2025

Khan, Abdul Kadir

This study explores the dynamics of the localization agenda in the Rohingya humanitarian response, and humanitarian-development-peace (HDP) nexus programming in the context of prolonged crisis. The study posits that effective negotiations, which disseminate power and resources, lead to high-quality, locally led localization. Conversely, externally led efforts are deemed low-quality as they retain power within the international agencies themselves. Employing the notion of encounters, in line with interface theory, and conceptualizing humanitarian space as an “arena”, this study analyses how diverse operational actors with varying values and interests negotiate policy intentions and shape implementing localization. Utilizing qualitative research, and summarizing the findings from three academic publications, this study identifies four main factors that are decisive in the rhetoric and reality of implementing localization in the Rohingya humanitarian response: i) continuous negotiations at the macro, meso, and micro levels regulate the dissemination of power and resources, leading to either locally led or externally led localization practice; ii) power imbalances due to externally led localization designs reinforce Western dominance, resulting in merely token inclusion of local actors, and creating patron-client, profit-oriented partnerships, while these dynamics ultimately restrain locally led localization; iii) a humanitarian space constrained by legitimacy and accountability issues stemming from institutional multiplicity creates a contested social arena, often resulting in collective action dilemmas; iv) repatriation-oriented legal and policy impositions by the Government of Bangladesh limit local actors’ ability to work with flexible, multi-year foreign funding. In particular the ideological divergence between the government and donors in defining and addressing the peace component in the joint response plan of Rohingya response poses challenges for localizing the HDP nexus, thus impacting effectiveness and efficiency. To actualize localization in practice, it is crucial that international agencies support local capacity building, foster complementarity to ensure reciprocity, and relinquish power to local actors. On the other hand, local leadership must enhance local organizational culture and invest in building local capacities to manage large-scale humanitarian responses independently, setting aside refugee capitalism motives.