securing ‘humanitarian space’ from principles to action brussels, october 2010
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securing ‘humanitarian space’from principles to action
Brussels, October 2010
1. Evolution of humanitarian needs overlapping pressure on people &
populations acute & chronic
migration & environmental degradation physical & mental effects
duration of armed conflicts scale & impact of natural disasters impact of organised armed violence
Latin America
diversity of situation -> diversity of needs from Haïti to Afghanistan, RDC to Kyrgyzstan,
Sahel to Pakistan
“beneficiaries” decide
2. nature of actors is changing assertive States
resurgence of States & national sovereignty ongoing transformation of international political
landscape ‘new’ actors and networks
non-states armed groups fragmentation gangs
mega-cities access to new technologies
Asia, Africa, Middle East 29% of world population access to internet, mobile phone
-> impact on practices & behaviours people affected, our staff, gvts mobilisation of communities
3. growing importance of the local factorglobalised world
re-balance in favor of local » weakness of global actors» local/national actor favoured
local logic is stronger ‘economic’ logic countries where international deployement ->
no stability but part of the problem legitimacy of ‘international’ actors ?
RDC
effectiveness of local responses ownership, sustainability
local competences trust, acceptance
The way ahead1. To demonstrate our principled approach
neutral, independent & impartial approach ‘prove it’, credibility & predictability action not intention
ability & legitimacy to operateacceptance -> access
» Afghanistan, Yemen, Pakistan, Kyrgystan manage civil-military relations
independant evaluation of needsdialogue with all parties/actors
Afghanistan, Somalia, IL/OT IHL
impartiality
2. To better adapt our responsevariety of needs but also resilience of
people affected to understand & to integrate
more ‘contextualised’ response increased flexibility within defined framework
security management stronger emphasis on local competences
staff local partnerships
emergency & early recovery first responder, sustainability
3. new approach to people management local competences talent management
improve performance competition for people
single approach to managing all ICRC staff a HR policy for all staff members, be they expat or
national staff one population segmented by competences
managers, professional expectations growing
win more support to our actions
securing ‘humanitarian space’from principles to action
Brussels, October 2010
2011-2014: trends & way ahead
Trends affecting our working environement
1. high degree of unpredictibility different scenarios combined
economic & financial crises duration, impact ?
more vulnerability
political & social crises potential of conflicts
intensity & scope of change difficult to predict
to prepare & plan
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