGOs’ benchmarks, frameworks, and strategies to ensure long-term success."

Moving Forward

The importance of bottom-up approaches in development has long been recognized. Chambers⁶ argues that sustainable development efforts must be centered on local knowledge and participation rather than imposed externally. For localization to be sustainable,INGOs must invest in existing structures, empower local leadership, and ensure long-term engagement rather than implementing short-lived, donor-driven projects. The recent withdrawal of USAID from Ghana underscores the importance of strong local leadership and offers a real opportunity to rebuild trust and establish more equitable, locally driven partnerships. Encouragingly, the Ghanaian government has already begun reallocating resources and seeking alternative funding to sustain development programs- demonstrating local systems' readiness to lead.