This content was first published as a report abstract authored by Cohere. Read the full report, “Trust Building and Due Diligence,” here.
Cohere’s position paper calls for a fundamental rethinking of how humanitarian financing and due diligence are practised. Current systems, designed largely by and for donors in the global North, rely on institutional paperwork as a proxy for trust. These systems often exclude the very organisations closest to communities affected by displacement. In many parts of the world communities have varied relationships with banks, auditors, registries and authorities and relying on institution backed documentation in setting universal standards is not appropriate.
The result is a process that rewards those able to navigate bureaucratic expectations rather than those trusted by their communities. Through extensive dialogue with refugee-led and community-based organisations, as well as with donors, this paper shows that rigid due diligence not only wastes time and resources but also reinforces colonial patterns of control. It narrows who can participate, sidelines marginalised leaders, and at times exposes community representatives to unnecessary personal risk. Even donors recognise that their systems, while intended to safeguard funds, can distort local priorities and erode trust. Cohere argues that the inclusion of the most marginalised is only achievable through trust-based human relationships, not through paperwork or systems of surveillance.
The paper proposes practical ways to rebuild trust and accountability in humanitarian financing. Due diligence should be adapted to context, recognising local forms of verification such as community attestations or informal records. Trust must be built gradually through experience and collaboration, with donors accompanying rather than auditing partners. Relationships should replace transactions as the foundation of accountability. Donors should share control of agendas, move away from measuring impact through crude metrics, and prioritise
inclusive leadership grounded in local legitimacy. Above all, the sector must commit to continuous learning, reflection and humility, treating relationship-building as central to the work of humanitarian aid. Read the full report here.
