Development from a distance: Exploring an international non‐profit's interactions with communities during the COVID‐19 pandemic

Abstract

A case study analysis of an international development non‐profit identifies strategies and decision‐making processes utilized to engage community members in person and virtually during the first year of the COVID‐19 pandemic. The strategies employed led to a continuation of projects in the field, potentially excluding some stakeholder groups from decision‐making processes at the community level. Staff members described how power dynamics and geographic distance affected internal decision‐making for community involvement, highlighting the importance of adopting a critical self‐reflection approach to facilitate communication among an intercultural team for more equitable community engagement.