On September 25, 2026, the seminar “Managing Humanitarian and Development Projects under Uncertainty,” co-organized by the Global Network Program, was held in a hybrid format. The seminar featured Mr. Yoshiyuki Oshima, Grants Manager at Education Cannot Wait (ECW), hosted by UNICEF.

The seminar provided participants with a practical opportunity to examine how humanitarian and development projects can respond to unexpected changes in circumstances while remaining faithful to their original objectives. Through case studies, participants learned the importance of identifying who is at risk and what needs to be protected when circumstances change, comparing feasible responses based on available evidence and clearly stated assumptions, and determining appropriate actions, responsible actors, and conditions for reviewing decisions.

Four situations commonly encountered in humanitarian and development projects were examined through case studies. The first case focused on a refugee camp management project and explored how to maintain a constructive relationship with government counterparts while protecting the project’s objectives, ensuring the appropriate use of public resources, and maintaining transparency in procurement procedures. The second case focused on an inclusive sports project for children and youth with disabilities and examined how to measure social inclusion beyond simply counting activities or equipment, while allowing participants themselves to define what meaningful outcomes look like. The third case examined the delivery of antiretroviral medication to a remote village clinic and considered the logistical and contingency arrangements required to maintain a reliable supply when planned delivery routes or supply processes fail. The fourth case addressed the sudden suspension of donor funding to government-linked programs following a political crisis and explored immediate responses and transition plans to ensure continued access to HIV treatment while addressing donor restrictions.

Participants were divided into four groups to discuss the respective cases. Each group considered a recommended response and its rationale, the principal risks involved, the actors and agreements required for initial action, and the conditions that would trigger a review of the chosen response, followed by presentations and a plenary discussion. Through these discussions, participants learned that sound project decision-making requires evidence, appropriate authorization, and clear documentation; that results should be defined from the perspectives of the people affected rather than solely by activities completed or resources delivered; and that credible contingency planning requires clear triggers, responsible actors, and dedicated resources. The importance of ensuring continued access to essential services before completing a project transition or handover was also emphasized.

Approximately 55 students and faculty members participated in the seminar, including around 25 in person and 30 online. The seminar provided a valuable opportunity for participants to gain practical insights into identifying risks, considering the potential impacts on affected populations, and developing feasible responses under uncertainty in humanitarian and development projects.