The power to lead

The staff in local organisations are taking on the largest proportion of risk in a humanitarian response by being on the frontlines and endangering their physical and mental well-being. This paper reflects on how local organisations are taking leadership over the responses within their countries despite the challenges of bringing the localisation agenda and commitments into reality. Further, it recommends how international actors can reflect on their localisation efforts to reach a more tangible change that aligns with the Grand Bargain commitments. In addition to advocating for more access to direct funding, the paper also provides examples of how to shift leadership to a more community-driven response aligned with the concept of the triple nexus, and shares firsthand experience from the work of a local organisation that is active in the Syria response and driven by the commitment to create youth-led change.

Indigenous data in effective humanitarian responses

In the international humanitarian landscape, crisis interventions are deployed based on a long-standing working culture that presupposes that local authorities are usually overwhelmed during a crisis and unable to mobilise local capacity. Thus, external human resource mobilisation is necessary. However, this may only be true in various instances, such as natural disasters, where rapid response is needed to extinguish further harm to human life. In most cases, there are no mechanisms to make prior assessments that can inform decision-makers about the kind of international assistance needed in the local context. This is because existing data for the availability of resources is produced mainly by international aid agencies and their governing political institutions. This database of knowledge, which leans heavily on a post-colonial Anglocentric viewpoint about ‘best practices’, is used as the baseline to assess the ability of potential partners to mobilise their resources, while failing to include the capacity of local agents to determine what capacity exists in a particular context, what they are already capable of delivering and how best to support their response system (United Nations International Strategy for Disaster Reduction [UNISDR] 2008). However, as access to digital communication devices and other globally useful technology in resource-constrained rural settings continues to emerge, this may soon change. This paper explores the ways in which Indigenous and local knowledge should contribute to the exploration of intelligent and sustainable solutions that are well-suited within the local context to mitigate and understand humanitarian crises before, during and after they occur, and how to curate, analyse and use local data and knowledge systems to create innovations that are sustainable and adaptive to the priorities of the local population.

How Lean transforms relationships to empower employees and increase impact

The challenges of humanitarian leadership are well-studied by the social sciences. However, there is untapped potential in applying private sector management principles and best practices to humanitarian work. Some non- profit organisations have fruitful experience applying Lean Management, an innovative management system developed by Toyota, which is not just about manufacturing better cars or improving industrial processes. Lean focuses the organisation on providing more value to its customers which, in the case of the humanitarian sector, are its beneficiaries. Our panel shared their experience of using Lean Management to address common issues in humanitarian operations. Their stories demonstrate the potential of Lean to transform work and relationships by devolving power to lower-level workers and partners. By empowering staff and local entities, it also improves relationships, collaboration, and ultimately the outcomes of humanitarian missions.

Community-led disaster resilience in Nauiyu Aboriginal community

There is a need for emergency management systems in Australia to shift to a more collaborative model that involves working with communities rather than simply delivering to communities. This research paper argues that in order to address this, emergency services organisations in Australia need to continue to shift from a service delivery approach to a more localised, participatory and consultative model that acknowledges and harnesses local leadership, knowledge, skills and experience creating opportunities for community driven and fit-for-purpose emergency management. The paper makes the case for why localised approaches are important in places with diverse populations such as the Northern Territory (NT). The NT Aboriginal community of Nauiyu’s experience of evacuations due to flooding in 2015 and 2018 will be used as a case study to offer an example of locally led approaches to disaster resilience.

Reimagining protection: Dignity, wellbeing and safety

Core concepts in the humanitarian world are often used in ways that add to confusion rather than provide clarity. Research reports discuss technical details, propose theoretical frameworks or engage in policy debates, but rarely engage directly with key concepts themselves—their meaning, how they are used and understood, and their limitations. Protection is one important concept which begs for unpacking. The objective of this commentary is to spur discussion and reflection, to help clarify thinking around how we understand and use the term ‘protection’. A particular example from the Water, Sanitation, and Hygiene (WASH) sector is used to propose a more nuanced way of thinking and speaking about protection. Dignity, wellbeing and safety are proposed as useful concepts to embed protection in humanitarian activities.

Humanitarian innovation: The next step for greater impact

Since 2010, the aid sector has invested significant funds in innovation practice, implementing pilots and other practices borrowed from Silicon Valley. While this has supported some impact, the aid sector has now hit a plateau with innovation, struggling to scale what works, frustrated by ‘digital litter’ (unsustainable technology projects), trying to overcome the small innovation trap, and ‘pilotitis’ (fatigue from implementing small-scale projects that never scale up). Many innovation leaders in the social and development sectors are realising that the ‘lean’ innovation approaches commonly used do not work well for the complex challenges in their sector. To create the change and impact that our work demands, organisations must be able to work with real and messy challenges, and create large-scale innovative solutions. The sector is beginning to use system innovation to move past simplifying challenges in lean experiments and hackathons. This paper discusses how system innovation can support humanitarians to take the next step to innovation effectiveness, to create real impact in communities.

Opening Doors in the Democratic People’s Republic of Korea

This paper considers the opportunities for effective humanitarian collaboration in the Democratic People’s Republic of Korea (DPRK). It brings together perspectives from three individuals with extensive lived experience working in the DPRK. Collectively, these authors have worked in various sectors of international humanitarian aid and other areas of engagement such as emergency response and preparedness, education, social enterprise and tourism. The paper draws from these experiences to present lessons on overcoming obstacles and harnessing opportunities in the DPRK.

Revolutionary Development: Why Humanitarian and Development Aid Need Radical Shifts

A new vision for international development has been called for, and evidence indicates that the industry is experiencing broad fragmentation in terms of identified priorities, challenges, concerns and paths forward. It has most notably struggled to share power with local and national counterparts and truly embody the principles of participatory development. Meanwhile, the rate and intensity of existential crises threaten to overtake humanity’s ability to adapt. To replace deeply entrenched, unhelpful patterns (assumptions, behaviours and values) requires a new kind of thinking inspired and informed by transcendent learning processes that simultaneously lead to individual and collaborative action and transformation. This paper provides an argument which stresses the need for a seismic shift, from the still dominant underpinnings of modernism mindsets and patriarchal thought-forms towards a relational or participative consciousness that reflects feminist values and the deeply interconnected world that we live within.

Diversity and Humanitarian Negotiation

The humanitarian sector has steadily pushed forward with efforts to cultivate negotiation capacity among aid workers. However, considerations of how the profile of the humanitarian negotiator might shape negotiation outcomes have been, at best, in the background of ongoing professional discussions or, at worst, entirely overlooked. This working paper aims to fill this gap. Based on semi-structured interviews and survey data, this working paper assesses the role of identity characteristics in humanitarian negotiation processes. As the interview and survey results suggest, a negotiator’s profile—including identity characteristics and past professional experiences—can shape counterparts’ perceptions of humanitarian negotiators; fuel humanitarians’ own biases and stereotypes of their interlocutors; and feed into challenging internal organisational dynamics, as humanitarian organisations seek to promote diversity and foster inclusion and belonging among staff.

Studying Humanitarianism - A Course Audit of Master's Degree Programs in Humanitarian Action

Humanitarian emergencies are increasing globally and the world is facing the worst human displacement crisis since the end of World War II. The number of forcibly displaced people due to conflict, violence, severe weather events and complex emergencies has reached a record high of approximately 70 million. The United Nations estimates that 235 million people will urgently require humanitarian assistance in 2021 at a cost of approximately US$35 billion. The increase of emergencies as well as the expansion of the humanitarian sector are accompanied by growing levels of professionalisation. The past few decades are characterised by humanitarian reforms, and the emergence of new codes, standards and frameworks to provide improved, better coordinated humanitarian aid. The increasing professionalisation of humanitarian aid is also reflected in the rapid growth of professional training and formal education. University courses in the field of ‘humanitarian action’ are multiplying around the globe. This is especially the case at a master’s level and most visible in the ‘Global North’. Despite this trend, there is no universal agreement on a core course curriculum in Humanitarian Studies. This working paper surveys 23 ‘humanitarian action’ master’s degree programs offered in the US, the UK, Europe, Australia and Nigeria to identify key commonalities across courses. This paper does not put forth a proposal of how a core curriculum should look like; rather, it highlights core commonalities across programs. Findings presented in this working paper are preliminary and contribute to the understanding of what could qualify as part of a ‘core curriculum’.