This research by NSDation Consultancy Services explores the local humanitarian landscape in the aftermath of the response to the earthquakes in Türkiye and Syria, that showcased a diverse and extensive network of organisations, each playing a pivotal role in the response. This network included grassroots volunteer groups, community-based organisations (CBOs), civil society organisations (CSOs), and non-governmental organisations (NGOs). Together, these entities represented a mosaic of efforts, from informal, community-driven initiatives to formalised organisations with significant operational capacity.
In Syria, smaller CBOs and grassroots networks provided rapid and localised responses, leveraging their deep community ties and contextual knowledge to address immediate needs. Larger Syrian CSOs, often licensed in Türkiye, utilised pre-existing partnerships and legal registrations to scale their operations and access international funding. Meanwhile, in Türkiye, the response was characterised by an interplay of national CSOs and grassroots organisations, as well as partnerships with intermediary organisations that facilitated funding and technical support. These diverse actors collectively formed a complex ecosystem that bridged gaps in resources and expertise, enabling a multi-layered response to the crisis.
Key themes
Funding models and resource allocation
The earthquake response highlighted significant disparities in funding models and resource allocation. While larger organisations benefited from diversified donor bases and long-standing partnerships, smaller CBOs struggled with limited access to funding streams, reliance on short-term grants, and exclusion from administrative cost coverage. These dynamic exacerbated inequities, particularly for grassroots actors who were critical in reaching underserved populations.
Organisational adaptation and governance
Many organisations demonstrated adaptability by decentralising decision-making and revising governance structures to improve crisis responsiveness. However, the push for formalisation among smaller organisations often led to operational inefficiencies and mission drift. Larger CSOs successfully leveraged established networks to mobilise resources, while smaller entities often relied on informal collaborations and community-driven efforts, underscoring the need for more inclusive and equitable governance models.
Partnership dynamics
Pre-existing partnerships with intermediary organisations enabled larger CSOs to mobilise quickly and integrate technical expertise, ensuring structured responses. In contrast, smaller organisations, unable to meet stringent partnership criteria, relied on grassroots networks and informal collaborations. Power imbalances within partnerships often relegated local actors to implementer roles, limiting their strategic influence and autonomy.
Sustainability and capacity building
The transition from emergency funding to long-term recovery exposed vulnerabilities in organisational sustainability. Short-term funding cycles left many organisations unable to plan strategically, while limited investment in capacity-building efforts hindered their ability to scale. Collaborative approaches, including private-sector partnerships and income-generating projects, showed potential but require further investment and strategic alignment.
NSDation Consultancy Services is a consultancy and project management firm with an office in Türkiye specialised in developing and implementing Monitoring, Evaluation, Accountability, and Learning (MEAL) systems, conducting project evaluations, designing and monitoring ongoing projects within international frameworks, and conducting capacity building activities.
This research was commissioned by the Humanitarian Leadership Academy (HLA) and funded by the Disasters Emergency Committee (DEC).