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Today, we sit down with Luigi Grando, Director of the Latin America and Caribbean Geographic Area, to discuss development and change in the region.
Check out the first interviews in our #5Questions series with Deborah Rezzoagli and Gianluca Falcitelli. And stay tuned for more insightful conversations coming soon!
My academic foundation lies in Development Economics from the Faculty of Political Economy, with a thesis on the monitoring and evaluation of cooperative initiatives. Therefore, upon learning of the postgraduate program in Pantalla di Todi, I promptly applied. The course proved to be both enriching and enjoyable, fostering a strong sense of community among participants, with several developing enduring friendships.
My engagement with Latin America was solidified through a post-course internship in Colombia with CISP. This experience was exceptionally rewarding, offering a blend of intellectual stimulation and practical application. Subsequently, a pivotal phone call from Carlo Tassara, a CISP founder, while I was in London just before Christmas 1994: “How about an opportunity to work in Colombia?” By New Year's Eve I was in Cartagena. Carlo served as an invaluable mentor, providing guidance, support, and instruction. Our relationship evolved into a deep and meaningful friendship, and CISP became “my” story, too. I also greatly admired Paolo Dieci, for his unique vision and style. Life involves an element of chance, and I consider myself fortunate to have had the privilege of learning and working alongside the both of them.
The landscape of international cooperation in Latin America has undergone a significant transformation, marked by two pivotal shifts. Firstly, the United States' decision to withdraw its cooperation agency, with the exception of Argentina, effectively eliminated its presence in the region. Secondly, the European Union has prioritized its Global Gateway initiative, focusing on large-scale interventions in key sectors for both European and Latin American interests. These changes represent distinct approaches to development paradigms. Currently, development challenges are being addressed through the lens of 'New Structural Economics,' championed by China. This model emphasizes substantial private investment, supported by cooperative efforts, in sectors like trade, entrepreneurship, and vocational training aligned with private sector demands. In the European context, 'inclusive' strategies aim to integrate marginalized populations as beneficiaries of these investments.
For CISP over the past two decades, our work has gone two ways: responding to emergencies, particularly displacement in Colombia, Venezuelan migration, and risk management in Argentina, alongside developing integrated, community-centered action plans. These plans prioritize empowerment and capacity building, especially for youth and women, embodying our principle of 'rights, facts, people.'
To achieve this, we've innovated with tools like ICAMP (Instrumento para la Caracterización y Análisis Multidimensional de la Población), territorial agreements, and Small Priority Investments. We emphasize socio-emotional skills through sports, culture, and integrate these skills across project activities, including democratic school initiatives. Our core belief is that local communities are the catalysts for change. We provide them with resources and opportunities, fostering trust for future progress. Without this trust, the only options are escape, whether through migration or, tragically, suicide, as seen with the youth of Merida where we built a community park underneath the “suicide bridge”. We approach these challenges with humility and deep respect, and with immense admiration for our dedicated colleagues working tirelessly for their communities and families.
Our primary focus is to develop sustainable models for positive change that extend beyond traditional cooperation projects. While territorial agreements offer a promising approach, their implementation faces two key challenges. Firstly, there's a prevailing expectation within communities (and among donors) for immediate, tangible benefits from projects—the 'what's in it for me?' mentality. Secondly, our staff sometimes has to rigidly adhere to logical frameworks, leading to overly schematic execution. To address these issues, we've adopted a three-way strategy: 1. Data-driven management, 2. Using socio-emotional skills (CSE) as an 'agency' tool, and 3. Placing communities and individuals at the center (territorial agreements). To support this strategy, we've established: a continuous learning and knowledge-sharing platform; strategic partnerships with diverse stakeholders (in Europe and Latin America), both within and beyond the traditional cooperation sector; and an Innovation Office to foster critical thinking, technological advancement, and systemic and managerial improvements.
Is there a project that holds a special place in your experience?
Each project presents a unique experience, as its true essence lies not in its structure, but in the individuals involved. However, two projects stand out as particularly significant, one for its emotional impact, the other for its technical achievement.
Emotionally, my first project, the construction of a youth hostel, remains deeply meaningful. Over a decade later, I received a call from a former participant who shared his journey, expressing profound gratitude for our intervention, which he credited with saving his life. Technically, the 'Social Cohesion and Development' project in Medellin was pivotal. It enabled us to refine our territorial agreement strategy, a methodology that has since guided our subsequent endeavors.
How do you foresee the evolution of international cooperation?
I remain optimistic that international cooperation will be crucial, perhaps even more so in light of the evolving geopolitical landscape following the Trump era, especially for those of us committed to democratic principles and European values.
We must reimagine our approach to cooperation, moving beyond conventional tools and projects. Our focus should be on driving tangible change, while shedding the insular technicalities that often plague the cooperation system. This necessitates a fundamental shift in mindset, potentially requiring new priorities, or a renewed perspective on core values. As Ricoeur suggests, we must strive for 'a good life—with and for others—in just institutions’.
