Collaborative Learning Approach to NGO Security Management

International Consultation

CARE International, Geneva9 November 2010

ObjectivesTo generate discussion about acceptance as a security management approach.To provide an opportunity for participants to learn about other organizations experiences implementing acceptance as a security management approach.To inform and design field research through a better understanding of headquarters level perceptions about acceptance.

International Security Consultation Agenda9 November 2010, 8:30 - 16:30CARE International, 7-9 Chemin de Balexert, 1201 Chtelaine/Geneva, Switzerland8:30Registration 8:45Welcome & Introduction to the Project: Key Objectives9:15Session 1: Key Concepts of an Acceptance Approach Objective: To reach consensus on key concepts of acceptance as an approach to security management.10:15Break10:30Session 2: Identifying Acceptance Activities at the Field Level Objective: To identify specific activities/indicators used by your organization to apply the acceptance approach at field level in order to identify the practical elements of an ideal acceptance approach.12:30Lunch (will be provided)13:30Session 3: Promoting Acceptance at Headquarters Objective: To identify strategies for promoting organizational internalization of the acceptance approach at headquarters.14:30Break14:45Session 4: Successes and Challenges Objective: To identify the most notable success/challenges participants have experienced with promoting the acceptance approach at HQ and in the field.15:15Session 5: Next Steps Objective: To generate input and support from participants for the next stages of the research project.

Session 1: Key ConceptsObjective: To reach consensus on key concepts of acceptance as an approach to security management.

Task:Discuss your organizational definition and identify the main concepts that underlie it.

Session 1: Key ConceptsUnderstanding and disseminating what it means to be humanitarian (1st 4 principles of RCM Code of Conduct)Proactive processTied to quality and choices related to programming (quality = relevant, meeting needs, valued by community, ownership, transparency about choices re beneficiaries)Acceptance as management tool not just security (convergence of interest vs. acceptance)Staff behaviourRole of partners who they are and what they representWide ranging relationships

Session 1: Key ConceptsFormal or informal consent to operate needs to transcend levelsOverall management approach, vs. only security (this is too narrow)Link organizational values to acceptance how do they permeate (accountability, who we are, motivation, why were there)Need to understand communitiesTolerance vs. acceptance degrees of acceptance. Tolerance might be sufficientAcceptance as a goal?

Session 1: Key ConceptsAcceptance as dynamic vs. static ongoing processAcceptance not only at the HQ level; incomplete without national NGOs. Need to discuss with local partners at the conceptual and operational levelsPolitical, social and economic consent for presence and activitiesTransparencyStakeholder analysis take into account self-interests that shape perceptions of your activities (will influence perception)Community consultation and participation, ownershipProgram needs to meet needs

Session 2: Activities at Field LevelObjective: Identify specific activities/indicators used by your organization at field level.

Task:Identify specific field level activities that your organization has in place to implement an acceptance approach.

Session 2: Activities at Field LevelObjective: Identify specific activities/indicators used by your organization at field level

Task:Identify verifiable indicators for each activity.

Session 2: Activities at Field Level

IndicatorsProxy indicators enough of them and you are more sure of level of acceptance; indicators may not give you a sense of big picturePeople choose to participate or not or make use of your services or not (why?)What appears in media good/bad/neutralDirect attack on organization number of security incidents related to organization or program interruptionsNeed to regularly probe environment indicators are a way of doing this

ActivitiesBasis of acceptance = good people w/specific skill set (motivation, longterm)Where does money come fromUnpacking assumptionsTotality of activities everything you doAnalytical basis for activities: Contextual analysis linked to mapping analysis of who you need acceptance from, to what degree you need it, how to influenceProactively ensure that needs assessments are participatory and inclusive

Session 2: Activities at Field Level

Indicators/Parameters (not MEASURED)Noticing when something is not right staff/community tell you when something is wrong or has changedCommunity intervention on behalf of organizations (e.g., increase in kidnappings AND individuals being released)Qualitative and quantitative examplesCommunities tell org about potential incidents extent to which you receive voluntary security info

ActivitiesMonitoring the media bad/neutral/good Regular meetings w/staffRepeatedly present internally and externally who you are (w/changing context and people)Identify and work with community leaders/influentialsPublic communications use external communications strategy to reinforceImprove awareness of acceptance at HQ

Session 2: Activities at Field Level

IndicatorsDo you have access in times of instability? Ease of navigating administrative regulations (e.g., importing, visas)Regular vs. sporadic feedbackCommunication = dual way (proactive initiation of feedback)Ability to implement program on sensitive issues (e.g., gender)Decreased monitoring by security forces in host nation (why because of trust or because they dont want you there?)

ActivitiesProgramming that reaches those in need as well as others Find out what is a local indicator of acceptance (town to town) what is not happening as well as what happensProgram design those who are included as well as those not included (know and design appropriate monitoring)Accountability e.g., ensure that org complaint mechanisms work and used

Session 2: Activities at Field Level

IndicatorsFreedom of access and movement increasing or decreasingLevel of community engagement/visits decrease or increaseReceive formal acknowledgement of activities/successes presence of or decrease/increase (and impact on acceptance from other side)Ability to maintain high visibility w/o security incidentsCommunity intervention on behalf of programming

ActivitiesMake staff accountable for working at gaining acceptancePut acceptance/security into job descriptionsIncrease transparencyEnsure all staff can consistently communicate mandate and missionEnsure wholistic approach to org identity location of office, vehicles, dress codesHR and hiring policies culturally appropriate and communicated

Session 2: Activities at Field Level

Session 2: Activities at Field LevelBack to the idealwhats missing?

Need consistency of approach and actors in sit where distinction between actors not presentAcceptance for what? Activities, programs, values we promote, missionBehaviour of actors (treatment of POWs, conduct of war) = IndicatorStrategic analysis and assessment of what you do are doing as key activity

Session 2: Activities at Field LevelPolitical acceptance and behavior toward population functionalist definitionHumanitarian action not about providing services but meeting needsNot using technical language but instead using more basic terminology that is understandable in local language More flexibility in terms of strategies vs. programs or projectsTo create and retain the hum space to deliver programs without resorting to protection and deterrence measures

Session 3: Promoting Acceptance at Headquarters Objective: Identify strategies for promoting acceptance at headquarters.

UnitSenior Executive8Board9Human Resources 9Security units in family6Audit/Finance2Legal3Programs12IT0Communications/PR10Travel Services0Fundraising7Mission statement2Monitoring & Evaluation6Code of conduct8

Session 3: Promoting Acceptance at Headquarters

UnitAdvocacy7Logistics7

Session 3: Promoting Acceptance at HeadquartersObjective: Identify strategies for promoting acceptance at headquarters.

Task:Give specific examples of how these units think about acceptance and how they incorporate it into what they do.

Session 4: Successes & ChallengesObjective: To identify successes and challenges in promoting acceptance at headquarters and in the field.

Task: Take 5 minutes to complete the matrix and share within your group.

Session 4: Successes & Challenges

Session 5: Next StepsObjective: To generate input and support from participants for the next stages of the research project.

Session 5: Next StepsYour Support..

National staff from Uganda, South Sudan, and Kenya to attend training in Nairobi and to serve as field researchersHosting and logistical support for learning teams in Kenya, South Sudan, Uganda Field contacts program managers and local partners

hihihihihiNotes on inverse imaging: Systematically looking at this how do you know what you are not seeing? Constant process of reviewPro-actively be critical of your own structures Staff turnover ways to keep them up to speed

hihiNotes on inverse imaging: Systematically looking at this how do you know what you are not seeing? Constant process of reviewPro-actively be critical of your own structures Staff turnover ways to keep them up to speed

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