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