|
For over 10 years now, HCW has deliberately begun shifting to a focus on community collaboration and empowerment of local leaders in our work to prevent orphanhood. There are many components to this transition, including child welfare, cost effectiveness and sustainable change in the community. The focus of this article will be on the critical role of local leadership to own change initiatives in their communities and the role we now play in supporting and nurturing these local leaders to drive positive change. As a starting point for anyone in the non-profit arena, we should all acknowledge that it’s incredibly easy to disempower local leaders in the name of “doing good”…in our case, it was caring for children who had lost their parents. We wanted so much to care for each child, ensure they were healthy, get them to school, etc. Those are all worthy objectives. But approaching this work from our perception of one child’s immediate needs was short-term in nature and did not take into account the broader landscape that needs to be addressed to promote long-term change. Our stated goal is to help children worldwide and that goes beyond just caring for a single child in need. Although “what does this one single child need” might be a simpler problem to solve, our focus needed to be “how do we create a positive environment for children to grow up in?” If we don’t find ways to encourage education, create jobs, address community needs for adequate health care, etc. what lasting change have we accomplished in the long run? Given HCW’s desire to address these longer terms concerns as well as shorter term care of children, we had to do some hard, deep reflection on how we were operating. We found that we were often behaving in ways that were disempowering local leaders. We realized that we had become in many ways, the “decision-makers”, often directing the actions of local leaders for the good of the children we desired to serve. With this insight, we realized the inherent flaws in this approach. First, when we disempower local leaders, we assume that “we know best”…We have the answer; we know how to get something done; we know what is best for the children. This of course is presumptuous of us due to the culture differences, distance, resources, skills and knowledge. Additionally, this presumption often lead us to not listen adequately to local leaders and their perspectives. It was easier to tell them what to be done, and since we hold the purse strings, is it any wonder that they would acquiesce to our approach? Second, when we disempowered local leaders through our actions, we created a dynamic in the local population of “wait and see”. We found that decisions were not being made at the local level until leaders had heard from us…even if they knew the solution needed. This “wait and see” attitude has the affect of slowing everything down. Getting anything done would take longer and cost more when leaders waited for our approval to take action. Third, when we disempowered local leaders, the surrounding community saw their “wait and see” attitude which had the effect of undermining the trust and credibility of these leaders. People won’t follow leaders that they don’t trust and who lack credibility, which ends up having a negative effect on the community, even when local leaders try to initiate positive changes to improve the community. At HCW, we have been working on transitioning the way we work with our allies for quite a while now and though it hasn’t been easy, what we have found is that empowering local leaders, involving the entire community in change initiatives, and transitioning our roles to become supporters, nurturers, and consultants (vs. decision makers) brings about change faster and that change is much more likely to stick because there is now ownership at the local level. Change is no longer a “program” that we forced upon them; it is THEIR change efforts that are creating positive change. This results in greater success in both caring for children and helping to create strong, more resilient communities for these children to thrive in. Ultimately, we believe that is the key to addressing even the most pressing problems faced by our allies. Rick AumanChairman, Helping Children Worldwide Board of Directors
0 Comments
It Takes At Least Three Generations to Heal from Mass Family SeparationWhen Will We Stop Planting the Seeds of Intergenerational Trauma?We have long believed that family is the best place for a child to grow. "Common sense" derived from lived experiences formed cultural and religious attitudes about the importance of family, and they guided society a long time before we had empirical proof. But now we do. Why does it take a community so long to heal from Family Separation?"There is a great deal of research on the trauma suffered by children in being separated from family, going back a century, and evaluating harms on multiple populations by child and family separation. Scientific studies did not occur before the science of psychology found credibility in society - and that really only happened in the last century. Recognizing the validity of the evidence of individual harm caused by pulling children away from their parents and close family began with examining the impacts of intentionally harmful and willful acts of government, and then grew to include well-meaning acts of intentional separation, and inadvertent exacerbation of accidental separations. Over time, research identified the nature of the trauma, the impact of the trauma on the person experiencing it, the transmission of the trauma to others who did not directly experience it, and the requirements for healing the trauma. Familial separation is akin to a poison ingested by the human psyche. Like any other poison, without intentional healing interventions, the trauma spreads and the impact of the injury lingers. Unsurprisingly to those of us working here at HCW, it appears that Family Reunification and Empowerment is the antidote. Anna Freud & WWII Evacuations: The Seed of Intergenerational TraumaDuring WWII, Anna Freud (daughter of Sigmund) studied children evacuated from London. She examined the relative mental stability of children experiencing the horrors of war with their families, versus those who were experiencing less war, but more separation, and reported:
In her Observational Nursery studies, Freud found that separation from parents inflicted deeper psychological wounds than bombings. Later studies (by subsequent researchers) of similar evacuees conducted on adults in their old age revealed lifelong impacts—identity disruption, anxiety, and emotional distress—traced to those early separations. These effects were often passed on, not just to children but even grandchildren. Holocaust Survivors: Trauma Echoing into GrandchildrenResearch by Dr. Rachel Yehuda shows Holocaust trauma is passed intergenerationally through both behavior and biology. Children of survivors often exhibit PTSD symptoms and altered stress hormone profiles—despite never experiencing the camps themselves. Some findings suggest these effects persist into the third generation. Children of Enslaved Peoples: Enduring Colonial WoundsDr. Joy DeGruy’s work on Post Traumatic Slave Syndrome reveals persistent psychological injuries among African Americans rooted in slavery and systemic racism. These traumas manifest in family dynamics, community structures, and even physical health. The broader Intergenerational Colonial Trauma Syndrome (ICTS) framework connects these patterns to similar legacies in Gaza, Indigenous communities, and more. Indigenous Child Separations: The Stolen Generations & BeyondIn Australia, North America, and beyond, the forced removal of Indigenous children has devastated generations. Long-term effects include cultural loss, distrust of institutions, disrupted identity, and higher risks for mental illness and incarceration—still visible among descendants today. Global Refugee & Forced Separation TraumaStudies of refugee families—whether in Gaza, Ukraine, Xinjiang, or the U.S.–Mexico border—show that trauma from family separation lingers across generations. Even when reunified, families report anxiety, depression, and loss of identity among children and grandchildren who were never directly separated. Why Healing Takes Three Generations
What Comprehensive Healing Looks Like
A crucial requirement of healing is the intentional empowerment of families to regain control over their lives and reclaim their narrative. Healing isn’t just restoration—it’s re-creation. It requires caregivers to model resilience and dignity, pass on affirming language and cultural practices, and—eventually—rewrite inherited trauma responses. In time, empowered families transmit stories not of loss, but of strength, belonging, and hope. Even at the epigenetic level, the story begins to shift. Conclusion
Without structural reform, family empowerment, and generational investment, the cycle continues. With intentional care, communities can replace inherited trauma with inherited resilience. APA Reference List – Three Generations to HealBerthelot, N., Ensink, K., Bernazzani, O., Normandin, L., & Fonagy, P. (2015). Intergenerational transmission of attachment in abused and neglected mothers: The role of trauma‐specific reflective functioning. Infant Mental Health Journal, 36(2), 200–212. https://doi.org/10.1002/imhj.21499 Blue Knot Foundation. (2020). Intergenerational trauma: An overview. Blue Knot. https://blueknot.org.au/wp-content/uploads/2020/09/Intergenerational-TraumaV2.pdf DeGruy, J. (2017). Post traumatic slave syndrome: America’s legacy of enduring injury and healing (Updated ed.). Joy DeGruy Publications. PDF Duffy, M., Valentine, K., & Muir, K. (2022). Healing from intergenerational trauma: Narratives of connection. Journal of Indigenous Wellbeing, 7(1). https://www.tandfonline.com/doi/abs/10.1080/2201473X.2023.2260547 Halfon, R., & Yehuda, R. (2018). Intergenerational transmission of trauma effects: Putative role of epigenetic mechanisms. World Psychiatry, 17(3), 243–257. https://doi.org/10.1002/wps.20568 Husain, F., Anderson, M., Lopes Cardozo, B., Becknell, K., Blanton, C., Araki, D., ... & Vong, S. (2011). Prevalence of war-related mental health conditions and association with displacement status in postwar Liberia. JAMA, 306(5), 544–552. https://doi.org/10.1001/jama.2011.1095 Kellermann, N. P. F. (2001). Transmission of Holocaust trauma—An integrative view. Psychiatry, 64(3), 256–267. https://doi.org/10.1521/psyc.64.3.256.18464 Kirmayer, L. J., Gone, J. P., & Moses, J. (2014). Rethinking historical trauma. Transcultural Psychiatry, 51(3), 299–319. https://doi.org/10.1177/1363461514536358 Masten, A. S., & Narayan, A. J. (2012). Child development in the context of disaster, war, and terrorism: Pathways of risk and resilience. Annual Review of Psychology, 63, 227–257. https://doi.org/10.1146/annurev-psych-120710-100356 Robertson, J., & Robertson, J. (1989). Separation and the very young: Studies in deprivation and maternal care. Free Association Books. Sherwood, J., & Edwards, T. (2006). Decolonisation: A critical step for improving Aboriginal health. Contemporary Nurse, 22(2), 178–190. https://doi.org/10.5172/conu.2006.22.2.178 United Nations High Commissioner for Refugees (UNHCR). (2017). The impact of family separation on refugee children. https://www.unhcr.org/en-us/publications/brochures/5fa1df264/impact-family-separation-refugee-children.html Yehuda, R., Daskalakis, N. P., Desarnaud, F., Makotkine, I., Lehrner, A., Koch, E., ... & Meaney, M. J. (2015). Holocaust exposure induced intergenerational effects on FKBP5 methylation. Biological Psychiatry, 80(5), 372–380. https://doi.org/10.1016/j.biopsych.2015.08.005 Zubizarreta, D. (2025). Intergenerational Colonial Trauma Syndrome (ICTS): A critical framework for understanding the continuum of genocidal trauma. ResearchGate. ResearchGate Guest Post by:George Kulanda, Case Management Supervisor, Child Reintegration Centre Having spent years in child welfare and protection, and working in communities, I have seen firsthand the life changing power that happens when local leaders are empowered to guide the future of their own communities. While well-meant external interventions can provide short-term assistance or resources, lasting, meaningful change can only take root through local ownership, and coordination. Here’s why empowering local leaders is not just important—it is essential for sustainable progress.
Local Leaders Know Their Communities Best Local leaders are in a better position to address a community’s weaknesses and strengths than those who do not live and work there. Local leaders are entirely familiar with the cultural norms, historical context, and dynamics that shape everyday life operations. They know the exact needs of their people and can proffer appropriate solutions that might be overlooked by outsiders. When local leaders are at the helm of affairs, interventions and supports are more likely to be relevant, respectful, and effective because they reflect the lived experiences of those involved rather than distant theories or assumptions. When local leaders take the reins, they adopt the approach to fit local customs and realities, reaching more people and achieving better outcomes. This promotes the belief that local insight is indispensable. Empowerment Fosters Ownership and Reduces Dependency One of the greatest pitfalls of traditional aid and development is the creation of dependency. When solutions are imposed from the outside, communities may come to rely on external resources, expertise, or direction, undermining their own capacity to solve and address issues. Empowerment changes the narrative. When local leaders have authority, resources, and trust, they become invested in both the process and the outcome. This sense of ownership motivates action, accountability, and innovation. Communities led by their own members are more likely to sustain progress long after external support ends. Empowering local leaders to tackle challenges with creativity and resilience, often results in approaches that are more cost-effective and culturally appropriate than anything devised elsewhere. Collaboration as the Foundation for Real Change Empowering local leaders does not mean isolating them. The most effective and enduring change happens through collaboration within communities and between communities and outside partners. Local leaders who are uniquely positioned alongside stakeholders, build trust, and facilitate dialogue. Collaboration can bridge divides and help local leaders to navigate conflicts in ways that outsiders cannot. Through collaboration, diverse voices are heard, and shared solutions emerge. It’s in these spaces that brilliant ideas flourish and collective action gains momentum. The process itself strengthens the social fabric and builds the capacity needed to address future challenges. The Role of Outside Partners: Support, Don’t Control Outside partners may include NGOs, international donors, agencies or governments— and all have an important role to play, but it is not to dictate or dominate. The most effective support comes from those who listen first, who seek to understand, and who are willing to share power and resources. True partnership means providing resources, knowledge, or connections while respecting local autonomy and leadership. There are cases where outside partners act as mentors, facilitators, or advocates, helping local leaders access funding, develop skills, or connect with broader networks. This approach honors the dignity and expertise of local actors while ensuring that external contributions are additive, not directive. Conclusion: The Path to Sustainable Change Empowering local leaders is not just a strategy it is necessary for communities seeking lasting, significant changes. It is about trusting those that live, feel and experience the problems to shape the solutions. It is about building capacity, fostering ownership, and enabling collaboration. And it is about recognizing that real progress comes not from control, but from partnership and respect. If we want a world where change continues, we must put our faith and our resources in the hands of local leaders. They are the architects of their own futures, and our job is to walk alongside them, not ahead of them. |
Follow us on social media
Archive
January 2026
Click the button to read heartfelt tributes to a beloved Bishop, co- founder of our mission!
Post
|