DHC at the Global Humanitarian Overview 2025 launch event in Nairobi, Kenya

Distinguished colleagues, esteemed donors, and partners in the humanitarian community,

It is a privilege to join you today to discuss a cornerstone of our shared mission: localization.

We all know that effective humanitarian action starts with empowering those closest to the crisis.

Localization isn’t just a buzzword; it’s a commitment to ensuring assistance is shaped by and for the communities we serve. It’s about leveraging local knowledge, leadership, and resilience to deliver better, more sustainable outcomes for refugees, displaced persons, and affected communities.

The 2016 World Humanitarian Summit set a clear direction: humanitarian responses should be “as local as possible, as international as necessary.” Since then, we’ve seen progress—but we must do more to fully realize this vision.

Today, I will share how the IASC and UNHCR are advancing localization, the opportunities we are seizing, and the obstacles we must overcome together.

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At the IASC, localization is central to our collective strategy.

The IASC Guidance on Strengthening Participation, Representation, and Leadership of Local Actors has been a critical tool in advancing this agenda.

Developed with input from over 100 local NGOs, this guidance sets clear standards for integrating local and national actors into humanitarian coordination structures. Dissemination is ongoing, with webinars, tools, and lessons-learned papers rolled out to ensure adoption by global clusters and Humanitarian Country Teams.

We see the impact of these efforts in the field.

Local organizations now co-coordinate Protection Clusters in Ukraine and Cameroon, ensuring that decision-making reflects local priorities and realities.

At the global level, local actors from DR Congo, Yemen, and South Sudan actively participate in the Global Protection Cluster Strategic Advisory Group, bringing critical local perspectives to global coordination.

• For example, in the Democratic Republic of Congo (DRC), local organizations like CEDIER and SOPROP have driven significant change. In Uvira, CEDIER’s advocacy with local security councils and armed groups eliminated illegal checkpoints and reduced violence and extortion. In Malemo, SOPROP established a crisis management committee that facilitated IDP resettlement, negotiated land access with chiefs, and mediated land disputes, helping displaced families rebuild.

Women-led organizations are also playing a growing role globally and they are being prioritized with the adoption of a coherent definition to improve funding tracking and representation, ensuring their leadership in humanitarian decision-making.

Country-Based Pooled Funds (CBPFs) have also been instrumental. In 2024, 45% of CBPF funding went to local and national partners, the highest ever.

These funds support initiatives like Sudan’s Emergency Response Rooms, which are community-driven and tailored to local realities.

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At UNHCR, localization is more than a principle—it’s a priority embedded in how we work.

In 2023:

• 85% of our funded partners were local or national actors, and 57% of our partner funding went directly to them.
• 24.5% of our total program expenditures supported local actors, reflecting a clear commitment to channel resources where they have the greatest impact.

I was in Ukraine just last month and had the privilege of meeting with incredible local NGOs and partners who are on the front lines of the response. These organizations make up 80% of our NGO partnerships in the country, demonstrating how deeply localization is embedded in our approach. Their dedication, resilience, and understanding of local needs ensure that our humanitarian efforts are not only effective but also rooted in the realities of those we serve. It was inspiring to see firsthand how these partnerships are driving a more agile and impactful response in such challenging circumstances.

To strengthen this approach, we’ve introduced innovative funding mechanisms, including:

• Grant Agreements: Tailored for smaller organizations, including those led by displaced persons, we’ve signed 179 of those grants worth $1.5 million across 34 operations.
• The Refugee-Led Innovation Fund (RLIF): This initiative has awarded $2.2 million to 41 projects, combining financial support with mentorship and technical assistance. These efforts not only empower local actors but foster a culture of innovation and sustainability. Tomorrow, I will be in Kigali, Rwanda to visit one of the remarkable projects fund through this new mechanism.

Localization is also central to our regional response plans:

• In Uganda, UNHCR is piloting a transition from international NGOs to district-level local governments in education and health services, with four refugee-hosting districts leading this shift.
• The Sudan Regional Refugee Response Plan for 2025 will expand local NGO and refugee-led organization participation, particularly in planning and coordination, ensuring interventions are better tailored to field realities.

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While progress is evident, significant challenges remain:

• Meaningful Participation: Local actors are present in 93% of Humanitarian Country Teams, yet many still feel excluded from key decisions. Localization must go beyond funding—it’s about ensuring leadership and influence in coordination and decision-making processes.
• Metrics and Accountability: Current tracking often focuses on funding amounts but fails to capture the depth and quality of partnerships. We need both quantitative and qualitative indicators to measure progress comprehensively.
• Capacity Building and Risk Sharing: Local actors need sustained support to strengthen their capacity and resilience. Simplified reporting requirements, as seen in UNHCR’s PROMS reform, and shared accountability frameworks are crucial to building trust.

Despite these challenges, opportunities abound:

• At the Global Refugee Forum, UNHCR and ICVA launched a multistakeholder pledge to advance localization. This includes commitments to equitable partnerships, capacity-sharing, and addressing barriers identified by local actors themselves.
• Long-term funding initiatives like the RLIF demonstrate the impact of pairing financial resources with mentorship and training.
• The Grand Bargain’s emphasis on localization provides a framework for harmonizing efforts across agencies and ensuring consistent progress.

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Localization is about more than shifting resources—it’s about transforming the way we work, the way we lead, and the way we respond. It’s about building systems that are more inclusive, sustainable, and resilient, rooted in the strengths of local actors.

As humanitarian actors and donors, we have a shared responsibility to advance this agenda. By investing in local leadership, simplifying processes, and fostering innovation, we can empower the communities we serve to shape their own futures. Together, we can ensure localization becomes not just a commitment but a reality.

Thank you for your dedication and for being part of this critical journey.