(1) Quality of people, maintained and continuously improved through training, experience, rest, retention and good CRM. Quality determined by ability to do the job - not religious or political affiliation or willingness to work for peanuts.
(2) Quality of information available to those good people, if necessarily maintained in-house with direct access of crews to the information providers. This covers sites, aircraft, met, local operating restrictions...
(3) Acceptance of captain's decision if it's not as demanded by mission requirements. Measures to assure crews that if their non-delivery fails a humanitarian need, there will be follow-ups ASAP so the mission still happens, safely, eventually.
(4) Minimisation of daft management jargon
(5) Management spending enough time at the operational end that they understand what's going on, and operational staff believe this.
(6) Serious effort into the quality and selection of aircraft & equipment - best for purpose, not fitting expediency or political demands.
(7) Robust risk assessment procedures with vertical buy-in.