While I came to Jordan in July 2024 for around 2 weeks to take care of personal matters, I also took the opportunity to meet friends, ex-colleagues, and a wide range of people from the humanitarian community and the private sector. Jordan, as usual, was charming in its own way, filled with hospitality, deep conversations, rich culture, and a passionate community.
Jordan has a large humanitarian community, with people working for Jordan operations, the Whole of Syria intervention, oPt response, and regional offices. Many also pass through Jordan en route to Yemen or visit for R&R.
I noticed a trend among many of those I met: a sense of frustration with the role of NGOs in Gaza and the challenges of access, which require more work at a global level by HQs and UN Agencies.
I was surprised to see that in all conversations about Gaza, Sudan was also mentioned, highlighting the frustration over how Sudan and other crises are being neglected with a lack of attention and support.
The passion I saw in Jordan about making a difference is beyond description—an energy filled with humanity, strategy and vision. Hearing about the localized interventions in the Whole of Syria operations and how INGOs are building bridges and empowering local NGOs was particularly inspiring.
Despite the region facing daily challenges and growing needs, the capacity, knowledge, and talent of those working in Jordan’s country operations, Whole of Syria, oPt response, and regional offices are more than capable of responding, adapting, and leading. The international community, HQs, and donors need to invest in, support, and give them the space to lead.
Diversity in leadership was a common topic in all conversations. While there is some progress in mid-management diversity, celebrated by many, there is frustration that NGOs are not addressing this at an institutional level, with leadership at higher levels still lacking the same progress. I heard a lot about donor fatigue for Jordan operations and how the refugee response is being neglected in high-level conversations within the international community. Many were in standby mode, driven by potential developments in Lebanon and its impact on the region.
Listening to friends and colleagues working at the regional level was enlightening. I strongly believe that INGOs must invest in their Middle East regional offices, as these offices are crucial for harmonization, alignment, coordination, and providing regional leadership interventions. The Middle East dynamics and culture require such regional efforts.
It was impressive to see the capacity of the Jordanians, Palestinians, and Syrians working here, but also disappointing that they are not getting opportunities to grow in the sector and take leadership roles. The preference for expat/international staff and the difficulty in obtaining visas for other countries remain barriers. While I felt privileged to have managed opportunities despite these difficulties, I was disappointed that these issues still act as a glass ceiling, holding many back from growing in the sector and achieving their goals.
Meeting friends passing through Jordan and waiting for UNHAS flights to Yemen was very interesting, hearing about the challenging humanitarian situation and the decreasing funding and attention to the crisis. Socializing with friends and colleagues was always fun and filled with stories from different country operations. It was impressive how our funny and sad stories turned into discussions around programming and operations, often ending with writing official emails to start partnerships or coordination on something, or exchanging materials or information.
Hearing all the conversations about protection and MHPSS interventions was energizing. Listening to discussions around inclusive programming was impressive, particularly how NGOs are focusing more on including people with disabilities and relying on local partners to design and implement these programs. The stories from Northeast Syria brought back many good and bad memories, but hearing how small efforts are making an impact and how organizations are trying to invest more in national staff was encouraging.
I had a few conversations about joint missions some organizations are undertaking in oPt, an interesting modality focusing on programming and partnerships while reducing operational costs like office space, warehousing, safety, transportation, and more. This modality is cost-efficient and provides value for money.
The hospitality of the people, the generosity of the country, and the rich conversations refreshed my perspectives, enhanced my understanding of the needs, and strengthened my belief in the importance of investing in local partners and national staff, as well as supporting the leadership roles that regional offices are taking. The growing needs in the region across all countries underscore the crucial role the international community must play—starting by listening to those on the ground, supporting them, trusting them, empowering them, and giving them the space to lead.
I’m leaving this beautiful country and these talented humanitarians with deep appreciation for their efforts and passion, but with more questions about the effectiveness of the sector’s global leadership. The global leadership and the international community have an obligation to listen to those who are in the field, to truly understand their challenges and support their invaluable work.
To my friends, colleagues, and those I have yet to meet working at the global level, I urge you to engage with the field. Understand their challenges, listen to their insights, and support their efforts. Let’s not just talk about making a difference—let’s make it happen. We must bridge the gap between policy and practice, between leadership and those on the ground. Our collective strength and empathy will drive the change we seek.
Ali Al Mokdad
