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Published byLoraine Blair Modified over 8 years ago
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securing ‘humanitarian space’ from principles to action Brussels, October 2010
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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
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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
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3. growing importance of the local factor globalised 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
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The way ahead 1. To demonstrate our principled approach neutral, independent & impartial approach ‘prove it’, credibility & predictability action not intention ability & legitimacy to operate acceptance -> access » Afghanistan, Yemen, Pakistan, Kyrgystan manage civil-military relations independant evaluation of needs dialogue with all parties/actors Afghanistan, Somalia, IL/OT IHL impartiality
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2. To better adapt our response variety 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
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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
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securing ‘humanitarian space’ from principles to action Brussels, October 2010
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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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