Miguel Leroy
Marie-Rose Romain Murphy
Sigrid Kühlke
Mariana Merelo Lobo
The following article is a personal story from our fellow Mariana Merelo: In the winter of 2019, after two decades as a humanitarian and development practitioner, Mariana found questioning her role in driving systemic change within the humanitarian ecosystem. Despite being surrounded by passionate change-makers, including foresight experts, partnership advocates, and local champions, she felt stuck in the wrong vehicle for change. Mariana had worked for a prominent INGO, which espoused a commitment to empower local actors and crisis-affected communities in decision-making and emergency responses. However, a glaring gap existed between the organization's rhetoric and tangible actions. It was not until she found collaborative foresight, as a co-created and co-evolving approach to explore alternative futures that she found a response to the previous challenge.
Eilidh Kennedy
The world is facing a severe economic downturn, but the flow of remittances has been relatively stable and continues to provide support for many families in low and middle-income countries. According to the World Bank, global remittance flows reached $626 billion in 2022, an increase of 5% from the previous year. This growth is smaller than in previous years, but it is significant given the economic outlook. Investing in livelihoods support for migrants in high-income countries could be an effective way of supporting communities globally.
The growth in the humanitarian sector to include private companies as partners and implementers challenges the notion that organizations working in the humanitarian sector must be driven by the humanitarian imperative alone. The inclusion of commercial firms whose fundamental purpose is to make a profit necessitates an examination of the consequences when the humanitarian imperative is but one of many motivations.
In an effort to gain a deeper understanding of the practical realities that either foster or inhibit participation and the assumptions that underscore “capacity development” approaches, this paper examines a capacity development approach that was co-designed by the Regional Humanitarian Analyst at Save the Children East Africa Regional Office and the Project Director for the IRC-UoN Partnership for Education in Emergencies.