5 Things Tech-Focused NGOs in Iraq Need to Stop Doing

The infrastructure of local and international non-governmental organisations (NGOs) in Iraq has long been entwined with a culture of handouts. During times of crisis, these NGOs swiftly established a foothold and enlisted locals to execute aid programmes for affected regions.

While NGOs primarily rely on funding from the international community, this financial support is contingent on the prevailing circumstances and needs in different parts of Iraq. This was evident when ISIS seized control of up to 40% of northern Iraq in 2014, prompting a redirection of international funds to cover these areas. Consequently, some NGOs secured long-term operations in these regions, necessitating the expansion of their offices and recruitment of additional staff, regardless of their specialty, mission, or strategic goals. This rapid expansion has negatively impacted the quality of services they were originally meant to provide.

NGOs heavily rely on project funds, leaving limited resources and opportunities for staff development and training. To cope with increased demands, these organisations have been compelled to lower their employment standards. Even in emergency situations, recruiting highly skilled employees in some parts of Iraq, notably in the south and northern Baghdad, is challenging.

The unprepared expansion has inadvertently reinforced stereotypes about aid workers, linking them to scandals involving corruption, discrimination, racism, and more. Between 2018 and 2019, as the emergency phase concluded and NGOs shifted focus toward promoting stability and economic recovery, emphasis was placed on fostering technological and innovative skills among those affected by displacement. However, this shift revealed that the existing infrastructure of NGOs in Iraq was ill-prepared for technology-related programmes as it did not align with their operational models or experience.

Technological Aid in Iraq

For NGOs to be effective, they must adopt a hyper-localised approach that serves people as partners rather than mere “beneficiaries.” Many organisations impose their versions of how things should be done to help those deemed “disadvantaged” or “in need.” To add value to the Iraqi context, serious efforts should be made to change current attitudes and work collaboratively with local communities instead of applying top-down strategies. Multiple actors are involved in growing a startup and technology ecosystem in Iraq; every move made now will create ripple effects for future businesses and livelihoods. Building effective ecosystems requires careful steps that are sensitive to contextual realities; failing to do so will distort opportunities for future generations.

1. Stop Working Outside Your Expertise

The nature of the non-profit sector often involves chasing funding from various sources—international governmental and non-governmental organisations that provide grants and technical assistance. This dependence leaves civil society vulnerable if funding dries up. Successful nonprofits have cultivated extensive networks with INGO leaders over time and have persuaded donors of their capacity across multiple disciplines by legitimising this claim through internal structures that bestow expert titles upon founding members. However, this raises questions about the true requirements for expertise in a field. While passion for effecting change is essential, the reality is more complex; when fundraising becomes unnecessary, the NGO sector risks devolving into a business model focused on securing resources rather than genuine community engagement.

The issue of working outside one’s expertise is further complicated by the role of privilege, particularly white privilege, in the NGO sector in Iraq. This has led to situations where founders with no business experience have been entrusted to run incubators and receive substantial funding, or individuals without technical backgrounds have been put in charge of technical training programs. While hard work is undoubtedly a factor in success, it’s crucial to acknowledge that networks and privilege often play a significant role in determining who gets these opportunities. This dynamic not only undermines the effectiveness of aid efforts but also perpetuates a system where connections and background may outweigh genuine expertise and local knowledge.

2. Stop Paying People to Join Your Course

Incentives can be beneficial but must be reasonable. Paying participants to join a course can attract individuals who lack genuine interest in the topic but are motivated solely by financial compensation. This practice can lead to a lose-lose situation where participants may not engage meaningfully with the content. Instead of offering direct payments or free courses, consider implementing alternative strategies such as scholarships or nominal fees that signify commitment. The effectiveness of a programme should be judged by its alignment with participants’ needs rather than merely meeting reporting metrics for donors. Offering free courses has fostered a mindset of dependency among communities expecting continuous access without personal investment.

NGOs should carefully consider the legacy they leave behind with each training program, especially in a context where funding could be cut at any moment. The prevalent practice of offering free courses has unintentionally fostered a mindset of aid dependency among communities. Over time, this has led people to expect free training opportunities, assuming they will always be available without any personal investment. While the intention behind offering free courses is often noble in aiming to increase accessibility, it risks devaluing the training and perpetuating a cycle where individuals rely on external aid rather than developing self-sufficiency.

This doesn’t mean NGOs should start charging exorbitant fees—often, a token price is enough to signify commitment and value. There should always be exceptions for those who genuinely cannot afford to pay but are eager to learn. However, it’s crucial to recognise that applying a blanket stereotype of a ‘person in need’ to an entire population is neither effective nor sustainable in the long term. In fact, it can undermine local businesses trying to sell similar courses as they struggle to find paying customers.

3. Stop Ignoring Iraqi Voices

Popular Western models are often imposed on Iraq without consideration for local culture and traditions. Students in Iraq lack access to resources available elsewhere, including family support systems, international travel, and exposure to diverse educational environments. In some courses, Iraqis are taught that they should understand the customer persona, adopt design thinking and conduct basic market research before launching a business – but why don’t these recommendations apply to projects that NGOs bring to Iraq?

Many Iraqi youth are told they could become “the next Mark Zuckerberg,” yet this narrative overlooks significant barriers they face compared to their Western counterparts who benefit from extensive networks and educational opportunities. The conversations many Iraqis engage in often occur within homogenous groups that limit exposure to diverse perspectives and critical thinking opportunities. As a result, critical thinking is dismissed, as students may not be challenged to consider alternative viewpoints or engage in deeper analysis beyond their shared experiences.

The path forward requires genuine listening, respect for local knowledge, and creating platforms that amplify Iraqi voices instead of speaking over them. NGOs must recognise that innovation, entrepreneurship, and problem-solving are not exclusive Western domains, but universal human capabilities that flourish when given the right support, context, and genuine opportunity.

4. Stop Perpetuating Western Privilege

The term “third world countries” has become synonymous with inexperienced Westerners imposing their “help” while gaining work experience at the same time. Even well-intentioned aid efforts can create dependency on Western assistance over time. While expats may have valuable expertise to offer, their role should focus on supporting local organisations rather than leading projects. In emergency situations, anyone can contribute to minimising losses; however, during stability phases, the goal shifts towards helping communities rebuild and reintegrate sustainably without creating reliance on foreign aid.

Aid workers should focus on building local capacity through workforce development programmes that attract new graduates while prioritising merit-based hiring practices.

5. Stop Using Oppressive Terminology

Terms like “beneficiaries,” “empower,” “third-world countries,” and “the field” perpetuate colonial attitudes that reinforce power imbalances between aid providers and recipients. Such terminology suggests that NGOs come from enlightened backgrounds ready to rescue “primitive” peoples from oppression.

NGOs must critically examine their internal communications and project descriptions for neocolonial language that shapes narratives about Iraqis and undermines their agency. It is essential to prioritise language that humanises local communities while reflecting their perspectives authentically.

In conclusion, NGOs working in Iraq should focus on one key thing: intent and impact rather than merely chasing funding opportunities. By addressing these five critical areas—expertise alignment, participant engagement strategies, inclusion of local voices, reduction of dependency on Western privilege, and thoughtful language use—NGOs can create more meaningful partnerships with Iraqi communities and foster sustainable development that respects local contexts and aspirations.