Collaborative Learning Approach to NGO Security Management

International Consultation

Washington, DC27 September 2010

Objectives

1. To generate discussion about acceptance as a security management approach.

2. To provide an opportunity for participants to learn about other organizations’ experiences implementing acceptance as a security management approach.

3. To inform and design field research through a better understanding of headquarters’ level perceptions about acceptance.

International Security Consultation Agenda

Sept 27, 2010 9:00am – 4:30pm Save the Children, 2000L Street NW, Suite 500, Washington, DC

9:00 Welcome & Introduction to the Project: Key Objectives

9:30 Session 1: Key Concepts of an Acceptance Approach Objective: To reach consensus on key concepts of acceptance as an approach to security management.

10:30 Break10:45 Session 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.

12:30 Lunch (will be provided)1:30 Session 3: Promoting Acceptance at Headquarters

Objective: To identify strategies for promoting organizational internalization of the acceptance approach at headquarters.

2:30 Break2:45 Session 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.

3:15 Session 5: Next StepsObjective: 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 ConceptsRespect for mission/purposeStakeholder analysis – contextual analysis of all power players

(with potential to impact you)Should be used in negotiations for access, understanding motivations of actors, chains of command, etcPower balances; Negotiation mechanisms of community

Consultative process with stakeholders (very wide range of actors – observers, beneficiaries)

Transparency – genuine processPro-active and continual engagement with consultations and

analysis

Session 1: Key ConceptsPerceptions – understanding how you are perceived and how other organizations in the area are viewed (how that might impact your work)Tolerance v. embrace (degrees of acceptance)Negotiations – to arrive at culturally appropriate understandings

to gain accessto see if they are doing the right programsfor their presence there

Component of a security strategy – not comprehensive in and of itself

Session 1: Key ConceptsMany of key concepts for acceptance mirror good practices for

programmingHumanitarian principles – independence, impartiality, neutrality (should inform this balance)Acceptance for aid and development may look different for a humanitarian organization

Delivery – following through on promises, commitments or acceptance may be in jeopardy

Relationships – that enable you to be informed by actors of potential security risks

Security as enabling effective programming

Session 1: Key ConceptsApplication of Do no harm to security principles (ex. use of

armed guards contributes to small arms in community)Understand impacts of workNot putting people at unnecessary risk

Balanced – take into account ethnic divisions, impacts of supporting one community and not another

Passive acceptance is not acceptance

Session 2: Activities at Field Level

Objective: 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 LevelIndicators

Can the organization emblem/logo be used (i.e. need to go “low-profile” can be an indicator acceptance not in place or might not be fully possible)

Willingness of public figures to align themselves with the organization, and provide tangible evidence of support

Tracking the local media

Getting security-related information from the community

ActivitiesInvest time and resources to inform staff of projects and organizations mandate – disseminate information to community

Create pro-active community outreach program to describe mission before programming

Cross-cultural hiring - reflective of community composition

Adherence to humanitarian principles- impartiality, neutrality, independence

Engage/hire respected community authorities

Session 2: Activities at Field LevelIndicators

Staff willingness to travel to certain areas

Unsolicited and unnetworked third party information/feedback

Positive community response to rectify negative effects of specific incidents

Staffing analysis – who are they, ethnicities, etc.

Getting approval from local authorities to travel to certain locations

Extent to which organization is participating in local celebration and grieving customs

Activities

Code of conduct, security rules and regulations, HR policy (to deal with infractions) – tailored to acceptance strategy

Tap into existing and accepted decision making and arbitration mechanisms in community

Community committees and/or conflict mitigation bodies

Educate community (events, engage community members)

Session 2: Activities at Field LevelIndicators

Attendance levels at meetings

Content of staff orientation and induction materials to actively promote acceptance concepts with staff

Incident report analysis

Country agreement, sub-agreements

Regular documentation of networking efforts and impact in expanding the network; quality, accuracy of information

ActivitiesUnderstanding and acting according to celebration and grieving in community

Teaching humanitarian law

Analytical methods/tools – to build acceptance v. monitor?

Security plan that incorporates an acceptance strategy specifically? Is that formalized in security plan?

Monitor local media for perceptions, events, chitchat

Information/Education (build understanding of mandate, work, etc)

Session 2: Activities at Field LevelIndicatorsActivities

Inverse imaging – trying to see yourself as others see you

Show respect (v. blend in)

Standards on equipment, dress, associations, etc

Extensive networking (even w/belligerents)

Be mindful of impact of other areas, such as procurement, on acceptance

Is acceptance strategy built into security audit?

Session 2: Activities at Field LevelIndicatorsActivities

Dedicated community engagement staff

Stakeholder analysis and contextual analysis

Get community to liaise with oppos. factions

Session 2: Activities at Field Level• Back to the ideal vision –what’s missing?Managing to respond to the sphere of things outside your

control? Develop a more critical view of your own analysis so that you

question to make sure it still holdsKnow the context and culture extremely well so that you can

detect shifts/changes Subtext and nuance – be able to hear the tone of conversationStaff selection and turnover (ensuring ideas are transmitted to

new staff)Coordination/Information Sharing within community

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 3: Promoting Acceptance at Headquarters

Objective: Identify strategies for promoting acceptance at headquarters.

Unit

Senior Executive 11

Human Resources 8

Audit/Finance 4

Programs 13

Communications/PR 8

Development/Fundraising 1

Monitoring & Evaluation 3

Session 3: Promoting Acceptance at Headquarters

Unit

IT 2

Travel Services 1

Cooperation – across federation or family of organizations

4

Legal 6

Security units w/in family 5

Donors 4

US Military 5

Board

Session 3: Promoting Acceptance at Headquarters

Objective: 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.

HQ discussions RE acceptance• Disconnect b/t program and security staff in terminology• Requirement of proposals to go through review by security

(different mechanisms for review)• Opportunities with auditors and program evaluators for

information from the ground about perceptions• Donor branding and acceptance• Ways to talk with HR – recruitment, training, induction; in

some cases its country-level HR• Often reactionary discussions after specific security events

(can be more or less oriented towards acceptance)

HQ discussions RE acceptance• Orientation for new staff• Discussions at HQ level is opportunity to demystify and “de-

demonize” security• Discussions about security/acceptance are happening but not

systemmatically• Many discussions involve acceptance conceptually but

acceptance terminology is not used (e.g. community engagement)

• Discussions about acceptance as a means and an end (process/outcome)

Session 4: Successes & Challenges

Objective: 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 Steps

Objective: To generate input and support from participants for the next stages of the research project.

Session 5: Next Steps

Your Support…..

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