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Uganda: URRI Year 1 Learning & Reflection Brief: What works in refugee resilience programming

Country: Uganda Source: Uganda Learning, Evidence, Accountability, and Research Network Please refer to the attached file. After one year of implementation, URRI is taking stock of the evidence emerging across its work on climate-resilient livelihoods, environmental sustainability, and gender equality and social inclusion. What is working in refugee resilience programming — and where do we still need to learn more? After one year of implementation, URRI is taking stock of the evidence emerging across its work on climate-resilient livelihoods, environmental sustainability, and gender equality and social inclusion. The new URRI Year 1 Learning & Reflection Brief highlights several important lessons. Integrated approaches are producing stronger results than standalone training; practical demonstrations and peer learning can accelerate the uptake of climate-smart practices; and stronger links to markets, finance and private-sector actors can help livelihoods continue beyond project support.

ReliefWebReliefWebUganda Learning, Evidence, Accountability, and Research Network15 Sept

World: 11 for 11 – Global El Niño Program

Countries: World, Bangladesh, Burkina Faso, Haiti, Madagascar, Malawi, Mali, Myanmar, Niger, Pakistan, Uganda, Zimbabwe Source: Welthungerhilfe Please refer to the attached file. SUMMARY Drought, extreme heat and erratic rainfall threaten crops, livestock, and water supplies across Southern Africa and the Sahel, while parts of East Africa face heightened risks of flooding and storms after an extended dry period. At the same time, communities in South Asia, Central America and the Caribbean are exposed to worsening water scarcity, agricultural losses, and resulting livelihood disruption. The 2026 ‘El Niño’ global climate phenomenon is already classified as ‘strong’ and is expected to intensify into a ‘very strong’ and exceptional event, with a near 100% likelihood of persisting through February 2027. El Niño is already intensifying the risk of drought, floods, and extreme heat as well as significantly altering rainfall and temperature patterns across many regions. Meanwhile, the latest World Meteorological Organization (WMO) outlook warns that, the event could become stronger than anything observed since modern monitoring began, with impacts expected to multiply and cascade across communities, economies, and supply chains. El Niño is therefore acting as a risk multiplier, amplifying the effects of existing food insecurity, displacement, conflict, and economic pressures. FEWS NET similarly highlights growing food security risks in vulnerable regions where climate shocks are already compounding impacts on fragile livelihoods and markets. The time to act is now, before these risks develop into a larger humanitarian crisis. Welthungerhilfe (WHH) and its vast network of national civil society partners are ready to work and scale on three levels: risk communication and readiness, taking anticipatory action when forecast thresholds are reached, and rapidly scaling up assistance when impacts materialize. Ready to act - and ready to scale As a civil society organization, WHH is the leading implementer of German-funded Anticipatory Action, with established operational structures, local partnerships, Action Anticipatory Plans (AAPs), and trigger models already in place across highrisk contexts. With more than 20 Anticipatory Action activations globally across slow- and rapid-onset hazards, WHH and its partners have demonstrated their ability to translate forecasts and early warnings into timely action before impacts materialize, even when the window of opportunity for action is narrow. This existing readiness provides a strong foundation to anticipate and respond to the impacts of a ‘very strong’ El Niño. While WHH and its partners are already prepared to act, the scale and severity of the anticipated impacts require us to reach more people at risk, expand support to additional high-risklocations, and scale up anticipatory and rapid response measures before impacts escalate into larger humanitarian crises. Comprehensive risk analyses, as well as established contingency plans, operational structures, and local partner networks enable WHH and its partners to act rapidly as risks and needs evolve - protecting people, livelihoods, and essential assets.

ReliefWebReliefWebWelthungerhilfe15 Sept

As needs surge and funding collapses, South Sudan faces its most dangerous humanitarian moment in years

Country: South Sudan Source: World Food Programme This is a transcription of what was said by Matthew Hollingworth, WFP’s Assistant Executive Director for Programme Operations – to whom quoted text may be attributed – at today's Geneva briefing. Palais Briefing Note GENEVA – Good morning to you all. So I am here today to give a briefing on what we are seeing as a fairly catastrophic situation unfolding across South Sudan. Simply put, South Sudan today is facing a sort of a collision of crises, plural, just as the humanitarian resources are starting to run out. I was the country director for the World Food Programme in South Sudan for three years. I left in 2022. And since my departure until the one-week mission I took part in last week, the situation has deteriorated enormously. Across the whole country, conflict, displacement, economic hardship, climate shocks, and the situation in neighbouring Sudan are all converging to push millions of people deeper into vulnerability. At the same time, as I say, we're seeing not just the World Food Programme's humanitarian assistance, but all actors, humanitarian assistance in the country, rapidly declining in scale. 7.8 million people today , more than half the country's population, struggle to find food each day. 2.2 million children and 1.2 million pregnant and breastfeeding mothers require urgent nutrition support. Unless additional resources are secured, more than one million vulnerable people could lose access to life saving food and nutrition assistance by October. So this is looming. South Sudan is also bearing the consequences of the conflict in neighbouring Sudan. Every week, around 3,000 refugees and returnees cross the border seeking safety, food, water and shelter. During my visit last week in Renk, I met women and children and older people who travelled for days on foot, sometimes weeks, escaping violence and uncertainty in order to get to South Sudan, you know, genuinely out of the frying pan into the fire. Many have lost their homes. Most, if not all, have lost their livelihoods and belongings. Sadly, many had lost loved ones. And yet they are arriving, as I say, into communities that are already struggling significantly to feed themselves and look after themselves. One of the women I met, a lady by the name of Hapsa Hassan, a mother of four, who had recently arrived in Renk in the transit camp, fled Blue Nile State, Damazin. And having walked almost 200 kilometres, she reached the transit camp absolutely exhausted, extremely hungry as were her children, and genuinely uncertain as to what lay ahead of her. She did receive food assistance from WFP, she received nutrition support from UNICEF for her children, but frankly it just wasn't and isn't enough to meet her needs. And now, sadly, she's going to rely on the generosity of neighbours and friends and host communities to support her, families and other communities that don't have enough themselves, facing similar kinds of hardships and increasing pressure because of the new arrivals into those transit centres and indeed, ultimately, refugee camps. She spoke of impossible choices that women and girls are being forced to take each day to look for food and basic necessities. Her biggest concern that she raised with me was the safety of her teenage daughter, who she knows is going to need to leave the transit camp on a daily basis to look for work, to look for food, and to take risks that no young girl should be taking and should ever have to face. perhaps a story for me at least was a really stark reminder of the protection risks and the vulnerabilities confronting displaced families as they struggle to survive. Over the last three years the World Food Programme and partners have indeed provided food and cash and nutrition assistance to refugees and an increasing number of South Sudanese returnees going into already vulnerable communities. The assistance has been a lifeline. Today it is at risk. I was in Malakal as well during my visit, visiting one of what was the largest logistics hubs that we had in the northern part of South Sudan, where we would feed half a million people across the greater Upper Nile region with life-saving support. Last year in Malakal at this time, we had 10,000 metric tons of food positioned , ready to go the moment the rainy season withdrew so that we could get food out to areas as they became accessible as we identified vulnerability. Today, there's less than 300 metric tons of food in that same complex, not because the numbers have fallen, not because there's less need, not because things have improved, but because simply put, humanitarian agencies just don't have the resources anymore, anymore that they once had. Access and safety, or lack thereof, is compounding this crisis. Humanitarian food that gets transported along the Nile, commercial food and other materials that get transported along the River Nile, face illegal checkpoints and illegal taxation by soldiers across the entirety of the journeys that they take. This increases operational costs, it slows down the delivery of assistance. And for many traders, it's become so much that it's prohibiting their ability and desire to continue trading. This is at a time where every single pound, every single euro, every single dollar really matters. And these illegal checkpoints reduce our ability to stretch scarce humanitarian resources. It reduces our ability to move assistance efficiently. And when we're relying on cash as one of the modalities of support, it means that the availability of commercial goods is diminishing daily. Honestly speaking, today in Malakal, if a family is eating something other than tomatoes, okra, chilies and onions that are grown locally, anything else they are eating has been flown into Malakal, because it no longer arrives by road or by barge, because it's too expensive, because the transporters have to pay so many illegal taxes on the way. They're just not taking the risk anymore. This is starting not just to raise costs, it's starting to be a cost in terms of people's lives. Even where humanitarian assistance does reach communities, the pressure that's facing those communities is mounting. I went to Canal Pigi in Jonglei State, and I met families whose farmland, seven years after the original floods, is still submerged. Communities that could, in the old days, produce their own food, can no longer produce any food, and they can't rely on the small harvests in the land that is not submerged because of — rather contradictory — a drought which is growing in the area. So surrounded by floodwater, at the same time facing droughts in terms of a lack of rain. Floodwater by the way, that after seven years of submerging is no longer clean, is no longer drinkable, is no longer safe. These extreme weather shocks and the impact of what is a super El Nino is having a greater impact in South Sudan, but also in neighbouring Sudan, Eritrea, Ethiopia, Uganda, Kenya. It's going to have a bigger effect on food security in the entire area. The reduced funding now is exacerbating all these other risks, all these other challenges, leaving fewer families with food assistance, fewer children with access to nutrition support and fewer opportunities for communities to recover from repeated shocks. We are committed to keep doing all that we can, but we do need resources urgently to save lives. The World Food Programme and other partners, other UN organisations as well. If you just look at WFP, we have an USD86 million gap right now, and a USD 416 million gap over the next six months . Without that, we can't serve the refugees. We can't serve the displaced. We can't serve the vulnerable host communities during these six months. And we can't serve those people that are living in fear of famine in at least four locations of Jonglei State. We do, however, also have a significant call to action for the Government of South Sudan. The burden cannot only sit with humanitarian and development workers. The Government of South Sudan has to start mobilizing their own funds to support their own people. The humanitarian community cannot replace the obligations that the government has for their own citizens. They need to take action as well to put their own finances, their own resources — that may mean money, but it could mean food that is grown in other areas of the country that still has the ability. They also need to take action to make sure if those goods move commercially or as aid around the country, that they are not diminished in their impact because of the illegal taxation and daylight robbery, which is frankly growing and has grown so much over the last five years. I'm happy to take more questions. I have to emphasize that while South Sudan is a country that has faced many challenges in its short life as an independent nation, we are seeing something different now. We are about to drop off the financial cliff at a time when the needs are at the greatest level that they've been at for the past 13 or 14 years. Notes to editors: Package of high-resolution photos is available here Broadcast quality footage is available here South Sudan Follow us on X, formerly Twitter, via @wfp For more information please contact (email address: firstname.lastname@wfp.org): Tomson Phiri, WFP/ South Sudan, Mob. +211 928 008 037Azfar Deen, WFP/ Nairobi, Mob. +39 345 846 6425Martin Rentsch, WFP/ Berlin, Mob +49 160 99 26 17 30Julian Miglierini, WFP/ Rome, Mob. +39 348 2316793Martin Rentsch, WFP/Berlin, Mob +49 160 99 26 17 30Nicola Kelly, WFP/London, Mob +44 (0)796 8008 474 Rene McGuffin, WFP/ Washington Mob. +1 771 245 4268

ReliefWebReliefWebWorld Food Programme15 Sept

Super-localisation in Myanmar: uncomfortable truths

Country: Myanmar Source: ODI - Humanitarian Practice Network Si Thu Htin Aung Localisation agenda dominates the aid sector. Almost everyone now wants to be associated with it. Donors promote it, international agencies build strategies around it, national organisations claim the role, and staff pursue related positions. It is both a policy agenda and a source of funding and legitimacy. This is not inherently negative. Localisation has opened important debates about power, funding, partnership and leadership; expanded recognition of local actors; and challenged international dominance. Yet has it changed how the aid system thinks and behaves at its core? In Myanmar, as elsewhere, this question is urgent. Since the Covid-19 pandemic, and especially the 2021 military coup, aid has moved through contested, insecure and politically fragmented spaces. Local organisations, community networks, ethnic service providers, faith-based groups, volunteers and informal responders have become indispensable to conflict-affected and displaced communities. In this context, localisation means more than transferring funds or listing local partners. It concerns who carries risk, makes decisions, is trusted and heard, and who might also remain invisible despite doing the hardest frontline work. Ten years after the Grand Bargain, the sector cites stronger language on equitable partnership and local leadership, alongside the symbolic 25% funding target for local and national actors. But targets do not equal transformation. The question is whether power has shifted or old hierarchies have gained new procedures. Visible, English-speaking, donor-facing organisations often benefit most because they understand the system and can become intermediaries – or bottlenecks. Smaller groups, informal networks and community responders often remain outside formal localisation processes and understanding, despite their proximity to communities and willingness to work in difficult areas. Cyclone Mocha in 2023 and the March 2025 earthquake exposed this imbalance: local civil-society networks, volunteers and community organisations mobilised first, supporting evacuations, assessments, medical care, shelter, water, food, ambulance services, and early relief where formal access was restricted, while international agencies later relied on these networks to extend assistance. Yet many still depend on pass-through funding, lack control over resources and decisions, and remain invisible to donors because of language, registration, compliance requirements, or limited access to high-level forums. Localisation can therefore reproduce the inequalities it seeks to challenge and, when delivery and danger are pushed further downward without adequate funding, safeguarding, coordination, authority, or protection, it can create the risk of ‘super-localisation’. Gatekeeping, security and donor accountability Security complicates localisation because open engagement can put local organisations and communities at risk. Yet concrete experience shows what locally led response can achieve . Since the 2021 coup, women-led and civil-society organisations embedded in communities have delivered cash assistance and protection support to underserved women, adolescent girls, people with disabilities, and other minority groups, including through organisations formed in response to new humanitarian needs like informal networks that could not meet conventional partnership requirements. In conflict-affected areas, ethnic-minority and community-based organisations have also continued providing essential services in remote communities and have built partnerships with CDMers (civil servants and other public sector workers who joined the Civil Disobedience Movement (CDM) after the February 2021 military coup). These examples show that localisation works when donors recognise trusted local access, adapt compliance and partnership arrangements, fund local capacity, include frontline actors in decisions, and share protection responsibilities and risk rather than merely transferring accountability downward. The most important shift must occur within donors and international agencies. Localisation is often framed around how local organisations should strengthen systems, meet compliance requirements, coordinate, manage risk, and become more professional. But international actors must also change. Are funding mechanisms flexible enough for frontline realities? Do reporting requirements support learning or institutional protection? Is risk shared or pushed downward? Are communities decision-makers or merely ‘beneficiaries’ and data sources? These are political and ethical questions about power, not only technical ones. A people-centred approach begins with communities rather than institutional architecture. It asks how affected people define safety, dignity, access, trust and accountability, and whether aid strengthens local agencies or uses local actors to deliver externally designed projects. Communities are political, social and moral actors with their own knowledge and decision-making. Yet donors and agencies ask local organisations to coordinate and adapt while controlling resources, timelines, indicators and definitions of success. Genuine localisation requires humility, shared authority, and perhaps less institutional visibility. The risk of super-localisation Super-localisation is not a deeper or more virtuous form of localisation. It is a risk that arises when the localisation chain becomes too fragmented and responsibility is pushed from international agencies to national intermediaries, then to small community groups and volunteers, without a corresponding transfer of funding, authority, protection and support. Myanmar’s aid history also shows how intermediary power can become institutionalised. After Cyclone Nargis in 2008, international support helped create capable national organisations fluent in donor systems , but these organisations also absorbed upward accountability, bureaucracy, competition for visibility and distance from grassroots constituencies . Similar incentives emerged when HIV/AIDS funding drew organisations and professionals towards a well-resourced, visible field. As funding shrinks, localisation can likewise become a route to resources, jobs, influence and institutional survival, encouraging organisations to compete for recognition as the most legitimate local actor. Those closest to communities may gain visibility but inherit disproportionate compliance burdens, security threats and expectations, while better connected organisations retain control as gatekeepers. In this form, super-localisation does not remove hierarchy, but relocates risk to the bottom while using the language of local leadership without changing aid’s underlying power relations. For Myanmar, this distinction matters deeply. Aid operates amid conflict, displacement, surveillance, contested authority and restrictions on civil society. Localisation cannot mean endlessly subcontracting delivery to actors closest to danger. It must strengthen community and frontline agency while ensuring that strategic decision-makers share risk and remain accountable. Donors, international agencies, national organisations and intermediaries must examine their incentives and treat affected communities as participants in how aid is imagined, designed and governed. If localisation is to mean more than institutional adaptation, it must move closer to the ground. It should focus less on who speaks the aid system’s language and more on whom communities trust as legitimate service providers; less on visibility and more on accountability; and less on shifting responsibilities downward than on honestly sharing power, risk and decisions. Only then can localisation reshape how aid relates to people. Si Thu Htin Aung is Atlantic Fellow for Health Equity in Southeast Asia, and a humanitarian, health advocate and development practitioner with a medical background.

ReliefWebReliefWebODI - Humanitarian Practice Network15 Sept

Sudan Situation Analysis: [31/8/2026] - [6/9/2026]

Country: Sudan Source: Data Friendly Space Please refer to the attached file. Executive Summary The Sudan crisis continues to represent one of the world's most severe humanitarian emergencies, with the conflict between the Sudanese Armed Forces (SAF) and Rapid Support Forces (RSF) driving unprecedented levels of displacement, violence, and suffering. This GANNET SituationHub report provides a comprehensive analysis of the operational environment and sectoral conditions affecting humanitarian response across Sudan. This analysis, produced through GANNET SituationHub's AI-powered platform with human-in-the-loop verification, synthesizes data from thousands of humanitarian sources to provide actionable insights for decision-makers, field teams, and donors responding to the Sudan crisis. The platform's real-time monitoring capabilities enable rapid identification of emerging needs and coordination gaps critical for effective humanitarian response. SituationHub: https://analysis.gannet.ai/sudan

ReliefWebReliefWebData Friendly Space15 Sept

Myanmar Situation Analysis: [31/8/2026] - [6/9/2026]

Country: Myanmar Source: Data Friendly Space Please refer to the attached file. Executive Summary Myanmar faces a protracted humanitarian emergency characterized by widespread displacement, ongoing armed conflict, severe economic deterioration, and compounding natural disasters. The crisis demands sustained international attention and coordinated humanitarian response across multiple sectors. The Myanmar crisis requires sustained engagement across diplomatic, humanitarian, and development channels. Immediate priorities include scaling humanitarian assistance, protecting civilian infrastructure, and maintaining pressure for political resolution while preparing for long-term recovery and resilience-building efforts. This analysis, produced through GANNET SituationHub's AI-powered platform with human-in-the-loop verification, synthesizes data from thousands of humanitarian sources to provide actionable insights for decision-makers, field teams, and donors responding to the Myanmar crisis. The platform's real-time monitoring capabilities enable rapid identification of emerging needs and coordination gaps critical for effective humanitarian response. SituationHub: https://analysis.gannet.ai/myanmar

ReliefWebReliefWebData Friendly Space15 Sept

occupied Palestinian territory (oPt) Situation Analysis: [31/8/2026] - [6/9/2026]

Country: occupied Palestinian territory Source: Data Friendly Space Please refer to the attached file. Executive Summary The Occupied Palestinian Territories face a catastrophic humanitarian crisis marked by severe food insecurity, mass displacement, and the near-collapse of essential services. In Gaza, the majority of the population relies entirely on humanitarian assistance, with widespread destruction of housing, health facilities, water infrastructure, and educational institutions compounding the challenges faced by displaced families. Harsh winter conditions, repeated evacuation orders, and constrained humanitarian access continue to threaten the safety and well-being of civilians, with children, pregnant women, and other vulnerable groups bearing a disproportionate burden. In the West Bank, escalating military operations, settler violence, and movement restrictions have driven significant displacement and disrupted access to livelihoods, healthcare, and education. Economic contraction and rising unemployment have eroded household resilience, while demolitions and settlement expansion threaten further territorial fragmentation. Across both territories, humanitarian organizations are working to scale up food assistance, shelter support, health services, and protection programming, yet persistent access barriers, funding shortfalls, and ongoing hostilities continue to outpace the response, leaving Palestinians in urgent need of sustained international support and durable solutions. This analysis, produced through GANNET SituationHub's AI-powered platform with human-in-the-loop verification, synthesizes data from thousands of humanitarian sources to provide actionable insights for decision-makers, field teams, and donors responding to the oPt crisis. The platform's real-time monitoring capabilities enable rapid identification of emerging needs and coordination gaps critical for effective humanitarian response. SituationHub: https://analysis.gannet.ai/opt

ReliefWebReliefWebData Friendly Space15 Sept

Lebanon Situation Analysis: [31/8/2026] - [6/9/2026]

Country: Lebanon Source: Data Friendly Space Please refer to the attached file. Executive Summary This Lebanon SituationHub report provides comprehensive situational analysis and actionable intelligence for humanitarian decision-makers responding to the ongoing crisis in Lebanon. The humanitarian situation in Lebanon requires coordinated, evidence-based response strategies. This SituationHub analysis provides the critical intelligence necessary for effective decision-making, enabling humanitarian actors to respond faster, allocate resources more effectively, and ultimately deliver better outcomes for affected populations. This analysis, produced through GANNET SituationHub's AI-powered platform with human-in-the-loop verification, synthesizes data from thousands of humanitarian sources to provide actionable insights for decision-makers, field teams, and donors responding to the Lebanon crisis. The platform's real-time monitoring capabilities enable rapid identification of emerging needs and coordination gaps critical for effective humanitarian response. SituationHub: https://analysis.gannet.ai/lebanon

ReliefWebReliefWebData Friendly Space15 Sept

World: GPC Interagency Field Support Trends Overview (January-June 2026)

Country: World Source: Protection Cluster Please refer to the attached file. The following report contains information about the trends in support requests received by the GPC between 1 January and 30 June 2026. The GPC tracks requests from country protection clusters, requests from global partners and requests from other coordination platforms. Between January and June 2026, the GPC addressed 556 support requests from cluster operations and partners, of which 192 concerned the thematic areas of GBV and child protection. Partners, task teams and other experts were involved in providing that support jointly with the GPC team.

ReliefWebReliefWebProtection Cluster15 Sept