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Begin New Search Topic Institutions Author Patrick Saez

1. How Do Humanitarian Donors Make Decisions, and What Is the Scope for Change?

Author:
Rose Worden and Patrick Saez
Publication Date:
10-2021
Content Type:
Working Paper
Institution:
Center for Global Development (CGD)
Abstract:
n this policy paper we review donor responses to a survey and interviews to probe the effects of the broader political and economic context in which donors operate, and identify internal constraints on humanitarian funding, planning, and making allocative decisions. We identify and highlight perceived and real constraints with which donors contend when making decisions on how to allocate limited resources. The way humanitarian donors fund is key to system-wide efficiency, effectiveness, and reforms in the humanitarian system. Donors face competing priorities when engaging in humanitarian response. They care about retaining control, must rely on limited information sources to inform decisions, and balance their approaches with other foreign policy objectives. Institutional legacies, trust, and visibility for their efforts also matter to donors. These factors have shaped how donors have approach their current commitments to Grand Bargain reforms as donors prepare to engage with the newest iteration of reform—the Grand Bargain 2.0.
Topic:
Humanitarian Aid, Reform, Institutions, and Donors
Political Geography:
Global Focus

2. Effective Humanitarian Governance

Author:
Patrick Saez, Jeremy Konyndyk, and Rose Worden
Publication Date:
10-2021
Content Type:
Working Paper
Institution:
Center for Global Development (CGD)
Abstract:
This paper argues that humanitarian system reform should extend to governance. Governing institutions—such as member state boards of multilateral organizations, and NGO boards of directors—have tremendous influence over the strategic direction of individual institutions and the sector writ large. But governing bodies of humanitarian organizations and system-wide governance are exclusive, organizing power and influence around a few governments, organizations, and individuals. There are few entry points for aid agencies’ downstream clients, or for host governments with the willingness and capacity to take the lead in disaster response. Moving toward a sector where mission effectiveness is measured through partnerships rather than agency capabilities, and outcomes rather than fundraising totals, will depend on governance bodies that promote and monitor those priorities. This will require more direct representation of the views of communities affected by crises in governing bodies, in the relationships between donors and their partners, and in supporting national and local humanitarian governance in countries that have demonstrated their ability to lead the response to disasters impartially. Multistakeholder platforms at the global and country level should be established to align behind common needs assessments and policy directions, and to mobilize and align resources accordingly. Finally, assessing collective effectiveness should become an independent function systematically deployed alongside humanitarian operations, directly informing governing structures, donors, and the public.
Topic:
Governance, Institutions, NGOs, and Humanitarian Crisis
Political Geography:
Global Focus