Not an end, but a transformation - localisation and Avert

After nearly four decades of pioneering work in global HIV and sexual health education, Avert took a strategic decision to find local organisations to continue its work and wind up its own operations.

This was not an end, but a transformation – aligning with the growing emphasis on localisation in the international development sector and a realistic acceptance of the changing donor landscape.

Avert’s aim was to ensure the sustainability and continued impact of its work by transferring ownership to local organisations, operating closer to the communities the work was designed to support and better positioned for longer term sustainability.

Embracing localisation and recognising when to act

Localisation will mean different things to organisations, depending on how they are structured and work to achieve their missions. For us at Avert, there were several factors behind our decision that centred on recognising not just the ongoing need for our work, but also acknowledging the changing funding and policy environment around us.

On the one hand, all the evidence showed that our work was still needed and that our two brands Boost and Be in the KNOW were successful and making an impact on sexual health literacy and informed sexual health choices in sub-Saharan Africa.

On the other hand, funding realities for small organisations, changes in the HIV epidemic, and changes in funding for the HIV response were all raising red flags about the long-term stability and sustainability of our organisation.

Through our partnerships with local NGOs across East and Southern Africa, we knew there were strong health communication skills and capacity across local organisations in the region, which, combined with new and alternative funding sources, could bring the products closer to their target audiences.

We identified that if we acted decisively, while still in good financial health, and transitioned our core brands to African-led and African-based organisations, who had the skills and know-how to grow and develop them and for whom the brands would be a strategic fit with significant added value, this would ultimately be a more meaningful and sustainable move in the long term.

We see our transition and closeout not as a sign of failure, but as a strategic success that has enabled our work and mission to live on in new forms.
Sarah Hand, Avert CEO

Delivering our localisation strategy

Over the course of 18 months from November 2023, we identified potential transition partners, agreed strategic partnerships, handed over content, branding, technical infrastructure, and data, and mentored key staff in the new organisations – passing over our combined experience and learning on the brands.

We also shifted our resource mobilisation efforts to bring on funding to support the costs of the transition and to support the first year of the new partners operations.

Be in the KNOW: Our sex-positive sexual health platform was handed over to Well Made Strategy’s Kenya Comms Hub (KCH).
Boost: This digital job aid for community health workers was handed over to OPHID in Zimbabwe and LVCT Health in Kenya. LVCT Health rebranded the tool as ‘Himarika’ and translated its content into Swahili, enhancing accessibility.

We see our transition and closeout not as a sign of failure, but as a strategic success that has enabled our work and mission to live on in new forms. It was an extremely hard decision that required confidence and conviction to deliver, but it was certainly the best decision we could have taken. It has given us the best outcomes, even after considering the impact of the HIV funding crisis due to the new US government’s decision to dismantle USAID and PEPFAR.

The two organisations in Kenya and Zimbabwe that have taken over Boost / Himarika were both recipients of large USAID and PEPFAR grants, delivering HIV care and treatment programmes at a national level. Despite the ongoing doubt of these programmes, both organisations have been able to continue to ensure that those community health workers who can work have access to a digital job-aide that can continue to support the need for evidence-based health information in times of great upheaval and uncertainty at the individual level.

These organisations have since established a community of practice, fostering collaboration and shared learning.

Despite the challenges posed by the current global health system, we remain hopeful that the Himarika brand will continue to thrive driven by resilience, innovation, and an unwavering commitment to the communities we serve.
Robert Kimathi, Digital Programmes Manager LVCT Health

Key learnings from the transition

Our journey offered several insights:

Early and inclusive planning: Initiating discussions internally with staff and Trustees, as well as externally with donors and potential successor organisations, early ensured a smoother transition.
Capacity building: Investing in the capabilities of partner organisations was crucial for sustaining and evolving the digital programmes and allowed the Avert staff team the time to handover their knowledge and skills to support the ongoing success of the brands.
Emotional resilience: Managing the emotional aspects of organisational closure was as important as the logistical elements of the transition itself and the charity close out governance processes. Avert had a committed, talented staff team and Board of Trustees who needed to be brought along on the journey to ensure a good ending for all.

The importance on localisation

Avert’s transition underscores the importance of localisation in international development. By transferring ownership to local organisations, we aimed to empower communities, ensure cultural relevance and promote sustainability. We hope our experience serves as a valuable case study for others considering similar paths.

For a comprehensive overview of our transition, please refer to our Learning Report.

You can also read a blog series that we published during the transition process Our transition | Avert and the legacy we leave behind – Our legacy | Avert.