Embracing Responsible Transition: Insights from Vassiliki Lembesis on DRC’s Localization Journey with Local Partners

The Danish Refugee Council’s (DRC) localization ambitions are driven by the recognition that the impact of humanitarian, development and peace interventions is maximized by promoting local leadership and supporting self-sustaining local capacities. In this light, Vassiliki Lembesis, Global Civil Society Engagement Advisor at DRC, shares insights on how DRC is engaging strategic partners in this journey – transforming roles that support greater sustainability of local actors to lead humanitarian response.

DRC and local partners – Taking on different roles

DRC recognizes that local actors, with their in-depth knowledge of their communities, are often the first and last responders to humanitarian crises. Their role is crucial in effective crisis response, because true, lasting development depends on self-sustaining local capacities and systems. To ensure the sustainability and effectiveness of these efforts, it is necessary to include local partners in the strategic planning process. “Responsible transition involves bringing strategic local partners into conversations about the future, defining roles in the partnerships, and planning for a gradual and thoughtful transition into those roles.” Vassiliki emphasizes and continues, “By actively engaging local partners in these discussions, we can leverage their unique insights and increase local ownership and accountability.”

Localization – A shared responsibility 

DRC is experiencing an organization-wide movement towards a stronger commitment to localization. Significant progress has been made in articulating strategic ambitions, shifting mindsets, maintaining a commitment to localization initiatives despite other organizational priorities, and establishing a shared responsibility to move the agenda forward at both global and country levels. The commitment of Senior Management at all levels has been a critical enabler in this process. “Change needs to come from the top, but it also requires champions at all levels to push for progress,” Vassiliki highlights, emphasizing the important roles that localization champions play across the organization.  

Another push factor for DRC came out of investing time in looking at the organization as a whole – analyzing what drives and hinders working in a more localized approach across different parts of the organization. Through a comprehensive systems mapping exercise, evidence was gathered on what is enabling DRC to move forward and what holds it back, and how these elements are interconnected, showing how change in one area of the organization affects change in another. This information was used to guide decision-making and ways forward.

All this set the frame for DRC to not only make changes internally but start exploring how to approach responsible transition planning with some of its strategic local partners.

Responsible transition planning in practice

Launch of the Strategic Plan 2024-2028 for one of DRC Kenya’s strategic partners, which was developed with DRC’s support. Credit: Eliaf Mwehia, DRC Kenya

For DRC, responsible transition means changing the way of working with partners. This involves moving away from a traditional sub-contracting role and shifting towards more equitable partnerships. In some cases, it means transitioning out of the partnership through a longer term planned approach based on the mutually agreed objectives being met in the partnership. DRC’s approach to responsible transition is not solely about exiting, but about fostering sustainable and equitable collaborations.

In 2022, DRC launched the four-year program ‘Supporting the Sustainability of Strategic Partners’, to enhance self-sustaining local capacities, especially in complex contexts where the organization operates. This program is being piloted in Myanmar, Kenya, and Yemen, introducing new approaches and gathering insights. The goal is to support strategic local partners over an extended period, enhancing their resilience and ability to respond effectively to conflict and displacement. DRC is shifting its role from sub-granter to facilitator, supporter, and champion, placing partners at the core of decision-making. The program includes planning for a responsible transition in partnerships, based on ongoing dialogue and consensus on investment areas. While the program enters its final year, the partnerships will continue beyond this program, with ongoing efforts needed to sustain the transition journey beyond 2025.

Working in equitable partnerships

DRC Yemen and strategic partners defining partnership roles during a workshop. Credit: Ahlam Abdulkafi Taha,DRC Yemen

DRC aims to strengthen local partners’ sustainability by enhancing their organizational and financial strength, leadership, governance, and resource mobilization. Working in equitable partnership is central to DRC’s transition approach, empowering partners to lead the review of their organizational capacities and planning their trajectory. “Sustainability is about developing strong, self-reliant organizations that can thrive independently,” Vassiliki explains.

Some of the results captured in the program so far indicate strengthened resilience and effectiveness, such as increased financial revenue, strengthened MEAL systems, and improved resource mobilization capabilities. For DRC, there’s increased recognition of the importance of planned transitions over swift exits, with guidance emerging from the program on how other DRC country operations can plan these processes. Furthermore, the program has had a positive knock-on effect on other DRC initiatives in the three pilot countries by providing a better understanding of how DRC can support partners in organizational change processes and by increasing the focus on including strategic partners across the sectors in which DRC operates.

Lessons learned

Enhancing sustainability is an organizational change process for DRC’s local partners that requires long-term investment and time from both DRC and the partner. Through the ‘Supporting the Sustainability of Strategic Partners’ program, three key learnings emerged: 

1. Layering capacity support interventions is more impactful for organizational change. For example, support to partners in developing organizational policies is coupled with assistance in adapting or introducing new systems that support those policies, ongoing skills building to use those systems, and the necessary human and technological resources. This comprehensive approach requires that DRC’s own staff have a firm foundational understanding of how organizational change works.
2. Organizational change takes time and requires buy-in and ownership from the partner staff. Partners in this project came to realize the importance of internal communication regarding the organizational change processes that would take place.
3. When it comes to transition planning, it was challenging for both DRC and partners to think outside the box regarding roles and responsibilities. The program is exploring a phased approach to responsible transition planning, aiming to establish a future partnership model that moves beyond the traditional donor/sub-grantee relationship. This involves envisioning different roles DRC can play in a future partnership with our strategic partners. To move forward, it requires multiple discussions and visioning sessions, along with the engagement and commitment of senior leadership from both DRC and partner organizations.

For other humanitarian organizations considering a similar path, Vassiliki emphasizes the importance of investing time to get everyone in the organization on the same page about what localization means. It is important to have this fundamental and mutual understanding before engaging in discussions on the journey with partners. Other crucial steps are to address staff concerns and fears about the future, get senior management on board early, work with flexible donors to trial new ways of working with local partners, and learn from one another.

“Localization is about partnership, trust, and mutual respect. It’s a journey we take together,” Vassiliki concludes.

About the author

Vassiliki Lembesis is the Global Civil Society Engagement Advisor at the Danish Refugee Council. The role leads on steering DRC’s global ambitions for engaging local civil society actors – through documenting learning; supporting staff with knowledge, skills and resources; and working on internal processes that enable equitable partnering. Vassiliki’s 18 years’ experience in the humanitarian sector includes holding similar advisory roles supporting INGOs with their civil society partnerships, as well as directly managing civil society programming in various country contexts. She holds a Master’s Degree in Complex Humanitarian Crises from York University in Canada.