Inside NEAR’s Localisation Labs: Where Power Shifts and Change Begins

Co-Authored by Enrique Garcia, Shahida Arif and Wejdan Jarrah, NEAR’s Regional Representatives, with NEAR’s Lab Convenors and Members from across the regions 

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Photo Caption: [from left to right] 

 Shahida, Wejdan and Enrique, 

 NEAR’s Regional Representatives 

This blog marks the first in a series diving into NEAR’s Localisation Labs. As Regional Representatives of the NEAR Network, we want you—our global community—to hear directly from our members who are shaping these Labs across our four regions: Latin America and the Caribbean, Africa, the Middle East and North Africa, and Asia and the Pacific. 

What Are Localisation Labs? 

At their core, Localisation Labs offer structure and space to test, adapt, and operationalise localisation in ways that reflect each region’s unique realities. They are platforms for reclaiming localisation’s true purpose: shifting power to those most affected by crises and rebuilding systems from the ground up—led by local knowledge and priorities. 

These Labs aren’t just projects. Each lab is uniquely designed; they are living laboratories of local leadership, experimentation, innovation, engagement, and systemic change. 

“To me, the Labs represent vibrant civil society spaces,” shares Enrique Garcia, NEAR’s Latin American and the Caribbean Regional Representative. “These bring together local and national NGOs, helping them amplify their humanitarian and development work, not only within communities but to governments and international actors. They are the frontline voice for the most vulnerable.”  

“To me, the localisation lab is a transformational concept that embodies the essence of a bottom-up approach,” shares Wejdan Jarrah, NEAR’s Middle East and North Africa Regional Representative. “Unlike other initiatives, it introduces a contextualised systems perspective, aligning local and national movements to amplify the collective voice in localisation. The establishment of localisation labs resonates deeply with me because it bridges local and regional perspectives with global frameworks, offering a clear vision and actionable goals that enable tracking commitments and measuring impact. It creates a unified space where grassroots NGOs collaborate with national NGOs under one umbrella, positioning themselves within the system to learn, grow, challenge, and be challenged as a collective - harnessing the power of unity for meaningful change.” 

“The uniqueness of these Labs lies in their openness to experimentation. Every time we gather,” explains Shahida Arif, NEAR’s Asia-Pacific Regional Representative, “we create a space where we can learn from failure, amplify our voices, and co-create innovative solutions.” 

Whether through national or regional setups, each Lab focuses around four pillars that are complementary and mutually reinforcing:   

1. Building and Amplifying a Collective Voice; 

2. Positioning Local Actors as Primary Decision-Makers; 

3. Co-creating and Uplifting Local Solutions; 

4. Generating and Promoting Learning to Drive Change. 

About the Labs from Across our Membership 

Since launching the first Labs in 2023, NEAR’s Localisation Labs have grown into dynamic, member-driven spaces operating in 14 countries, with 1 regional lab in Latin America and 1 regional lab in Asia, offering not just a platform but a living laboratory for local actors to experiment, collaborate, and lead their humanitarian and development agendas. Below are quotes captured from Lab Convenors and Members from across these spaces. 

Map of Active NEAR Localisation Labs 

Latin America and the Caribbean: Local Knowledge, Collective Power 

Across Latin America and the Caribbean, Localisation Labs are not just platforms—they are deeply rooted movements driven by community experience, autonomy, and a vision for long-term change. From Central America, to Colombia and Venezuela, Lab leaders are advancing models of humanitarian and development action that are grounded in local realities and built to last. Their work demonstrates that when local actors lead, systems become more inclusive, resilient, and sustainable. 

CAPTION: Colombia Localisation Lab. 

“Localisation enhances the leadership and autonomy of local organisations, enabling them to take the lead in both humanitarian and development decision-making,” says Maritza Copete, Lab Convenor, Colombia Localisation Lab. 

“These Labs are rooted in the experience of communities. They are how we find sustainable, community-led solutions that ensure direct access to resources and decision-making power,” says Cleotilde Guevara, Lab Convenor, Central America Regional Localisation Lab. 

“We view localisation as essential for creating an integrated and systemic approach that enables both local and international humanitarian actors to develop a shared vision aimed at improving living conditions holistically. This process enhances their capacities through learning in design, planning, execution, and accountability. Localisation promotes local development and empowers residents and citizens within a specific area—whether rural, urban, in a parish, or a neighbourhood—who possess their own identity, history, resources, and capabilities. With cooperative efforts, these communities can strengthen their development initiatives, creating projects that help overcome crises and reduce conflict levels. Importantly, this process will continue even after international assistance ends, as the communities will be equipped to generate their own development initiatives and foster democratic coexistence,” says Marlene Jairala Q., Lab Convenor, Venezuela Localisation Lab. 

CAPTION: Venezuela Localisation Lab. 

Africa: Driving Change from the Ground Up 

Localisation Labs in Africa are proving that lasting change starts with local leadership. From Ethiopia to South Sudan, these Labs are building momentum through advocacy, action, and powerful partnerships. Whether shaping national policy or leading responses in crisis zones, African Lab leaders are redefining what it means to deliver truly community-centred humanitarian solutions. 

CAPTION: Ethiopia Localisation Lab launch. 

“Ethiopia Localisation Lab’s multifaceted approach, combining capacity-building, strategic advocacy, and global partnerships, positions it as a leader in Ethiopia’s localisation movement. As ELL members continue to push for systemic change, their efforts underscore the power of local actors in driving sustainable, community-centred solutions,” says Lulseged Mekonnen, Lab Convenor, Ethiopia Localisation Lab. 

”The South Sudan Localisation Lab is not just advocating for change; it is implementing solutions in refugee and IDP settings and generating evidence to drive a truly locally led response. Through NEAR's support the SSLL has grown into powerful platform, uniting local and national organisations to champion the Localisation agenda and engage directly with donors and partners” says Luate Joseph Jon, Lab Convenor, South Sudan Localisation Lab. 

CAPTION: South Sudan Localisation Lab launch. 

Middle East and North Africa: Disrupting Traditional Humanitarian Frameworks 

In a region long shaped by protracted conflict, political instability, and externally driven agendas, a bold vision is emerging from within: localisation not as a catchphrase, but as a transformative practice. The Localisation Labs in Syria, Palestine, Lebanon, and Yemen are movements, placing local leadership, community ownership, and contextual intelligence at the heart of rebuilding, resilience, and renewal. These Labs are disrupting traditional humanitarian frameworks by fostering inclusive spaces where local actors—once treated as implementers—become the architects of their own futures. 

CAPTION: MENA Summit 2025. 

“The Syria Localisation Lab reimagines localisation, moving beyond its traditional humanitarian scope. Historically associated with emergency response, localisation in Syria’s post-conflict phase now centres on empowering Syrians to take the lead in shaping their country’s future, with external actors playing a supportive rather than directive role. This evolved approach broadens the concept to encompass the wider civil society, prioritising underserved and peripheral areas over centralised hubs, and fostering collaboration with local governance structures. The Lab’s mission is not to perpetuate aid-dependent systems or encourage artificial NGOisation, but to establish sustainable, locally rooted frameworks that reduce dependency and drive long-term development. Our goal is to create enduring solutions and locally-led financing mechanisms, enabling Syrians to rebuild their nation with self-reliance and resilience at the forefront,” says Kinan Diab, Lab Coordinator, Syria Localisation Lab.  

“The Palestine Localisation Lab possesses a unique and distinguished character, setting it apart from other labs. It stands as a crucial and unparalleled gateway to the future, particularly in confronting the significant challenges that extend beyond Palestine to encompass developing nations and conflict-affected regions globally. The lab champions the ideals of freedom and decision-making autonomy, underscoring the value of self-reliance and individual confidence. It adopts a visionary approach, striving to empower individuals and communities to tackle and surmount the intricate challenges of their surroundings. Ultimately, the Localisation Lab transcends being merely a physical entity; it is a profound emblem of resilience, innovation, and optimism for a brighter future amidst adversity,” says Mahmoud Hamada, Palestine Lab Coordinator. 

CAPTION: Palestine Localisation Lab Launch at MENA Summit 2025. 

“The Lebanon Localisation Lab is a vital initiative aimed at enhancing the local character of humanitarian and development work. It provides a space where local NGOs can collaborate, innovate, and take risks to address challenges and propose solutions tailored to Lebanon’s unique context,” says Nadine Saba, LHDF Steering Committee Member, Lab Convenor, Lebanon Localisation Lab. “What does this lab do? It’s a tester. We think. We discuss. We apply. We review and learn. In certain places, we can run into obstacles. It can be localised. We make mistakes with sweet stories in this lab, and the lab allows for these mistakes. The good thing about this lab is that it opens up a lot of opportunities for us to make mistakes. Making a mistake in our field is not advisable. In this lab, there is no fear of making a mistake because we are just working and we are likely to make a mistake. What distinguishes this lab is that we are not afraid to make mistakes. We stop being afraid of making mistakes, and we stop being confined to a certain approach and a certain way of doing things.” 

“The Yemen Localisation Lab represents a transformative opportunity for Yemeni NGOs, aiming to revolutionise humanitarian and societal work. It shifts the focus from individual efforts to collective action, fostering a culture of collaboration, resource sharing, and innovation. This approach is particularly significant in the context of Yemen, where political and economic challenges have created barriers to effective humanitarian work. The Localisation Lab emphasises the importance of managing human and material resources collectively. It allows organisations to benefit from the expertise of others, overcome shared challenges, and exchange knowledge effectively. By encouraging out-of-the-box thinking, it provides a platform for local civil society organisations to innovate and adapt to the region's unique needs. It promotes the development of new strategies and tools tailored to the realities of Yemen. The Lab facilities collaboration among local networks and organisations. It aims to establish clear strategies and frameworks that align with the region's needs, ensuring that humanitarian efforts are both effective and sustainable. Localisation is rooted in the belief that humanitarian work is most impactful when driven by local networks. It advocates for equality, justice, transparency, and equitable opportunity management, ensuring that local organisations play a central role in addressing community needs. It also provides a structured environment to discuss difficulties and explore opportunities. It enables Yemeni NGOs to plan strategically, innovate, and develop models that can serve as examples for other countries facing similar challenges. It is envisioned as an optimal model for humanitarian work during this critical period. It seeks to unify efforts, establish appropriate tools, and create a clear vision for the future of humanitarian and societal action in Yemen,” says Asia Al-Mashraqi, Lab Convenor, Yemen Localisation Lab. 

Asia and the Pacific: Local Leadership, Shared Strength 

In Asia and the Pacific, Localisation Labs are more than initiatives—they are vibrant spaces of collaboration, where local leaders come together not to compete, but to complement and uplift one another. From Pakistan to Indonesia, the Philippines to Afghanistan, these Labs are reclaiming voice, power, and agency—proving that real change begins when communities lead their own solutions. 

“Asia Pacific Local Leaders and the Lab is the living heartbeat of localisation. It is where real leaders from the ground come together, not to compete, but to complement each other. Asia Pacific Localisation Lab (APLL) is not just gathering but collective rise of wisdom, dignity, and courage rooted in community. In a world too often driven by top-down solutions, we are proving that lasting change beings when local leadership is trusted, resourced and respected,” say Akmal Ellyas Ali, PIANGO Pacific. 

“NEAR’s Asia Pacific Localisation Lab is a transformative space where local actors lead, innovate, and reshape the aid system based on lived realities- proving that locally led action is not just possible, but essential,” says Maria Cagay, Solutions workstream member for APLL. 

“More than a platform, the NEAR localisation lab represents a strategic shift, where community voices meet global platforms to shape a future in which aid is informed by the local knowledge, led by the local actors, and accountable to the communities its serves,” Sumera Javed, Learning Workstream Lead APLL.  

“NEAR’s Pakistan Localisation Lab is a transformative platform that brings local civil society actors to the forefront of humanitarian and development decision making. It fosters a space where local knowledge, leadership, innovation are valued and amplified by,” says Dr. Dahot Khadim Hussain, member of Pakistan Localisation Lab.  “The Lab serves as a decentralised network that bridges technology and humanity. By localising tools and content, it empowers underserved communities to access, understand, in the humanitarian and development sectors, this approach fosters inclusion, resilience, and equity in the difficult situation,” says Fahim Khan, VDO, member of Pakistan Localisation Lab. 

CAPTION: Pakistan Localisation Lab National Workshop. 

“Philippines Localisation Lab is a collective process of building the power of grassroots communities. It is an act of claiming its legitimate share of pooled resources. It is a decision to chart its course for genuine development,” says Linda D. Gobrin, co-convenor Philippines Localisation Lab. 

“The Indonesia Localisation Lab is a safe space to fail forward with local solutions, to build our local identity, voice and power in the new normal of humanitarian. And why is it important to us? Because it empowers us to take control of our own solutions and voice, breaking free from much too long being sidelined in conversations and negotiations that too often exclude us,” says Dr Puji Pujiono, Advisor Pujiono Centre, Indonesia Localisation Lab.  

CAPTION: Afghanistan Localisation Lab

“The Afghanistan Localisation Lab is helping local Afghan voices lead the way, making sure real change starts from within our own communities. It is a catalyst for locally led change in Afghanistan,” says Sameera Noori, Lab Convenor, Afghanistan Localisation Lab. 

Why the Labs Matter Now 

For too long, localisation has been defined by others. NEAR’s Localisation Labs flip the script. They are led by the people who live the realities, who hold the solutions, and who know their contexts best.  

“It is within these Labs that the groundwork for true localisation is laid,” says Hibak Kalfan, NEAR’s Executive Director. “Here, our members innovate, collaborate, and lead the charge in transforming the global aid system.” 

These Labs aren’t just incubators of ideas. They’re building ecosystems of trust, leadership, and resilience—and a global humanitarian architecture that finally listens to, and is led by, local voices. 

Beyond the European Humanitarian Forum: What NEAR Members Took Away from EHF 2025

NEAR members from left to right: Ahmed Ibrahim, ASAL Humanitarian Network, Kenya; Burak Cinar, Support to Life Turkiye; Shahida Suleiman, Taakulo Somali Community Organisation

It seems that everyone has finally recovered from the whirlwind that is the European Humanitarian Forum (EHF) — back-to-back panels, side conversations, networking, influencing. For NEAR and our members – from Myanmar, Kenya, Somalia, Liberia, Yemen, Lebanon, Syria – it was something else entirely: a moment of urgency, reflection, and resolve.

NEAR recently took a moment to debrief with our members who attended EHF, asking: What are we taking away? How are we moving forward?

Sentiments of Urgency and Frustration

EHF could not have happened at a more consequential time. The humanitarian sector has not only lost funding but is quickly losing legitimacy. When we gathered in Brussels, the effects of cuts had already been – and continue to be – felt across the globe, not least for many local and national organisations.

There was a sense of urgency at EHF that the forum has not experienced before, felt particularly on the sidelines, in the conversations our members had with each other, bilateral donors, and others. In this context, the commitment that ECHO (European Civil Protection and Humanitarian Aid Operations) announced to reaching 25% funding as directly as possible to local actors by 2027 was hugely welcome. Currently at 11% funding to local actors, ECHO has a long way to go, but they clearly feel that they have large shoes to fill, having stated more than once that they are now the largest humanitarian donor.

There were few other bold commitments made at EHF. What we heard instead was frustration, concern, and fatigue (and not just from local organisations). Frustration from our members that some panels seemed to discuss critical topics as if it were business as usual, that certain contexts were not given time; frustration that panels did not seem to have as strong local representation as EHF the previous year; and frustration that many panels felt like talk shops rather than real opportunities for dialogue, with little to no time left for Q&A – and therefore few local voices heard. We heard fatigue that yet again global events fail to be inclusive to those who do not speak English fluently. And, perhaps most palpable, we witnessed fatigue (not just from local actors) with new reform agendas, coupled with deep concern that these reforms will not yield concrete change.

The Gap Between Words and Action

The refrain that the system should be as “local as possible, as international as necessary" was a common one at EHF. But, as Irwin Loy from The New Humanitarian recently said at another event, “Who decides what is possible? Who decides what is necessary?”

While our members continue to advocate, it is clear to them that without changing power structures, we get new platitudes but remain stuck with the same systems.

Beyond Platitudes: Shifting Power

NEAR and our members aren’t waiting for the system to change. We are pushing it to change.

It is with these questions, and this resolve, that NEAR members continue to advocate for an aid system that:

• Trusts local and national civil society

• Centres communities, and

• Shifts decision making and resource allocation in ways to achieve that.

As Shahida Suleiman said in her panel discussion on localisation, “We all have a role to play in building this new house, in weathering the storm together. But we have been doing capacity building as local organsations for a long time - it's time for international actors to sit back and see that investment bear fruit".

The EHF may be over, but the work is not.

NEAR members and representatives from Lebanon. From left to right: Mahmoud Mansour, LHDF; Stephanie Antoun, LHDF, Nadine Saba, Akkar Network for Development, Jeanne Frangieh, HIMAYA DAEEM AATAA, Jana el Khoury, LHDF.

NEAR Member from Syria, Rana Bitar, Space of Peace.

NEAR's MENA Summit: February 2025 in Amman, Jordan

In February, NEAR’s Members came together at the MENA Summit in Jordan. Three incredible days left us inspired and empowered. Innovative solutions, powerful partnerships, and local leadership took centre stage. We tackled tough truths, launched new localisation labs, and united for stronger advocacy. Want to see the highlights and hear these voices? Watch NEAR’s MENA Summit 2025 video and get inspired!

This is only the start to 2025, stay tuned as we continue these inspiring conversations in the region over the next few months.

Bulsho Fund: Harvesting Solutions in Somalia

Harvesting Solutions in Somalia with help from The BuLSHO FUND

PHOTO CAPTION: Cilantro sprouting, also at Dalsan —marking the early stages of a harvest made possible by community-led, climate-resilient farming.

The Bulsho Fund is a local funding mechanism in Somalia. Established in 2021, the Fund provides flexible and unrestricted grants to communities, for both short-term disaster relief and for longer-term development work.

Across Somalia, smallholder farmers are the backbone of food security, yet often they face multiple challenges: climate unpredictability, water shortages, high production costs and transport issues. Three farming cooperatives, Dalsan, Towfiq, and Kulan—with investments from the Bulsho Fund—are demonstrating the power of locally-led solutions in restoring food security, improving livelihoods, and scaling sustainable agriculture.

Their successes showcase how direct funding to communities leads to greater efficiency, impact, and long-term resilience.

Dalsan Farming Cooperative in Bari Region, Puntland

In the face of climate volatility, Dalsan Farming Cooperative has emerged as a model for climate-smart agriculture in Somalia.

“With the solar water pump, our farm (1.2 hectares) has been able to farm fully during the dry seasons, bringing employment to 6 permanent farmhands and 2 girls who manage the farm on different days of the week. Our farm is in an isolated settlement, we focus on annual grains rather than cash crops, as transport could be severely limiting, especially during rainy seasons. We expect to harvest between 2 and 3 tons of wheat and sorghum by mid-winter (June-July). Our farm does not bring in much hard currency, but it provides food security and sustainability for us and the settlement in general." -Mohamed Ahmed, Head of the Towfiq Cooperative

With the support of the Bulsho Fund, Dalsan Farming Cooperative have achieved:

🔆 Solar water pumping system.

💧 Water storage tank.

🌿 Efficient irrigation with expansion of cultivated land.

Increased production capacity - leading to estimated 100-150% improvement in income generation.

Employment growth providing 6 full-time jobs and 110-130 seasonal jobs, most of which are filled by women.

Bulsho Fund insight: What sets Dalsan apart is its co-financing of the interventions, where the community covered 31% of the total project cost.

———————

Towfiq & Kulan Farming Cooperatives in Lower Shabelle Region, Southwest State

Afgoye, once a vibrant agricultural hub of Somalia, has suffered from recurring droughts, depleting water levels, and increasing fuel prices. To combat these challenges, the Bulsho Fund has equipped them with:

🔆 Solar-Powered Water Pumping:

🌿 Greenhouse Farming in Kulan

💧 Drip Irrigation

Modern Farming Techniques increasing productivity and reducing post-harvest losses.

“Before this support (a solar water pumping system and a greenhouse), our 1-hectare farm sat idle. We are currently concentrating on the greenhouse, which has produced around 4.5 tons of tomatoes and cucumbers, bringing in over USD$7,000. The first batch went to market and sold in a matter of 24 hours. We are using this income to produce varieties of cash crops such as animal fodder for the large number of camel milk businesses and livestock nourishing farms in and around Afgoye. Our key advantage lies in our proximity to the main road for transport to our customers and the fresh produce trading centers in Afgoye, which is the largest producing district in the whole of Somalia.” -Mohamed Amin, Head of the Kulan Farming Cooperative

Bulsho Fund insight: rather than imposing rigid conditions, the Fund adapts to the realities on the ground. Farmers initially struggled with high fuel costs for irrigation, instead of prescribing a fixed solution, the Fund worked with the cooperatives to implement solar-powered water pumping systems, reducing operational expenses and ensuring sustainable water access.

Beyond Somalia: Why the Bulsho Fund and These Farms Matter

Through integrating solar energy, mechanised farming, and modern irrigation, Dalsan, Towfiq, and Kulan Farming Cooperatives are reducing vulnerability to climate shocks, improving food security, and creating sustainable livelihoods. These projects demonstrate that when farmers have access to the right resources, they can drive meaningful change in their own communities. Smallholder farmers are not just food producers but also agents of economic stability and resilience.

Additionally, these initiatives challenge outdated donor models that often exclude local actors from decision-making. Instead of being seen as mere beneficiaries, the farmers and cooperatives leading these projects are recognised as partners, innovators, and problem-solvers. Their ability to co-finance, maintain, problem solve, and expand their own agricultural initiatives demonstrates the viability of community-driven solutions to development challenges.

Beyond Somalia, these projects provide a compelling case for expanding locally-led funding across crisis-affected regions. As global funding models evolve, the Bulsho Fund’s investments prove that flexibility and trust-based funding allows communities to address urgent needs while planning for long-term resilience, leading to more sustainable outcomes.

“No matter where you are, communities and local leaders are at the heart of innovative and long-lasting solutions when responding to humanitarian challenges. The Bulsho Fund is a testament to how community rooted design, supported by locally-led mechanisms, is integral to the foundation of a vibrant civil society. And it is our imperative as a sector to amplify, invest in, and walk in solidarity with locally defined and driven priorities as we collectively endeavour to actualize substantive and enduring change.”

-Bassey Nyambi, Save the Children Denmark, while on a site visit

PHOTO CAPTION: Ground-mounted solar panels at Dalsan Farming Cooperative to power a water pumping system.

Weaving a Safety Net for Communities on the Frontlines of Crisis: How the Change Fund is Reimagining Crisis Response

by Falastin Omar, Change Fund Manager at NEAR

Walking a tightrope in the middle of a storm is no metaphor for many local organisations across the Global South, it’s a daily reality. Winds of conflict, climate shocks, and abrupt donor withdrawals batter their balance. The rope sways, frays, and tightens under pressure. And yet, local actors keep walking. They are the ones responding first, holding others up, and stitching together support where none exists. Too often, they do so without timely funding or sustained backing because the system has yet to recognise the depth of what they already offer.  

At NEAR, we believed it was time to stop talking about safety nets and start weaving one. Not a net cast from above, but one woven and stitched by the very communities walking that line, reinforced by their knowledge, resilience, and leadership. Designed to hold, flex, and restore not just in crisis, but through it. 

That’s where the Change Fund comes in. It is part of a shared safety net, a strong fabric woven by many contributors ready to catch communities and helping to alleviate and prevent a free fall, while giving them room to recover.  Whether bridging gaps when donor funding disappears, supporting displaced populations over time, or reinforcing local systems that prevent future shocks, the Fund enables communities to lead on their own terms. Each strand of this woven fabric – the local organisations and the community members themselves – also stay visible and influential in the when, where and how the net is deployed. 

What is the Change Fund 

Powered and incubated within NEAR, the Change Fund is a flexible, demand-driven and locally-led and governed pooled funding mechanism The primary focus of the Change Fund is to provide trust-based grants to vetted and pre-approved NEAR members when crises are declared. It’s designed to act like a safety net—flexible, ready, and close to the ground—for local organisations in the Global South facing urgent challenges. Our goal is simple but powerful: facilitate support needed by local leaders —quickly, directly, and with dignity.  

Traditionally, aid funding is often slow, centralised, and top-down driven. It’s like asking someone in the middle of a tightrope to wait while the safety net is being made below them. 

The Change Fund is intentionally designed to be: rapid, decentralised, and locally driven – with governance and decision-making held by local leaders.  

The Flexibility of the Safety Net: Support through Three Windows 

The Change Fund provides support for local organisations through three funding windows with additional modalities envisioned in the future: 

• Emergency Response Window: rapid support when a crisis is declared through criteria defined by a locally-led governance team. A quick and nimble safety net to address sudden shocks, conflict flare ups, and climate-related disasters.  

• Displacement Window: supports local and refugee-led organisations responding to the complex and protracted realities of forced displacement, both for people uprooted from their homes and for the host communities that receive them. It aims to move communities from survival to stability and, eventually, to self-determined resilience.   

• Bridge Funding Window: has been activated once to support critical life-saving programmes running when the US Government froze foreign funding in 2025. It is designed to preserve continuity preventing essential services, staff and community from collapsing due to funding disruptions beyond local leaders’ control.  This represents a quick stitch repair kit that mends the tear before the whole net unravels.    

The Golden Threads that Make the Change Fund Unique 

The Change Fund is a deliberate departure from conventional aid structures built on the understanding that communities closest to the crises must be at the centre of the response, not at the margins of decision-making.  

At its foundation, the Fund is demand-driven and peer-led. Local organisations don’t just receive funding, they shape where it goes, how it is allocated, and why. Decisions are made by an Oversight Body composed of NEAR members themselves, expert leaders rooted in proximity, not abstraction.  

The Change Fund does not wait for formal appeals or outside validation to act. It listens when local leaders raise the alarm and responds when others pause. Whether through emergency grants, displacement support, or bridge funding, it adapts to local priorities not donor cycles.  

Its value lies in what it makes possible: faster responses, stronger local leadership, and more relevant, community-rooted solutions. 

In a system still defined by top-down control and procedural rigidity, the Change Fund offers a working model of what it looks when funding follows trust.  

Designing the Net: My Role within the Change Fund 

At NEAR, our role isn’t to dictate where resources should go, it is to hold space for local leadership to make decisions. As the Change Fund Manager, my role within the NEAR Secretariat, is to hold that frame and to ensure the structures underpinning the Fund are strong and yet agile enough to enhance locally-led action without constraining it.  

My role is to ensure processes function with integrity and align with the Fund’s principles, that decision-making remains transparent and equitable and that governance structure of the Change Fund is supported throughout the grant making process. So that means upholding the systems grounded in peer accountability, contextual knowledge and collective decision-making; and promoting genuine community-led, and high impact responses. Because when the right support structures are in place, communities do not need direction – they need room to lead.  

In Kenya, when severe flooding struck Marsabit County in 2024, it was the Pastoralist Community Initiative and Development Assistance (PACIDA), a local organisation and member of NEAR, that was ready and equipped to responded swiftly. With support from the Change Fund, PACIDA delivered unconditional cash transfers to vulnerable households, provided clean water and hygiene support, and helped stabilise communities facing the loss of livelihoods and basic necessities.  

The most rewarding aspect of my work is continually witnessing how quickly local organisations mobilise when provided with trust-based funding. It's incredibly inspiring to see how rapidly these funds translate into meaningful action, how they directly impact people's lives. 

Rethreading the System: Global Impact of the Change Fund 

For too long, local communities have been written into the margins of funding systems designed elsewhere. Changing how aid is delivered means shifting who decides, who defines the crisis, and who sets the agenda. Devolving decision-making power directly to local actors is key to changing the way aid is designed, funded and delivered. Local actors are the innovators who know their communities and can find the solutions to challenges they intimately understand. 

The Change Fund consistently produces evidence of what is possible when power shifts. Innovation and impactful solutions emerge more effectively when local leaders have autonomy and trust.   

More than funding, the Change fund offers a provocation: What would the sector look like and what impact could be achieved across communities if more funds were designed and managed in this locally-led way? If governance were local, if risks were shared, if accountability were redefined through relationships rather than compliance forms? We do not hold all the answers, but we do hold the space for local leaders to lead; for bureaucratic models to be reimagined; and for funding structures to become tools of solidarity.   

The Change Fund is one strand in a larger weave of transformation. And if more of us are committed to loosen the grip, to listen more deeply, and invest in trusting relationships, then the net we build together won’t just catch people in crisis, it will hold them up while they design support structures with their communities.  

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Falastin Omar is the Change Fund Manager at NEAR. She brings extensive experience in urban governance, youth development, community resilience, and social impact. Her work focuses on strengthening locally led systems, advancing inclusive social infrastructure, supporting social entrepreneurship, and expanding equitable access to resources for marginalized and underserved communities. 

Locally-led action is more than one story

by Vijayalakshmi Viswanathan 

This blog is the first piece in a series that explores insights from an ongoing research process. NEAR’s Flagship Research Report which is slated for release in January 2026 looks at building a more locally-led aid system.  

Stories matter. How we tell them and whose voices are centred in them matters. Understanding challenges from different perspectives matters. Learning from these when we discuss locally-led action matters. 

For a long time, the dominant narrative has been the top-down localisation agenda. Much of this focus has understandably been around funding by donors, the UN and INGOs; and the ability of local organisations to mould themselves into ‘suitable partners’ in order to access those partnerships. The most generous angles have largely still been an exploitative view of local and national organisations as a ‘efficiency’, cost-cutting or risk transfer solution. While these conversations have evolved, the pace of change on the ground remains slow. The dominant narrative remains that of an international donor / agency and their empowered local partner(s).   

In her 2009 Ted Talk, Nigerian author Chimamanda Ngozi Adiche talked about the dangers of a single story. “Power is the ability not just to tell the story of another person,” she said, “but to make it the definitive story of that person”. 

We are at this critical juncture in the humanitarian sector, with increasing politicisation and reducing donor budgets competing with growing needs. Conversations around the future of aid are picking up pace. It is important that alternatives do not mimic the same one-story problem, replicating top-down systems just with new jargon, and losing the opportunity to learn from local leadership for system reform.  

Part of this means understanding how locally-led action across the Global South is more than one story. It is the story of organisations coming together to advocate jointly for what localisation means in their contexts. And the story of a national organisation acting as an incubator for more grassroots innovations. And the story of navigating complicated dynamics as civic space closes. And the story of working across artificial silos because affected families don’t classify their problems as a humanitarian, development, climate, or peacebuilding issue. And the story of people losing their homes and loved ones, but as frontline responders having no space to grieve. And the story of taking the time to build trust with a community over endless cups of tea – only to worry about how to attribute those hours in a rigid logframe. And on and on.  

For when we look beyond the viewpoint of the formal international aid architecture, we see the narratives are far more nuanced. Across the Global South, local and national organisations have always been finding ways to serve their communities, to innovate, to navigate their widely differing national realities, and even to build south-south solidarity.  

Drawing on the vast expertise of NEAR’s membership, partners and the broader sector, we feel that it is important to bring together these threads. So over 2025, NEAR is delving more deeply into some of these questions by putting together a flagship report. Through this research, we aim to do more than an academic exercise, challenging the one-story perspective and amplifying diverse realities to help shape the system. How does locally-led action play out on the ground in different contexts, both within and beyond the gaze of the formal international system? What does south-south solidarity among local and national organisations look like and how is it evolving?  

Over the coming months we will be exploring challenges, realities and hopeful solutions on building a more locally-led aid system from a Global South perspective. Watch this space for interesting insights through the process.  

 ———

Vijayalakshmi Viswanathan is leading NEAR’s Flagship Research Report work. She has been a practitioner with national organisations in the Global South, working on locally-led action. She also brings extensive experience of leading on action research and learning studies for the humanitarian and development sector.  

Breaking Barriers, Amplifying Our Collective Voices: The NEAR Delegates Programme

by Degan Ali and Valeria Geremia 

This blog is an official launch of the NEAR Delegates Programme. With this programme and through our members we are building a network of empowered local leaders who will shape policy conversations, influence aid decisions, and redefine what meaningful participation looks like.  

A Lone Southern Voice in a Crowded Room (Degan reflects on the last decade) 

There was a lot of pressure that was put on me, both by the Global North and the Global South, and it was unnecessary. I was constantly being put in this position of being the sole tokenistic Global South voice for everybody, and that's really hard to do. 

At the World Humanitarian Summit, I found myself in a difficult position, being one of the only ones who was ready to shift the power and speak up about uncomfortable topics.  As leader of Adeso and a founder of NEAR, many times I was the only representative from the Global South in high-stake spaces where critical decisions about humanitarian aid and development were being made.   

I never wanted to be the only voice, but for many years I was. The vision was (and is) a movement, a collective force powerful enough to dismantle old structures.  

Slowly, that movement has taken shape. NEAR’s Leadership Council members and NEAR’s Secretariat gradually joined me in representation, strengthening this collective and unified voice.  

For many years, I was seen as the face of NEAR, and I was really happy when we started expanding our representatives. It relieved a huge burden for me from being the only face or voice of the Global South.   

Empowering Local Leadership: The NEAR Delegates Programme 

For too long, global humanitarian decision-making has been controlled by a small group of powerful voices, while local actors—the very people living the realities these policies impact—have been left out of the conversation. The NEAR Delegates Programme is designed to change this dynamic.  

This initiative shifts advocacy and representation from traditional gatekeepers to those working on the frontlines: local leaders, community-driven organisations, and those directly impacted by global policies.  

By 2027, NEAR aims for our members to be the leading voices at global gatherings and multi-stakeholder processes, ensuring that their insights, experiences, and solutions drive decision-making, not just decorate it.  

More Than a Seat at the Table—A Redefinition of Leadership  

We recognise that true change can only happen through collective leadership and shared responsibility. 

“ 

For NEAR to be a truly membership-based organisation and not a secretariat-led organisation, it’s important that the voices advocating for NEAR’s issues be represented by our members. 

”  

The Delegates Programme isn’t just about representation; it’s about transforming leadership. NEAR isn’t centralising power in a secretariat or a few chosen figures. Instead, it’s building a network of empowered local leaders who will shape policy conversations, influence aid decisions, and redefine what meaningful participation looks like.  

A Movement Rooted in Action  

The NEAR Delegates Programme is all about action and impact. Delegates will take on key roles in:  

• Speaking at Global Forums: Amplifying local voices in high-stakes discussions.  

• Shaping Policy: Collaborating with donors, international organisations, and policymakers to influence humanitarian policies.  

• Building Networks: Strengthening ties between local actors and global decision-makers.  

• Mentoring Future Leaders:  Passing knowledge and skills to the next cohorts, ensuring continuity and sustainability.   

But it’s not just about shaping global conversations—it’s also about building skills, influence, and opportunities.  

The members get an opportunity to hone their public speaking, networking, representation and their advocacy skills. They start developing a network for their institution as well. They develop a profile for themselves and their work—not just for NEAR, but for their own organisations - an additional benefit. 

The Future We Are Building  

The NEAR Delegates Programme is a call to move beyond discussions about localisation and make it a reality. It’s an opportunity to reimagine what global leadership looks like - one where those most affected by humanitarian crises are at the forefront of designing the solutions.  

Through this initiative, NEAR is investing in local voices, ensuring that leadership isn’t dictated by geography or funding, but by expertise, experience, and the ability to drive real change. Delegates won’t just participate in global discussions; they will shape them, influencing policy, challenging outdated models, and championing advocacy that puts communities first.  

By supporting and amplifying multiple voices to join the collective voice, many can share their experiences to reshape the global humanitarian landscape. This takes the pressure off of the few and uplifts more local voices from the Global South – strengthening our collective voice—one Delegate at a time.  

Degan Ali is Executive Director of Adeso and is on NEAR’s Leadership Council. Degan co-founded NEAR and was its leader at the 2016 World Humanitarian Summit. Her advocacy to funnel humanitarian funds to local actors helped spur the “Grand Bargain” 25% commitment.  For more than a decade, she has been a thought leader and leading voice in localisation and decolonisation of aid. Degan is a mentor shaping the Delegates Programme at NEAR. 

Valeria Geremia is NEAR’s Network Influencing Coordinator and joined NEAR in August 2024.  Valeria brings extensive expertise in coordinating civil society networks and elevating local organisations’ role in policy discussions and advocacy. She leads the Delegates Programme within NEAR’s Secretariat.  

NEAR’s MENA Summit Day 3: Shifting Mindsets Towards Transformative SOLUTIONS

//English below//

“When speaking to community members - no one has ever said, ‘I need more aid’. People have plans”  ~Suleiman Abdulahi of Common Reserve 

The final day of NEAR’s MENA Summit 2025 was dedicated to solutions. We shifted mindsets towards partnerships and innovative solutions that can foster South-to-South Solidarity and address the challenges across the MENA region.   

Leaders from academia, social impact, philanthropy, public and private sectors came together to share transformative solutions as well as lay the foundation to collaboratively develop action-orientated contextualised solutions and approaches that build resilience and promote positive change.  

Key themes discussed throughout the day included: innovation, the evolving humanitarian needs in the region, innovative and blended financing models, investment for social impact, sustainable business models, exploring partnership approaches, and leveraging technology to strengthen solidarity.  

The first panel featured:  

• Degan Ali, CEO of Adeso, who talked about her inspiring professional and organisational journeys and the nascent Proximate Fund as a funding mechanism to strengthen locally-led funds in Africa. Degan encouraged us to think beyond aid dependency, reminding us that “the [aid] system was designed to maintain power in the Global North.” She prompted us with critical questions about how we can decolonise the system if we don’t decolonise our own institutions. Degan also highlighted Waqaf, as a powerful source of Islamic funding, and how every new project at Adeso needs to have an exit strategy and financial independence. 

• Saad Alotaibi, CEO/Chairman of the Union at Nama Foundation and Kuwait Charities Union, fascinated us with the movement of zero, and the importance of incorporating an investment mindset into the humanitarian sector illuminated by examples from his organisation’s work across Africa. Grounded in the pursuit of self-sufficiency and anchored in the belief that everyone and every place has something to offer which has inherent value. “Money doesn’t disappear; it moves”. Saad shared examples from Somalia where people are investing into the medical services that are being provided to them.  

• Suleiman Abdullahi, Founder of Common Reserve, discussed the need for improved digital banking solutions and why he’s setting out to build a bank for the aid sector.  Suleiman encouraged us to think in an empowered way - that we can think creatively and strategically with greater impact when not operating from a victim mindset, “We can build our own infrastructure and tools”.  In the case of Common Reserve, the platform will power financial infrastructure, and cost-effective fund transfers for contexts that have been shut out of the banking system.  

The afternoon was dedicated to action-orientated discussions in small groups facilitated by Saad Alotaibi and Dr. Prof. Basmah Ahmed Jastaniah, Chairperson of International Training Institute at Akadymiuwn International University. Participants set off to define solidarity and think through transformative solutions and how South-to-South cooperation can strengthen solidarity for Global South communities they serve.  

Looking ahead - we’re excited to work in community to build on the sparks, ideas, and relationships that were initiated and strengthened in Amman last week. Creativity, innovation, partnerships and collaborations should be our focus.  

As our colleague Wejdan pointed out,  

“It’s not even about thinking outside the box. The box is destroyed.”  

NEAR's MENA Summit: Day 2

//English below//

“We are not seen as equals.” 

Led by thoughtful leaders during Day 2 of the NEAR MENA Summit, we confronted harsh truths, explored actionable visions, strategies, and practical tools. Day 2 was about centring the work of NEAR localisation labs in advocacy, influencing and strategic engagement towards improving the aid system and in these efforts.  

The NEAR Influencing Team reviewed how to design and implement advocacy strategies, particularly in evolving contexts. We unveiled the new Delegates Programme which will help to improve and strengthen the advocacy capacity for the collective.  

We also reviewed recently published NEAR Policy Brief on Coordination and Complementarity which was created in close collaboration with NEAR members using a policy circle. This policy brief highlights common barriers that local organisations face and lays out the future vision for coordination and complementarity through incremental, cultural, and transformational changes.  It’s a tool for building a collective voice within movements and advocating externally to stakeholders at national, regional, and international levels. 

Leaders of local NGOs from across countries in the region highlighted that,  

“Whenever we’re invited to coordination platforms, UN agencies want to chair all of them. We have to repeat the same thing. We don’t know who is responsible for taking the decision or who is doing the coordination?”   

And they also identified that, “Collective national advocacy through [NEAR localisation] Labs is crucial to having a strong and united voice” 

NEAR members – Palestinian NGOs Network (PNGO) and Lebanon Humanitarian and Development Forum (LFDF) - shared concrete examples about how their strategic and persistent coordination advocacy efforts have resulted in increased participation and leadership within internationally-dominated spaces. 

During the reception, we had the opportunity to hear from and engage with regional localisation lab leaders and a diverse group from the international community - INGOs, donors and other international agencies. 

The summit’s energy and momentum are palpable. We’re looking forward to welcoming additional regional leaders to the concluding third day which will be focused on Solutions! 

We wrapped up the day with Nadine Saba’s concluding remarks and call to action, 

“Local organisations and leaders, can and will, create a paradigm shift” 

NEAR's MENA Summit: Day 1

Mahmoud Hamada and Amjad Shawwa with Wejdan Jarrah, launching Palestine Localisation Lab

//English below//

The NEAR MENA Summit kicked off on Monday –

3 packed days and a locally designed and led agenda by NEAR members from Iraq, Lebanon, Palestine, Syria and Yemen.

We started the day with collective processing – reflecting on the past 15 months – legitimising each other’s suffering and pain without judgement or comparisons. Colleagues spoke of nearly escaping death, losing loved ones and dear colleagues, without time for mourning or the luxury of feeling sadness. All of this grounded by a deep determination toward supporting their communities.

We rejoiced with our colleagues as they launched new localisation labs in Lebanon, Palestine, Syria and Yemen – learning about how these leaders are contextualising their movement building and goals according to the localised needs and priorities of their communities. “It is the communities that guide us on solutions they want;" and "Labs provide a room for knowledge-exchange and enhance experience-sharing to come up with solutions that improve people's lives" were some of the reflections from their launches.

We engaged with critical reflections and questions of these leaders’ lived experience:

“Donors act as though we are contractors. We’re not ready to practice the meaning of localisations”, and “Are we capable of changing anything or are we sedating ourselves? Where’s our energy going?”

A leader in Yemen compared their journey as akin to that of climbing a mountain while rocks are being thrown at them which they must add to their load on this arduous journey. And even in this hardship, these leaders expressed solidarity with each other and their communities, inspired us with their commitment, and remain optimistic. "We, local organisations, are capable of making a change.”

The vision for and manifestation of a global system of solidarity beyond aid dependency lies with each one of them and not the current disappointing and crumbling aid system.

Wejdan Jarrah, NEAR’s MENA Regional Representative.

Hisham Derani, Syria Localisation Lab Host, launching the Syria Lab.

Asia Al-Mashreqi during the MENA Summit discussions.

Nadine Saba, Lebanon Localisation Lab Host, launching Lebanon Lab.

A question from Lebanon to international humanitarians…

By Nadine Saba 

Nadine Saba

[also found in From Poverty to Power]

As organisations race to respond to the unfolding crisis in Lebanon, Nadine Saba – representing hundreds of Lebanese and Global South NGOs – spoke at the recent Grand Bargain humanitarian gathering in Geneva. Here, we share an edited transcript of her powerful address…

On Sunday night, I was getting ready to pack to come here to join you in Geneve after a long day replying to calls from mayors and school directors asking for help; preparing with team members 1200 hot meals from a small community kitchen; preparing to dispatch drinking water for a new collective shelter that had just opened; following up with sector lead on hygiene kits to be delivered. I sat down, thought about this week, I thought about today and asked myself: what should I say?

Should I tell you what we feel? Or should I tell you what we fear? And would that make much difference? Should I tell you about the numbers of displaced, the number of injured people, the number of lives lost, the number of aid workers dead? I am pretty sure that all of you have these numbers, these reports, somewhere in your inboxes, on your desks.

But does it matter? With everything going on in the world, will you be shocked by a couple of thousand of people killed in the space of two weeks and a million or more that are internally displaced within a country of 10,452km square? Looking at the last decade, we have seen a lot of misery, at least in the region that I call home: from Syria to Yemen, Sudan, Gaza to Lebanon… The last crises, the last years, have raised the threshold of misery, and maybe because of that we got used to the suffering of people, to diplomacy failing to solve or halt conflicts, to a slow response in supporting people, to a lack of accountability for violations of IHL [International Humanitarian Law]; where the terminology used of “forgotten crisis” gets another meaning, but forgotten by whom? Not the affected people…

Now, going back to Lebanon, the place where you would witness all the risks you would identify in your risk identification matrix, from the economic crisis, currency devaluation, the fragility of institutions, protests, the impact of the Syrian crisis, the pandemic, the port explosion, social tensions and now the war…

What can I tell you about that? Should I talk to you about our needs? I assume that you know that Lebanon, in this crisis, needs almost everything, from shelter to mattresses, water, from food to health support – just an hour ago I heard about a first case of cholera in my region, Akkar – without forgetting mental health, protection, child protection and responding to gender based violence… And that everything is taking long to arrive…

In the past weeks, there are people who left their homes with nothing, sleeping in the streets of Beirut. Communities did not stand by in the face of suffering: they are coming together to help each other – not only the local civil society but also individual initiatives of neighbors who stepped in to provide necessities. Governorates have activated disaster risk management units; directors of schools and municipalities are trying to find the resources to respond to the needs of displaced families.

‘Why were they not ready? It’s been over year now that the risk of a regional spillover of the conflict in Gaza was very evident. Or at least, it was very evident to us in Lebanon and in the wider region.’

And yet they are still waiting to get enough support. Instead, we see international humanitarian actors running around to organise the response. You have sector leads – all international actors – trying to “coordinate” at the national and sub-national levels.

I have a question and a request for you: first, why were they not ready? It’s been over year now that the risk of a regional spillover of the conflict in Gaza was very evident. Or at least, it was very evident to us in Lebanon and in the wider region. And yet, international actors waited for a drastic increase in hostilities and a massive displacement of people to what was deemed safe zones, to start scaling up the response. For us, local and national civil society in Lebanon, we do not need to scale up our presence, we are already on the ground, before, during and after any crisis.

And now I have a request for you, for all of us: I want more, I want more of all of you, of all of us here, in the room. I want more and better of the system. Because when I look around this room (whether face to face and virtually), the first thing I can think of is the power that each one of you hold, here in Geneva and in other capitals, over the people in Lebanon and in any crisis-affected context.

I have been taught that power and responsibilities go hand in hand, as much as your power increases so does your duty and responsibility, or if I want to use our jargon, your accountability; actually our accountability, because we as LNNGOs [local and national NGOs] are part of the system as well. For now, I do not feel that we are living up to that accountability. And we cannot afford not to.

Nadine Saba is the co-founder and director of Akkar Network for Development (AND), and has 18 years of experience with NGOs in Lebanon. In the above address, she was representing NEAR (Network for Empowered Aid Response), a movement of 276 Local and National Civil Society Organisations from around the world. Nadine also is a Steering Committee member of the LHDF (Lebanon Humanitarian and Development Forum), serves on the NEAR leadership council and acted as the Global South Sherpa for the Grand Bargain in 2023-2024.

Locally-led Development: Beyond Promises to Action

** READ ENTIRE ARTICLE IN Alliance Magazine here **

By Clara Bosco, Anita Kattakuzhy and Gunjan Veda

Over the last couple of years, we have seen an unprecedented number of commitments by funders and philanthropists to support locally-led development, increase direct funding to local actors and promote a more enabling environment for civil society.  

It has been six months since the Grand Bargain 3.0 commitments, one year since the adoption of the Donor Statement on Locally-Led Development, two years since United States Agency for International Development (USAID) Administrator’s announced localisation targets and two and a half from the Organisation for Economic Co-operation and Development Development Assistance Committee (OECD DAC) Recommendation on Enabling Civil Society. Now seems an opportune time to reflect on how these commitments are being translated into action. We believe the following elements are key to inform such an assessment and need to be prioritised moving forward:

Ensuring access and meaningful participation of diverse local actors in relevant policy spaces where decisions that impact them are being made. As thousands of local leaders reminded the USAID administrator in 2021, it is important to ensure that many, diverse, and truly local actors actively inform the frameworks, policies and solutions that will help operationalize the commitments.

Yet, marginalisation of local actors is still the norm in the United Nations and in international spaces discussing localisation and locally-led development policy. In a recent letter to international funders, over 1300 actors from the Majority World (typically referred as the Global South) denounced this and offered five practical suggestions around agenda setting, language, physical access, visibility and voice to better include local groups and networks.

Investing in existing locally-led spaces for engagement, dialogue and co-creation aimed at mobilising different actors (and funders). This will enable  collaboration with civil society and communities on  agreed priorities, identifying key outcomes that make most sense in each context (policies, investments, measures and mechanisms) and using the full range of levers available to them to achieve these.

** READ ENTIRE ARTICLE IN Alliance Magazine here **