Citation

Howe K, Stites E. Disasters 2019; 43(1): 3-23.

Affiliation

Research Director and Assistant Professor, Feinstein International Center, Tufts University, United States.

Copyright

(Copyright © 2019, John Wiley and Sons)

DOI

10.1111/disa.12298

PMID

30199575

Abstract

Partnerships between organisations in humanitarian crisis situations generally are challenging, but at the apex are those established as part of remote management in a context of extreme insecurity. To date, little systematic research has been conducted on arrangements between local organisations that have access to crisis-affected populations and international organisations that hold the purse strings. This paper presents the findings of nine months of qualitative research conducted with five Syrian local organisations and their international partners engaging in humanitarian action across the Turkey-Syria border, and presents insights into the components of successful partnerships. It redefines capacity along organisational and operational lines, and unpacks how monitoring and evaluation and donor requirements create tension and, at times, place local organisations at risk. The paper highlights the centrality of trust in successful partnerships, and describes the personalisation of the conflict by local organisations. Based on a historical case study of civil society in northern Iraq, it closes with some suggestions for long-term sustainability.

© 2018 The Author(s). Disasters © Overseas Development Institute, 2018.

Language: en

Keywords

Syria crisis; capacity; local-international partnerships; remote management; sustainability; trust