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This is a non-CGD event and will take place in the Turkana/Impala Rooms at the Kenyatta International Conference Center (KICC) in Nairobi.
Alex Palacios, Director of Special Projects, Global Partnership for Education
Pete Vowles, Country Director for Kenya, Department for International Development
Rowan Douglas, CBE, CEO and Chair, Capital, Science & Policy Practice and Chairman, Willis Research Network, Willis Group
Ginger Turner, Senior Economist & Vice President, Swiss Re
Owen Barder, Vice President, Senior Fellow & Director for Europe, Center for Global Development
Millions of people live with the risk of rapid-onset disasters like cyclones, slow-onset disasters like drought, or the threat of conflict. We often wait for these crises to develop to collect money from donors, a delay that costs lives and dramatically raises the costs of responding. As a result, there was an $8 billion gap between what frontline agencies requested to tackle crises in 2015 and what they received.
We can do better. This high-level panel will present new research conclusions and practical policy actions generated by a high-level working group convened by the Center for Global Development to deliver long-term progress on the Sustainable Development Goals by making emergency aid for disasters faster, more effective, and more fair. Donors usually provide emergency aid on an ad-hoc basis, after disasters strike. By using a simple combination of insurance principles and insurance contracts, we can help vulnerable countries plan ahead, increase ownership, improve resilience, and ultimately save lives, money, and time. This HLM2 event brings together senior leaders of national governments, multilateral institutions, and the global insurance sector to discuss what we can do right now to start solving the problem of emergency aid that is too little and too late.
In outlining his vision for U.S. development assistance, US Agency for International Development (USAID) Administrator Mark Green has emphasized fidelity to an overarching purpose—ending its need to exist. Consistent with this objective, USAID has been developing a new strategic approach that seeks to more systematically orient its programming toward building countries’ capacity to plan, finance, and manage their own development. A key component of this “journey to self-reliance” framework is a set of metrics that will help assess each country’s progress along their journey. The metrics will help inform strategic planning around the nature of USAID’s partnership with the country, shape development dialogue, and help inform thinking about strategic transitions.
Five members of the Zimbabwe Working Group traveled to Harare May 20-25 to meet with the government, opposition leaders, and a wide range of business, religious, and civil society organizations to assess prospects for free and fair elections and for meaningful political and economic reform. Please join us to hear from the delegation as they share their findings and recommendations for US policy.
For over a decade, Boko Haram has waged a campaign of terror across northeastern Nigeria. In 2014, the kidnapping of 276 girls in Chibok shocked the world, giving rise to the #BringBackOurGirls movement. Yet Boko Haram’s campaign of violence against women and girls goes far beyond the Chibok abductions. From its inception, the group has systematically exploited women to advance its aims. Perhaps more disturbing still, some Nigerian women have chosen to become active supporters of the group, even sacrificing their lives as suicide bombers. These events cannot be understood without first acknowledging the long-running marginalization of women in Nigerian society. Having conducted extensive fieldwork throughout the region, Matfess provides a vivid and thought-provoking account of Boko Haram’s impact on the lives of Nigerian women, as well as the wider social and political context that fuels the group’s violence.
In Navigation by Judgment, Dan Honig argues that high-quality implementation of foreign aid programs often requires contextual information that cannot be seen by those in distant headquarters. Tight controls and a focus on reaching pre-set measurable targets often prevent front-line workers from using skill, local knowledge, and creativity to solve problems in ways that maximize the impact of foreign aid.