How do you define resilience?
Resilience is the ability to absorb a shock, stress, or change, but it is also about the ability to transform in response to that change.
Resilience means adapting and transforming, which may not necessarily result in going back to where you started. In the Global South, this is particularly important because you do not want to end up back in a place of poverty, vulnerability, or marginalization. The idea is to turn crises into opportunities for transformation.
This includes rethinking how we are set up and, importantly, how we can influence the structures around us. Paradigms drive structures, which drive processes, which then drive behavior, so changing these systems is key to resilience.
What is Global Resilience Partnership’s approach to resilience, and how did it come about?
GRP was set up 11 years ago to identify and scale on-the-ground resilience initiatives. It came about in response to the total lack of programs aimed at building resilience, and to the fragmented understanding of the term across sectors and regions. GRP’s programs are all locally led or at least have a strong local buy-in. From these projects and related research, we generate more knowledge about resilience that shapes policy for decision-makers in governments and businesses. Our mandate is mainly the Global South, where it matters. Our partners and funders, about 90 in total, are a mix of private sector, governments, INGOs, and crucially, those active on the ground.
What is the biggest barrier to building community-level resilience?
Attributes like adaptability, agility, connectivity, mobility, and collaboration are essential for resilience. However, these qualities are often difficult to implement because they require trust. Take Sweden, for example, where there is an implicit trust in the system. But in other countries, this trust might not exist, and people may not feel they are getting the services they deserve despite paying taxes. To solve big problems, collaboration is crucial—whether it is resource sharing, bailing someone out, or simply learning from each other’s experiences. This creates a more resilient system. Resilience is not the ability to withstand good change. We need to apply thought to it. In some cases, we need transformation, such as with the fossil fuel industry.
Can you share a project or partnership that built tangible resilience, and the lessons you learned?
Resilience is not a fixed state; it is a live matter. We have seen it at the community level in several places. A project in Kordofan, Sudan, for example, which had been ongoing for about three years, focused on financial inclusion, connecting farmer groups—mainly women—on market creation, best practices for farming, and access to credit. When the civil war broke out, we feared the project would fail. However, the communities, despite the unrest, managed to mobilize. They used digital platforms to stay connected, and through this, they were able to provide a safe space for people fleeing the war, especially women and children. They coordinated with rescue agencies to find refugee camps, and although the situation was not perfect, at least they were not left to perish. Despite the harsh environment, they were able to sustain the project and continue harvesting non-wood forest products like frankincense and gum arabica, finding markets for them, and maintaining some stability through collaboration.
Another important project around ocean and coastal resilience was focused on innovation. Innovation often requires external support, including legal, accounting, and marketing expertise. Resilience requires creativity and collaboration, and we worked to create an ecosystem where entrepreneurs could thrive. Five years later, the initiative has grown into innovations such as seaweed farming, mangrove reforestation, insurance, early warning systems, and satellite mapping. These help with everything from carbon tracking to city and coastal planning, attracting new investors and funders.
How do you track the real-world impact of initiatives over time, and what measurements do you consider critical for success?
Sustainability and resilience are very closely related, but resilience often involves transformation. We assess the environmental impact, but also the impact on other factors like food systems, community relationships, and social cohesion. Does an initiative break down communities, or does it strengthen the ties between them? These are critical factors. We also track how our projects influence the wider social and economic landscape, considering both the immediate and long-term effects.
What needs to be addressed to advance resilience support for vulnerable communities in the next five years?
We do not know exactly where we need to end up, but we know the things we need to do today. We need more knowledge sharing, innovation, and funding to create an environment where resilience innovation can thrive and benefit everyone—businesses, governments, and the environment. We also need to address the language barriers between the private sector, governments, environmentalists, and climate scientists, which is a major challenge.
At GRP, we are currently working on the "resilience science must-knows for decision-makers." This is a process, which involves researchers from both the Global North and Global South synthesizing key insights from resilience science. This will be distilled into a set of 8-10 must-knows to guide decision-makers. Governments, Fortune 500 companies, big DFIs, and philanthropists will be involved to shape the way forward.
