For more than a decade, reform efforts have attempted to put crisis-affected people at the center of humanitarian response, and make the system more cohesive and responsive. These reforms have produced ever-heavier coordination systems and technocratic guidance, but have targeted the symptoms of the system’s shortcomings rather than the causes. Traditional humanitarian response remains plagued by deep power imbalances, needless rivalries between organizations, and perverse institutional incentives. A new approach is badly needed—one that builds on the aspirations of earlier reform efforts while explicitly tackling the red-line issues that have long undermined them. A new multi-year research initiative at the Center for Global Development (CGD) aims to do just that: develop concrete, pragmatic, and actionable reform options to overhaul the outdated power structures and institutional incentives that have long skewed the humanitarian system’s behavior.
Disrupting the traditional humanitarian business model holds risks that must be managed carefully. If this disruption proceeds in an ad hoc manner, it could harm humanitarian effectiveness. Donors should reexamine their funding practices and work closely with aid groups to ensure these changes deliver constructive outcomes for populations in need.
The lack of well-defined core priorities has enabled structural fragmentation across the more than 20 agencies that together constitute the US development architecture, making resource optimization and policy coordination nearly impossible.