In times of fragility, there are extra burdens and vulnerabilities for women and girls, but also openings and fluid social norms. Through sound analysis and locally rooted project design, transformative work can take place.

Partnerships matter: They should be as local as possible, while reaching out to less traditional partners (such as the private sector) as well. This also means searching for complementarity to other (local) actions. A nexus approach does not mean working on every aspect of the human-development-peace spectrum; consortia and innovative partnerships can make a crucial contribution by pooling resources, sharing expertise and combining knowledge/learning production to multiply impact.

Management matters: Implementing successful nexus programming requires our management systems to be much more adaptive, flexible, and open to learning, with a strong commitment of managers to communicate across traditional silos (of humanitarian-development-peace). This approach will also ask more from our support systems, stressing the need for high programme quality (M&E, HR systems).