The failure of the humanitarian ecosystem to evolve and adapt to global transformations and new types of crises is a complex issue, rooted in both the opportunistic nature of ODA flow governance and the entrenched value chain of formal humanitarian actors. Despite significant global changes in recent decades, including the rise of regionalism and new types of crises, the value chain of formal humanitarian actors has remained largely unchanged. This resistance to change perpetuates a short-termism trap that hinders strategic development and limits the potential impact of humanitarian efforts.

One key factor contributing to this resistance to change is the reliance of the formal humanitarian actors’ value chain on official development assistance (ODA) flows. This addiction to ODA hinders the ability of formal humanitarian actors to adapt and innovate, perpetuating a culture of reactivity. Additionally, the pursuit of financial growth has led formal humanitarian actors to adopt “brand” strategies and top-down decision-making approaches, drawing on marketing and communication resources borrowed from the business sector (CRS Europe, 2004).

This opportunistic alliance has contributed to the crystallization of the formal humanitarian actors’ value chain and the adoption of the belief that "growth creates impact" as a new mantra for humanitarian CEOs (Barnett, 2013). However, the people and communities affected by humanitarian crises are not stakeholders of formal humanitarian actors, and are instead viewed as "beneficiaries" with little to no say in decision-making processes (O'Brien & Barnett, 2015). This lack of stakeholder involvement in decision-making processes can lead to a lack of accountability and responsiveness to the needs of crisis-affected populations.

In order to break free from the short-termism trap and better serve those in need, the humanitarian ecosystem must undergo a fundamental shift in its approach and values. This will require a rethinking of the value chain of formal humanitarian actors, moving away from the culture of reactivity and the pursuit of growth, and instead prioritizing the needs and voices of those affected by humanitarian crises. Only then can the humanitarian ecosystem truly fulfill its potential to provide effective and lasting assistance.

References:

Barnett, M. (2013). Empire of humanity: A history of humanitarianism. Cornell University Press.

CSR Europe (2004). Engaging with NGOs: challenging but rewarding? Workshop Series Report, Paris, https://www.orse.org/fichier/2406,

O'Brien, K., & Barnett, M. (Eds.). (2015). Humanitarianism in question: Politics, power, ethics. Cornell University Press.