HIGH-LEVEL PANEL & PROFESSIONAL ROUNDTABLE
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Conference Report
HIGH-LEVEL PANEL &
PROFESSIONAL ROUNDTABLE
Strengthening the Capabilities of Humanitarian Organizations
to Negotiate on the Frontlines
Berlin, Germany
26 – 27 November 2019
Under the patronage of : Organized by :
The Government of the The Centre of Competence on
Federal Republic of Germany, Humanitarian Negotiation
Federal Foreign Office
EXECUTIVE SUMMARY
T
his report summarizes reflec- The event opened with remarks and
tions and recommendations of keynote speeches by Rüdiger König,
participants of the High-Level Director General for Crisis Prevention,
Panel and Professional Roundtable on Stabilisation, Peacebuilding and Hu-
Strengthening the Capabilities of Hu- manitarian Assistance at the Federal
manitarian Organizations to Negotiate Foreign Office of Germany, and
on the Frontlines held in Berlin, Ger- Bärbel Kofler, Federal Government
many, from 26–27 November 2019. Commissioner for Human Rights
Policy and Humanitarian Assistance.
The overarching focus of the two-day They touched upon the challenges
event was to consider the ways and faced by humanitarian organizations
The Centre of Competence on Humanitarian Negotiation, means for strengthening the capabilities engaged in frontline negotiation and
106, Route de Ferney of humanitarian organizations to engage the benefits of the exchange of experi-
1202 Geneva, Switzerland in complex humanitarian negotiation ences and the systematic learning from
http ://frontline-negotiations.org with governments, belligerents, and experiential tools and methods in order
communities to improve access and the delivery
The Centre of Competence on Humanitarian Negotiation (CCHN) is a joint initiative of in conflict sit- of assistance to populations in need.
the International Committee of the Red Cross (ICRC), the Centre for Humanitarian Dialogue The panelists agreed uations. The Highlights of these speeches can be
(HD), Doctors Without Borders (MSF), the UN Refugee Agency (UNHCR) and the World Food on the proposed com- event gath- found in Part I of this report.
Programme (WFP). It was established in 2016 to provide concrete opportunities for frontline mon vision toward the ered over 100
humanitarian negotiators to share and analyse their negotiation practices, to build practitioners’
development of nego- professionals The introductory remarks were fol-
capacity to address recurring challenges and dilemmas in humanitarian negotiation, and to foster from leading lowed by a High-Level Panel designed
peer-to-peer exchange across agencies and regions in a safe environment. Its core objectives are : tiation capabilities of humanitarian to discuss current challenges and
• To foster a community of professionals engaged in frontline humanitarian negotiations; humanitarian organiza- organizations, dilemmas of building the negotiation
• To promote critical reflection, learning and exchanges among peers within this community; tions and professionals academia, capabilities of humanitarian organiza-
• To develop a stronger analytical framework and greater capacity for effective practice. operating in conflict governments, tions and to review a common vision
policy cir- proposal. The High-Level Panel was
Photo credit : Photothek | Front cover picture : ICRC staff member listening to group of women environments. cles, and composed of :
who flee violence and were a victim of sexual violence. (ICRC/Shirin Sultana) the private • Peter Maurer, President, International
sector. Participants brought a diversity Committee of the Red Cross (ICRC)
© 2020 – Centre of Competence on Humanitarian Negotiation of experiences and perspectives to the • Jean-François Huchet, President of
discussions. Contributions of frontline National Institute for Oriental Lan-
Disclaimer negotiators who traveled from their duty guage and Civilization (INALCO)
The views expressed in this document do not necessarily reflect the views of the Centre of Compe- stations in emergency contexts were • Grainne Ohara, Director of the Di-
tence on Humanitarian Negotiation nor its Strategic Partners. Where the text refers to statements particularly appreciated. vision of International Protection,
made by participants, efforts have been made to provide a fair representation of their views and United Nations High Commissioner
opinions, but the ultimate responsibility for the interpretation lies with the authors. for Refugees (UNHCR)
Conference Report Conference Report 3
• Rehan Asad, Chief of Staff, World Participants agreed that significant The second practitioners-led panel set negotiation on the frontlines. These
Food Program (WFP) efforts will need to be devoted to re- the tone for the event and the speak- sessions looked into practical ways of
• Kathy Relleen Evans, Director, Devel- sponding to the realities and demands ers’ insights were echoed in each of the encouraging humanitarian organizations
opment Projects and Innovation Unit, of field practitioners in terms of : working group discussions during the to strengthen their negotiation capabili-
Norwegian Refugee Council (NRC) • Developing practical negotiation two days. Highlights of their speeches ties with the support of reputable policy
• Carl Skau, Deputy Director General, tools and methods to assist human- can be found in Part I of this report. and training centers and the contribu-
Head of Department for Conflict and itarian professionals in their engage- tion of the members of the CCHN’s
Humanitarian Affairs, Swedish Minis- ments with conflict actors in complex Participants then engaged in a series of community of practice.
try of Foreign Affairs environments; Professional Roundtable sessions, at the
• Moderated by : Heba Aly, Director, • Ensuring the maintenance of safe end of which they developed an infor- The Professional Roundtable discus-
The New Humanitarian spaces for the sharing of negotiation mal action plan for implementation sion was articulated in the course of
experience and peer support in times of the common vision agreed on in a series of thematic sessions of 1 hour
Speakers on the High-Level Panel of crisis; the High-Level Panel session : to build and 30 minutes each, subdivided into
shared their experiences and views in • Building the capabilities of organ- the capacity of humanitarian organ- working group discussions under the
dealing with complex and fragmented izations to plan and monitor nego- izations to engage in humanitarian following subjects :
conflict environments, pressures on tiation processes as well as to guide
humanitarian professionals, and the and support the efforts of negotia-
recurring dilemma of principled vs. tion teams; Session 1 Ascertaining the profile of humanitarian negotiators : On the required skills
pragmatic decisions during negotiation • Sharing negotiation tools and capac- and competencies to engage in complex negotiations
situations in the field. A proposed com- ity across agencies in view of their Session 2 Designing professional development pathways on humanitarian negotia-
mon vision elaborated by the CCHN growing interdependence regarding tion : On toolkits and methods for humanitarian professionals
as part of its preliminary consultations safe and principled access; and,
Session 3 On the framing and monitoring of humanitarian negotiation processes
with organizations and practitioners • Focusing attention on the training of
was discussed during the High-Level national and international staff at the
Panel. The panelists agreed on the field level and on the mobilization of Session 4 Review of experiential learning and peer-to-peer approaches
proposed common vision toward the their field experience.
development of negotiation capabil- Session 5 On the development of an informal action plan
ities of humanitarian organizations Field realities were shared by frontline
and professionals operating in con- negotiators in a panel on Voices from
flict environments (see Annex 1). the Field, composed of :
• Wissam Al-Ahmad, Programme Policy Each session entailed a plenary dis-
Officer, WFP, Kadugli – Sudan cussion during which the main con-
• Clarisse Uwambayikirezi, Former clusions and recommendations of the
Field Team Leader, ICRC, Gondar – working groups were shared with the
Ethiopia entire audience. Highlights of contri-
• Oscar Sánchez Piñeiro, Senior Field butions and recommendations of the
Coordinator, UNHCR, Cox’s Bazar – working groups can be found in Part II
Bangladesh of this report.
• Moderated by : Joëlle Germanier,
Head of Operations, CCHN
4 Conference Report Conference Report 5
The event also provided an opportu- Finally, the meeting marked the be-
nity to launch the latest version of ginning of a potential Berlin Collab-
the CCHN Field Manual on Frontline orative Process, jointly established by
Humanitarian Negotiation and the the participants during the two-day
CCHN Toolkit on Frontline Humani- deliberations. Achievement of two key
tarian Negotiation. The CCHN Field results—(1) agreement on the common
Manual stands as a cogent demon- vision, and (2) the elaboration of an
stration of the collective effort of the informal action plan by the partici-
CCHN community in gathering its pants—represented a significant step
experience and sharing practices and toward the orientation of efforts to
reflections across agencies and field strengthen the negotiation capabilities
operations throughout over 40 peer of humanitarian organizations and an
workshops from 2016-2019. In addi- opportunity to connect relevant initia-
tion, the CCHN developed a compre- tives in this regard.
hensive toolkit as support products for
humanitarian negotiators; the toolkit The event closed with speeches by
was inspired and developed based on Rüdiger König, Director General
the needs of humanitarian profession- for Crisis Prevention, Stabilisation,
als shared during a series of in-depth Peacebuilding and Humanitarian As-
interviews and informal exchanges sistance at the Federal Foreign Office
during CCHN events. Highlights can of Germany, who highlighted the key
be found in Part I of this report. conclusions and recommendations
of the meeting and called for further
collaboration, and H.E. Ambassador
Paul Seger, Swiss Ambassador to the
German Federal Republic, who, on the
occasion of the 70-year anniversary
of the Geneva Conventions of 1949,
invited the participants to recall how
invaluable this legal framework is for
humanitarian assistance and protection
and shared his negotiation experience
with the participants. Highlights of
these speeches can be found in Part II
of this report.
6 Conference Report Conference Report 7
TABLE OF CONTENTS PA RT 1
PART 1 SUMMARY
SUMMARY
Introductory Speeches
Introductory Speeches 10
SUMMARY
High-Level Panel 13 SUMMARY
SUMMARY
High-Level Panel
Voices from the Field Panel 19
LAUNCH OF THE CCHN FIELD MANUAL 2019 24
SUMMARY
PART 2 Voices from the Field Panel
SUMMARY
Professional Roundtable 27
SESSION 1
Ascertaining the profile of humanitarian negotiators :
On the required skills and competencies to engage in complex negotiations 28
SESSION 2
Designing professional development pathways : On toolkits and methods 31
SESSION 3
On the framing and monitoring of humanitarian negotiation processes 35
SESSION 4
Review of experiential learning and peer-to-peer approaches 39
SESSION 5
Designing of an informal action plan 42
SUMMARY
Closing Remarks 46
ANNEX 48
ANNEX 1
Toward a Common Vision on Humanitarian Negotiation 48
ANNEX 2
Acronym List 50
8 Conference Report Conference Report 9
SUMMARY
Introductory Speeches
SPEAKERS :
• Rüdiger König, Director General for Crisis
Prevention, Stabilisation, Peacebuilding and
Humanitarian Assistance at the Federal Foreign
Office of Germany
• Bärbel Kofler, Federal Government Commissioner
for Human Rights Policy and Humanitarian Moreover Ms. Kofler shared that
Assistance, Berlin – Germany donors are not on the ground when a
humanitarian worker gets into a diffi-
• Claude Bruderlein, Director, CCHN cult and dangerous situation; in such
cases, aid workers are on their own. She
asserted that they are forced to nego-
tiate their way in and their way out.
To do more to prepare them to handle
T
such challenges would be a big step for-
he event commenced with open- Mr. Rüdiger König welcomed partici- Ms. Bärbel Kofler presented the key- ward. This would considerably improve
ing remarks by distinguished pants to the conference in his intro- note address, maintaining that spreading the security and safety of humanitarian
speakers, who welcomed the ductory address and outlined that knowledge and acceptance on interna- actors and significantly increase the
participants to the conference and humanitarian principles and inter- tional humanitarian law and humanitari- chances of life-saving assistance getting
presented their vision of the humani- national humanitarian law are facing an principles among counterparts should through to those most in need. Ms.
tarian space and the role of negotiation challenges. He shared that more than be part of negotiation efforts, to be fol- Kofler concluded that the German gov-
in access and delivery of assistance to ever, humanitarian negotiation has lowed by better monitoring and greater ernment is convinced that improving
populations in need in fragile contexts. become key to gaining access to many accountability toward the respect of these humanitarian negotiation skills is an
The overarching focus of the two-day millions of people in dire need of norms and principles at the field level. essential way to increase the effective-
conference was framed as a collective humanitarian assistance. She stated that Germany is committed ness of the humanitarian aid system.
consideration of the ways and means to go one step further and focus on the
for strengthening the capabilities of Furthermore, Mr. König expressed that effective ways for humanitarian actors to
humanitarian organizations and front- Germany engages in humanitarian help populations in need. For Ms. Kofler,
line negotiators to engage in complex contexts and is highly committed to the core concern is to concentrate on
humanitarian negotiation with govern- safeguarding humanitarian space and difficult situations where humanitarian
ments, belligerents, and communities to ensuring that humanitarian workers workers are exposed to significant risks
in conflict situations. are safe and well prepared when helping in the field. In this regard, she expressed
others. He elaborated that the German that successful delivery of aid, as well
government supports initiatives aimed as the safety of humanitarian workers,
at advancing the negotiation capabilities depends on their own ability to properly
across the aid sector in order to improve explain their humanitarian mandate and
access to those most in need and to en- negotiate access to victims and those in
sure safety of humanitarian professionals. need of assistance.
10 Conference Report Conference Report 11
SUMMARY
High-Level Panel
place : they are expected to advocate for SPEAKERS : Speakers of the High-Level Panel
the full implementation of humanitarian shared their experiences and views on
law and principles and abide by security • Peter Maurer, President, International Committee such topics as complex and fragment-
regulations and political restrictions, of the Red Cross (ICRC) ed conflict environments, pressures
while at the same time build trustful re- on humanitarian professionals, and
lationships with belligerents, taking into • Jean-François Huchet, President of National Institute the recurring dilemma of principled
account the interests of the parties and for Oriental Language and Civilization (INALCO), Paris vs. pragmatic decisions during ne-
affected communities. He stressed that gotiation situations in the field. The
humanitarian negotiators find them- • Grainne Ohara, Director of the Division of common vision was discussed during
selves poorly equipped to navigate these International Protection, United Nations High the High-Level Panel. The panellists
dilemmas with their counterparts, con- Commissioner for Refugees (UNHCR) agreed on the proposed common vision
strained by limited long-term strategies, toward the development of negotiation
guidance, or monitoring in complex and • Rehan Asad, Chief of Staff, World Food Program (WFP) capabilities of humanitarian organi-
hazardous environments. zations and professionals operating in
• Kathy Relleen Evans, Director, Development conflict environments (see Annex 1).
In turn, Mr. Claude Bruderlein shared With these concerns and the points Projects and Innovation Unit, Norwegian Refugee They agreed that significant efforts will
that, for years, the humanitarian system raised by the distinguished speakers in Council (NRC) need to be devoted to responding to
has been built on law- and principle-based mind, Mr. Bruderlein wished for the the realities and demands of field prac-
entitlements granting humanitarian conference to be an opportunity to see • Carl Skau, Deputy Director General, Head of titioners in terms of :
organizations a “right of access” to popu- how collective consideration can take Department for Conflict and Humanitarian Affairs,
lations in need. In return, organizations place to identify ways for supporting Swedish Ministry of Foreign Affairs
had to maintain, at least publicly, a strict negotiation efforts, considering that :
adherence to core humanitarian princi- • Moderated by : Heba Aly, Director,
ples and ensure that arrangements in the a. Humanitarian negotiation has be- The New Humanitarian
field do no harm, do not favor any side, come an essential tool to seek safe
focus on those most in need, and are not access to populations in need in
affected in any way by undue influence. some of the most complex situations;
Yet, with the politicization and instru-
mentalization of humanitarian assistance, b. The negotiation experience of hu-
humanitarian professionals have also wit- manitarian professionals on the
nessed growing suspicions from the parties frontline is a major source of ex-
to armed conflict on the true nature of pertise on how to mobilize parties
their presence and action. Mr. Bruderlein to armed conflict toward accepting
suggested that the necessity to engage, ex- practical arrangements;
plain, and seek the support of belligerents
has become even more compelling. c. The sharing of this experience and
expertise represents a significant asset
Mr. Bruderlein further pointed out that to enhance the access and resilience
humanitarian negotiators often find of humanitarian organizations on the
themselves between a rock and hard frontlines.
12 Conference Report Conference Report 13
Mr. Peter Maurer expressed that hu- Ms. Grainne Ohara touched on the
manitarian professionals are more complexities and realities of assistance to
aware of the necessity to plan negoti- and negotiation on behalf of displaced
ation processes and to seek the contri- populations. She mentioned that the
bution of colleagues in building sound scale of today’s forced displacement and
analyses of contexts, mapping networks the complexity of the field scenarios put
of influences, understanding interests, very heavy emphasis on the importance
and drawing scenarios. He recalled how of humanitarian negotiation. Ms. Ohara
the vision of the Strategic Partnership further asserted that situations that had
on Humanitarian Negotiation estab- been taken for granted on the basis of
lished in 2016 is still valid today and clearly accepted legal frameworks are in-
stressed that in order to improve agen- creasingly more problematic for human-
cies’ capacity to negotiate in complex itarian actors, making it more difficult
emergencies, it is necessary to : for them to achieve positive influence in
• Developing practical negotiation tools and Speaking about the needs and oppor- their professional activities, so the impor-
methods to assist humanitarian professionals • Devote the necessary resources to tunities of collaboration between the tance of humanitarian negotiation speaks
in their engagements with conflict actors in learn from current humanitarian academic, research, and humanitari- for itself, considering the challenging
complex environments; negotiation practices and collect in an sectors, Mr. Jean-François Huchet circumstances. She also highlighted how
a systematic manner the best tools mentioned the imperative to integrate restrictive attitudes and policies toward
• Ensuring the maintenance of safe spaces for and methods to plan and undertake the depth of local knowledge of a given access to asylum are leading to negotia-
the sharing of negotiation experience and successful negotiation; humanitarian context into the curricula tion situations around issues that were
peer support in times of crisis; of degree programs. He also proposed previously regarded as non-questionable
• Build a safe space to foster informal that research agendas on the topics and that the nature of negotiation is
• Building the capabilities of organizations to exchanges and peer support in real of humanitarian action and negotia- changing; that it is no longer just at
plan and monitor negotiation processes as time among field practitioners on tion should be encouraged. He shared the checkpoints.
well as to guide and support the efforts of current challenges and dilemmas of that there is an increasing number of
negotiation teams; humanitarian negotiation; and students wishing to pursue careers in
humanitarian action and that academ-
• Sharing negotiation tools and capacity across • Facilitate the sharing of expertise across ia’s role is to better prepare them for
agencies in view of their growing interde- agencies to support the efforts of part- the challenges and realities they will
pendence regarding safe and principled access; ner agencies and organizations to seek face on the ground. Lastly, Mr. Huchet
and, better and safer access. highlighted how important it is for
universities and research institutions
• Focusing attention on the training of national to join forces with initiatives like the
and international staff at the field level and CCHN to ensure the effectiveness of
the mobilization of their field experience. academic programs.
14 Conference Report 15
Based on his experience in the field, groups to local councils, in multiple Ms. Kathy Relleen Evans shared her Mr. Carl Skau offered his perspective
Mr. Rehan Asad spoke about how hu- locations, and at the same time ensure views about the value of open conver- on how diplomats and humanitarian
manitarian professionals operate in the agreements on deconfliction. He ex- sations around humanitarian negotia- professionals can support each other
midst of multi-level conflicts, under plained that weather conditions can af- tions. She said that enabling an open for better outcomes in complex hu-
pressures from multiple stakeholders fect delivery of aid—e.g., rain can start dialogue on dilemmas and humanitari- manitarian settings. Explaining wheth-
in complex environments. In order and wash up mines on the ground. The an principles in relation to humanitari- er high-level diplomacy is more effec-
to reach families in need of food aid, dilemma is then whether to go ahead an negotiations is key to increasing staff tive than the field-level negotiation
humanitarians have to negotiate ac- with food delivery to the people in need capabilities. A frank and open conver- in humanitarian contexts, Mr. Skau
cess with multiple parties, from armed or pull out until the mines are cleared. sation about the challenges of staff and said that the “middle middle level,”
Mr. Asad said that in each context it is partners can provide them with the where each level (high and field) helps
important to understand the interests confidence to better engage in negotia- the other, is probably where win-win
and positions of actors and be able to tions. Ms. Evans expressed that the Nor- solutions are maximized. High-level
engage with multiple stakeholders. wegian Refugee Council welcomes all in diplomacy can help the situation on
any space that allows for this dialogue to the ground when things start going
He further highlighted that aid workers take place, for experiences to be shared, wrong—for example, when negotiating
have to uphold humanitarian principles and for humanitarian professionals to be for humanitarian corridors and there is
and engage in meaningful negotiation able to speak out about their practical a need for dialogue at all levels.
in the interest of populations in need. challenges in the field.
To this end, agencies need to support
staff on the frontline to advance their Furthermore, Mr. Skau shared that consistency with principles,
negotiation skills and techniques. Last- building coalitions with non-traditional actors, and diplomatic
ly, Mr. Asad called for humanitarian dialogue with involved parties about the political cost of obstructing
organizations to embrace technology humanitarian aid are some of the important elements of humanitar-
in a safe way and with due measures ian diplomacy. He concluded that exchanges between humanitarian
guaranteeing confidentiality for effec- diplomats and humanitarian practitioners need to take place more as
tive knowledge sharing. what is at stake is people’s lives in those humanitarian contexts.
16 Conference Report Conference Report 17
SUMMARY
Voices from the Field Panel
SPEAKERS :
• Wissam Al-Ahmad, Programme Policy Officer, WFP, Kadugli – Sudan
• Clarisse Uwambayikirezi, Fmr Field Team Leader, ICRC, Gondar – Ethiopia
• Oscar Sánchez Piñeiro, Senior Field Coordinator, UNHCR,
Cox’s Bazar – Bangladesh
• Moderated by : Joëlle Germanier, Head of Operations, CCHN
In the following debate moderated by
Ms. Heba Aly, the speakers discussed is-
sues such as how to achieve inter-agen-
cy information sharing on negotiation
practices; how to encourage curiousity;
the importance of considering the
distinct challenges that the national
partners face in the field; and the need
to invest in quality relationships not
only at the field and diplomatic levels,
but also between the humanitarian
organizations themselves.
18 Conference Report Conference Report 19The panel commenced with a 10-minute video pre- Next, the panel was enriched by the field realities shared by frontline negotia-
pared by the CCHN, which presented stories of a dozen tors. They talked about the importance of building trust with the counterparts,
members of the CCHN community about their front- how personal characteristics can play a role during a negotiation process, and
line negotiation experiences. The community members the value of an avenue for sharing based on their experiences. Additional topics
were interviewed during a CCHN retreat, Humanitarian discussed during the Q&A session included how to manage stress and pressure
Negotiation under Pressure, that took place in Octo- on the ground, the importance of community acceptance, and the need for
ber 2019 in Caux, Switzerland. The stories gave a rare self-care. During the exchange, one of the speakers highlighted how critical
glimpse into the work of frontline negotiators and the the situation is in regard to mental health support to the staff on the ground,
challenges they face on a daily basis in humanitarian referring to an example of how, in 2019, 20 staff were evacuated due to stress
contexts from Venezuela to Afghanistan. by one agency alone in just one operational context.
Ms. Wissam Al-Ahmad shared that hu- Ms. Clarisse Uwambayikirezi touched on how
manitarian negotiation is a continuous humanitarian organizations have the same
process of building trust with the coun- mission but the vision and implementing
terpart, the most important aspects methods are different in the field. She further
of this process being sensitivity and remarked that humanitarian workers run after
perceptions. She noted that the success information and behave like competitors in the
or failure of the negotiation will have a field. The mistrust is a reality in the field and
big impact on the lives of those people counterparts are aware of it. For Ms. Uwambay-
who are waiting for assistance. Ms. ikirezi, the CCHN peer workshop is a platform
Al-Ahmad then explained how coun- that allows frontline negotiators to reunite. She
terparts can have different positions, shared that the first day of the workshop starts
interests, and motives, and how she has with skepticism, the second day becomes more
learned to adapt her negotiation strate- relaxed as participants realize that challenges are
gy, tactics, and language to each coun- common, and on the last day, everyone departs
terpart in every given situation. with a feeling of belonging to a community.
20 Conference Report Conference Report 21Speaking about how behavioral change trust among staff of different institu-
is highly complex and is usually driven tions that have their own cultures. He
by many forces, Mr. Oscar Sánchez stressed that in the field, there is a defi-
Piñeiro elaborated on how luck and cit of trust, and the CCHN platform
timing play important roles in the allows for exchange among different Member profiles per field operation (top 10) Member profiles per organization (top 10)
field work views and perspectives in a non-con- Last updated : January 2020 Last updated : January 2020
The field practitioners process, and frontational or transactional manner.
that causality
talked about the impor- is at times During the panel, Ms. Joëlle Germanier
tance of building trust
Myanmar 104 ICRC 244
impossible touched on how a community of prac- South Sudan 80 WFP 173
with the counterparts, to prove. For tice can be a mechanism to support Iraq 68 MSF 150
how personal charac- Mr. Piñeiro, the transfer of negotiation experiences Afghanistan 64 UNHCR 102
the ambi- across regions and agencies. She then
teristics can play a tious aim of shared some of the key facts about the
Nigeria 55 UNICEF 65
role during a negotia- humanitarian growing community of practice that
Bangladesh 54 OCHA 54
tion process, and the
Colombia 46 NRC 22
negotiation has been facilitated by the CCHN
Yemen 46
value of an avenue
ACTED 18
profession- since 2016.
Jordan 45 IOM 11
alization
for sharing based on may bring
Syria 37 DRC 10
their experiences. about trans-
0 10 20 30 40 50 60 70 80 90 100 110 120 0 20 40 60 80 100 120 140 160 180 200 220 240 260
formative
change in the way humanitarian
practitioners conduct activities in the
field. He shared that the CCHN has
created something unique that allows Gender balance Growth of activities
Last updated : January 2020 Number of events and participants
(excl. Annual Meetings)
700 80
Female 31% 700 70
600 60
500 50
# of participants
# of events
400 40
300 30
200 20
100 10
0 0
Male 69% 2016 2017 2018 2019
# of participants # of events
22 Conference Report Conference Report 23LAUNCH OF THE CCHN FIELD MANUAL 2019
The Negotiator’s Notebook is designed for note taking during meetings
and includes fact sheets related to humanitarian negotiation and tem-
The event provided an opportunity to launch the latest version of the CCHN Field plates from the Field Manual on Frontline Humanitarian Negotiation.
Manual on Frontline Humanitarian Negotiation and the CCHN Toolkit.
The Field Manual on Frontline Humanitarian Negotiation offers
a comprehensive and systematic method for carrying out hu- CCHN Connect is a community-powered online forum on
manitarian negotiations. The manual includes a set of practical humanitarian negotiation. It provides a platform for hu-
tools, drawn from field practices, and a step-by-step pathway to manitarian professionals to discuss challenges and dilemmas
plan and implement negotiation processes in a structured and of humanitarian negotiations and connect with peers from
customized way. around the world. The forum is packed full of interviews
with frontline negotiators, blog series, research papers,
and more.
The Negotiator Handbook offers the collection of tools for direct The Case Studies present the application of the negotiation
use during negotiation processes. It outlines how to apply each tool tools of the CCHN Field Manual to real-life situations from
of the CCHN Field Manual with background guidance and step- the field that have been synthesized and decontextualized
by-step instructions. for the purpose of learning and maintaining confidentiali-
ty. Each case study takes the reader through a negotiation
process, illustrating application of the tools at the different
stages of the process.
The Facilitator Handbook provides information and references need- The development and update of the CCHN Field Manual on Frontline Humanitarian Negotiation
ed to facilitate a peer workshop on humanitarian negotiation with have been possible thanks to the active contributions and continuous guidance of the strategic
members of staff. It assists CCHN facilitators as they build their own partners of the CCHN, namely, the ICRC, WFP, MSF, UNHCR, and HD. It has benefited great-
skills in presenting and using CCHN tools and methods. ly from the reflections of a series of academic researchers and negotiation experts. The generous
support of donors has also been crucial, in particular the governments of Switzerland, Germany,
Sweden, Denmark, and Luxembourg.
24 Conference Report Conference Report 25PA RT 2
SUMMARY
Professional Roundtable
26 Conference Report Conference Report 27SUMMARY
Professional Roundtable
T
he High-Level and Voices from the Field Each thematic session of 1 hour and 30 min- Participants reported that the Com-
panels were followed by the professional utes was subdivided into four working group petence Chart can be useful for talent
roundtable sessions divided into five sessions : discussions in different breakout rooms. Each acquisition and hiring procedures of
working group was facilitated by designated organizations. Humanitarian organ-
facilitators and attended by approximately izations may also benefit from being
Session 1 Ascertaining the profile of hu- 20-25 participants representing humanitarian able to map out existing competencies
manitarian negotiators : On the
required skills and competencies
organizations, academia and research, govern- within teams and identify gaps that are
to engage in complex negotia- ment, and the diplomatic and donor commu- critical for negotiation processes based
tions nities. Rapporteurs from each working group on the Chart. As such, this would
presented key points and recommendations allow a certain level of in-house “skill
Session 2 Designing professional develop-
ment pathways on humanitarian of their respective groups in the plenary with transparency.” Lastly, the Competence
negotiation : On toolkits and all participants. Chart can help the development of a
methods for humanitarian profes- professional pathway for enhancing derstanding about the required compe-
sionals
capabilities of frontline negotiators tencies for humanitarian negotiators. The
On the framing and monitoring within organizations. need is not only at the individual level in
Session 3
of humanitarian negotiation the field, but also at higher levels, and a
processes SESSION 1 Other participants questioned wheth- proper combination could constitute an
Review of experiential learning er such a Competence Chart brings organizational competence.
Session 4
and peer-to-peer approaches Ascertaining the profile of humanitar- additional layers of complexity to
ian negotiators : On the required skills organizations on the topic of staff Finally, participants discussed and
On the development of an infor- and competencies to engage in com- competencies, and to what extent the questioned how does one progress from
Session 5
mal action plan plex negotiations proposed Competence Chart reflects Core to Advanced to Expert levels.
the needs of humanitarian negotiators Some participants believed that the
The first session prompted a discussion in the field. These reflections pointed to Core level should be about reaching
on the required knowledge, attitudes, and the importance of an iterative approach clarity on basic rules and obtaining
skills to conduct effective humanitarian in the process of development of the knowledge of the given context by a
negotiations in complex environments. Competence Chart and its application. humanitarian negotiator; the Advanced
Participants shared their perspectives on Organizations’ ability to scale up on competences should be linked with
the proposed Competence Chart devel- the depths of such a competency chart the development of due diligence. The
oped by members of the CCHN com- was also mentioned as essential to Expert level should be about leadership
munity (see Table 1). consider. Some participants elaborated and strategic-level work. Participants
on the required competencies during the raised further questions, as well as
The group discussions were facilitated by : session and recognized that their list of ideas, among which were the need for
• Alain Lempereur, Brandeis and Har- competencies was similar to the proposed a self-assessment tool, mentoring and
vard Program on Negotiation – Ple- Competence Chart that includes capacity feedback mechanisms, and the need for
nary moderator to analyze contexts, intercultural flexi- peer-to-peer exchanges and learning.
• Gerard McHugh, Conflict Dynamics bility, emotional intelligence, and sense
International of tactics. It was then highlighted that
• Bettina Weitz, MSF the hierarchies within the mandating
• Toufik Naili, CCHN organizations need to have a level of un-
28 Conference Report Conference Report 29Table 1: Competence Chart on Humanitarian Negotiation On the design of professional development
Compiled by members of the CCHN community in Caux (Switzerland), June 3-5, 2019 pathways by humanitarian organizations, attend-
ees discussed the so-called “rule of 10/20/70”
on adult learning experiences. 10% of learning
LEVEL / Knowledge Attitudes Skills
FEATURE OF
comes from formal settings, 20% is from infor-
DEVELOPMENT mal settings like peer-to-peer exchange, and 70%
comes from on-the-job learning. The CCHN and
Core • Understanding of humani- • Self-awareness • Ability to think tactically
tarian principles and basic • Emotional intelligence and critically about one- other organizations should consider this perspec-
rules • Accepting complexity self, one’s organization, tive when developing learning pathways.
• Capacity to map and build • Intercultural flexibility and one’s objectives
conducive networks • Empathy • Ability to work under pres-
Some participants raised the institutional
• Capacity to analyze con- sure SESSION 2
texts and interests • Ability to deal with difficult challenges regarding the required investment
• Knowledge of cultural people in building staff capabilities in view of staff
protocols • Ability to share experience Designing professional development pathways : turnover or shifts in roles of staff, as well as the
and perspectives openly
This session set the tone for the following On toolkits and methods changing contextual realities. Humanitarian
sessions, where frontline negotiators, represent- responses are not the same as they were in the
atives from Learning and Development units The second session of the Professional Round- 1980s or the 1990s. The professional develop-
of organizations, headquarters, academia, think table focused on discussing potential avenues ment pathways need to reflect such evolution.
Advanced • Capacity to manage multi- • Adaptability to changing
tanks, and donors and•diplomatic
Ability to address negoti-
community to equip humanitarian professionals with the Many participants suggested prioritizing the
ple external stakeholders environments ations tactically, including
• Method to leverage influ- • brought a diversity
Ability to create options of ideas
the use of social mediato
and experiences required tools and methods to engage in suc- needs of the national staff, as well as national
ence out of
thecomplex problems
open discussions. • Ability to understand com- cessful negotiations on the frontlines. Partici- implementing partners, on negotiation capabil-
• Capacity to balance in- plex environments pants were encouraged to imagine innovative ities. National staff and partner organizations
terests and find the right
compromises
ways to build the capacity of individual nego- are at the forefront of building relationships and
• Method to engage in tiators through various pedagogical and experi- negotiating with authorities, belligerents, and
strategic thinking and ential approaches. communities. While they are the most knowl-
decision-making edgeable about the given local context, practic-
• Capacity to reflect and de-
liberate on complex issues The group discussions were facilitated by : es, and dynamics and are instrumental to the
in a systematic manner • Robert Weibel, CENAD – Plenary moderator successful outcome of negotiations, they are also
• Anaïde Nahikian, Harvard the ones most exposed to the challenges, di-
Expert • Capacity to forecast • Ability to take and manage • Ability to mentor and Humanitarian Initiative lemmas, and risks of frontline negotiations. Yet
changing environments risks coach negotiation teams in
• Karl Blanchet, CERAH they are often ill equipped regarding important
and positions • Ability to lead a negotia- complex environments
• Capacity to develop tion process • Larry Hollingworth, Fordham University elements of humanitarian negotiation. Field-
multi-stakeholders, multi- • Ability to align priorities based trainings in local languages on topics such
faceted strategies within one’s organization Participants underlined the importance of doing as divergent norms, engaging in difficult nego-
• Capacity to leverage com- and maintain a clear man-
peting sources of influ- date a proper action mapping, not only of what front- tiations, risk of compromises and red-lines can
ence line practitioners need to know but also what better equip the frontline negotiators.
they need to do during negotiation processes in
the field. Equipping humanitarian professionals
requires not only a focus on knowledge, but also
on behaviors and attitudes.
30 Conference Report Conference Report 31Later on in the session, participants ment and staff involved. For example,
discussed the need for a solid and routine negotiation takes place on a
stable basis for learning—a “skeleton” daily basis and is done by many hu-
of the professional development of manitarian staff, who may require a lev-
humanitarian negotiators, where core el of awareness on negotiation capacity,
modules are defined and optional mod- while there are high-risk negotiation
ules can be added based on the specific situations for which a more advanced
needs of a given context or the culture level of competencies are required.
of a particular organization. Such a
skeleton of a professional development Participants also mentioned that certifi- Participants in favor of certification also shared that it may be challenging to
pathway should be based on a compre- cation of acquisition of knowledge and recognized that frontline negotiators mainstream negotiation capabilities if these
hensive assessment of needs, self-as- skills may be pertinent to specific fields need to have a basic skills set. Other are over-professionalized through a certifica-
sessment tools, and agreed standards to of negotiation such as hostage or crisis participants argued that basic practice tion process. Some believed that certification
assess performance. In this process of negotiation. Others argued that certi- and experience are not easy to capture should be about recognition of transferable
developing a pathway for humanitarian fication of humanitarian negotiation because experienced negotiators rely skills within the humanitarian negotiation
negotiators, competences could potentially become on contextual and local knowledge, so space. Such a certification can enable indi-
it is likely too rigid; the subject needs further developing a reliable measure of capac- viduals to realize their own strengths and
Equipping humanitarian that there exploration and discussions. ity will be difficult. Lastly, certification recognize areas for further development. It
professionals requires will be a could create a sort of exclusion, where can also allow reflection into past negotiation
need to cate- In general, participants were divided it becomes a “gatekeeper” for those experiences, whether successful or less so,
not only a focus on gorize diverse about the value of certifying frontline who have not participated in the train- and identify the lessons learned. Ultimately,
knowledge, but also negotiation negotiators. Some participants argued ings and workshops. Some proposed a certification process should be developed
on behaviors and practices for the usefulness of such validation, that, instead of certification, tagging of based on the needs of humanitarian profes-
attitudes. according to while others shared their skepticism. competencies could potentially be more sionals. Whatever the learning method, be it
the level of One common assessment was that useful, especially for human resourc- a training, a peer workshop, or case studies,
the engage- recognition of acquisition of academic es departments, where tagging would participants believed that there needs to be
and operational competences by hu- allow internal knowledge of available a feedback loop from practitioners on the
manitarian professionals can be valua- competences among the staff. impact of the
ble across contexts. Since many pro- gained knowl- Whatever the learning
fessionals move between humanitarian Participants suggested that a certificate
organizations during their career, of attendance could be a more flexible
edge and skills
on the work
method, participants
having a common recognition of both pathway toward certification in that it and experienc- believed that there
academic and operational capacities resembles the idea of “tagging.” It was es in the field. needs to be a feedback
would support the individuals, as well loop from practitioners
as the organizations, to tap into the
on the impact of the
existing competences.
gained knowledge and
skills on the work and
experiences in the field.
32 Conference Report Conference Report 33In terms of scalability, the CCHN SESSION 3
Program of Training of Facilitators,
particularly locally, and the use of On the framing and monitoring of humanitarian
digital platforms were referred to as negotiation processes
the most efficient means for reaching a
large number of practitioners in need Participants were invited to explore the ways and
of negotiation tools and methods. It means to build the capability of humanitarian
was noted several times that these two organizations to manage and monitor humanitar-
Participants also discussed whether ca- are complementary approaches and ian negotiation processes, taking into considera-
pacity building on humanitarian nego- that the digital platform cannot replace tion their stakes both in terms of impact on the be taken by management. Participants
tiation should be organized in-house by face-to-face interaction. In-person affected population as well as the risks associated also suggested that it is the role of
humanitarian organizations themselves communication during the CCHN with some of the operational compromises. managers to define and put in place a
or be outsourced to external institu- peer workshops allows for establishing risk management system that is specific
tions. Some suggested that these two are personal networks and trust as the basis The group discussions were framed by specific to frontline negotiations.
not mutually exclusive. The content of of the exchange among peers, while questions and were facilitated by :
capacity-building programs depends on digital platforms can offer further op- • Joyce Luma, WFP – Plenary moderator Other participants raised the impor-
individual needs and learning styles. It portunities for in-depth discussion and • Marc Hofstetter, HD tance of striking the right balance
was recommended that capacity build- learning. It was also mentioned that • Toufik Naili, CCHN between the different levels of commit-
ing should be based on needs, especially even if internet connectivity remains • Casie Copeland, WFP ment in terms of operational objectives,
of the national staff who most often a challenge in some “deep field” con- humanitarian principles, and the safety
negotiate in the field, and be delivered texts, content and online networks via of staff. Finding that balance is a recur-
locally mobile phones are ever more accessible ring challenge for frontline negotiators.
to reach for humanitarian practitioners across Question 1: Management has a role and responsi-
Participants discus- a wide contexts. Finally, almost all groups felt What are potential ways to enhance bility to support the negotiation teams
sed whether capacity number of that striking the right balance between the capabilities of the management of in finding a proper way to balance the
humanitar- the use of the two approaches, face-to- humanitarian organizations to frame varying interests and values. Upskilling
building should be ian profes- face and digital, is key to building the negotiation processes on the frontlines ? management teams was viewed as an
organized in-house by sionals. community of practice. opportunity. Common understanding
humanitarian organiza- Participants first suggested that having and ability to dialogue in the “same
tions themselves or be an internal buy-in on negotiation and language” by management and the field
engagement at the senior management teams were highlighted as important,
outsourced to external level is important. This buy-in needs to especially in situations where a specific
institutions. be translated into internal policies on negotiation becomes stuck at a cer-
negotiation; these policies need to be tain level. In this context, participants
shared, acknowledged, and endorsed recommended simulation trainings for
across the different functions within a management on the roles and respon-
humanitarian organization. Integration sibilities in framing the negotiation
of the negotiation function into rele- processes and facilitating a better un-
vant positions and job descriptions was derstanding of recurring risks and the
mentioned as one of the steps that can duty of care by the management.
34 Conference Report 35Most participants highlighted the Question 3 : confidential and respectful exchange of
challenges related to internal communi- How far should agencies invest in the experiences and views. The group recog-
cation and the absence of a common lex- development of monitoring tools such nized that sometimes lessons learned are
icon between HQ, the capital and field as digital journals to support the col- shared and discussed informally within
offices, sometimes resulting in missed lective learning of the organization ? organizations, yet there are no proper and
opportunities for learning. There is a organized approaches. Some participants
fundamental friction around negotiation Some participants believe that there is proposed consideration of developing a
strategies and tactics between the HQ a need to invest in the management of new organizational mindset to invest in
and field levels. Often HQs are wor- knowledge within and across negotiation learning from shared experiences among
ried about setting precedents in terms processes. Important negotiation experi- humanitarian negotiators and across
of compromises, while the negotiation ences are often lost, preventing the ability organizations. They believed that it can
teams in the field are more concerned of organizations to learn from their be useful to have real-time evaluation of
about the delivery of aid. practices. Tools and systems are required the negotiation experience by a non-op-
to systematize capturing and filtering erational team that can take an overview
information and learning experiences for of the negotiation situation and draw
knowledge management purposes. Many lessons from it.
Question 2 : vidual organization. Some participants participants highlighted that human-
How should organizations guide and suggested that senior management has to itarian negotiation remains a sensitive Some of the participants believed that
monitor negotiation processes ? Who establish the red lines in order to relieve topic and organizations are not always investing in negotiation tools can lead to
should decide on red lines and how ? the pressure on the negotiator, while willing to capture and share certain better onboarding of staff. Monitoring
What does an acceptable compro- others contended that red lines are set information—for example, about their the negotiation process, not only the
mise look like ? What are the risks at the field level, depending on the local engagement with armed groups—in a outcome of the negotiation, is a way for
involved; how are they evaluated context. Red lines need not be theoretical systematic manner, even within the same agencies to manage risks. The informa-
and treated ? but should be contextualized with proper organization. Participants suggested that tion accumulated could create a basis of
understanding of the consequences on information sharing, for example, for evidence that can help organizations to
Participants believed that the shared the operations and on the field teams. case studies, requires a safe space to allow generate a dialogue with stakeholders
ownership of the negotiation processes and donors on the challenges faced on
is key, where the roles and responsibil- Linked with red lines and the manage- the ground. This dialogue needs to be
ities of those guiding and monitoring ment of risks, participants recommended transparent based on concrete evidence
the negotiation processes must be clear that the impact of compromises on hu- collected through a functional monitor-
for all. Negotiation teams need to be manitarian action needs to be monitored ing system.
trained to function within such a system not only in view of delivery of aid, but
as well as within a collaboration with also in terms of the long-term implications
Important negotiation
other agencies and stakeholders. In this on the humanitarian sector. Common experiences are
context, some participants suggested frameworks on subjects where compro- often lost, preventing
that the limits of the negotiation man- mises are largely unacceptable, such as the ability of organiza-
dates (red lines) need to be considered the safety of teams, duty of care, and the
at two levels : (1) at the broader level principle of do-no-harm, can support field
tions to learn from
of the humanitarian community, and teams and managers during the planning their practices.
(2) at the operational level by an indi- of complex negotiation processes.
36 Conference Report Conference Report 37Question 4 : shared with other practitioners. Some be- SESSION 4
What are the opportunities for and lieved, however, that there are tendencies
constraints to developing a library of to share success stories only, as well as to Review of experiential learning and peer-to-
case studies and simulations ? create “ready-made” solutions that can fit peer approaches
other situations. These tendencies should
Some participants recommended that be avoided as solutions are specific to Participants discussed the relevance of a peer
a library of case studies on diverse ne- each organization, context, or negotia- community and the opportunities of peer
gotiation experiences can be useful for tion situation. Other participants dis- exchanges to learn advanced negotiation tech-
frontline practitioners. For this purpose, cussed challenges related to information niques and tools as well as to develop a critical
the cases need to be well selected so that sharing in large vs. small organizations; understanding of negotiation environments. ment, experimenting, and, more im-
learning can be generated for a wide for instance, due to limited staff and portantly, a safe and confidential space
range of practitioners. The cases need resources, smaller organizations might The group discussions were framed by specific where open discussions and exchanges
to be decontextualized with due respect be more willing to share information in questions and were facilitated by : can happen among the humanitarian
to confidentiality of the person or the order to learn quickly and put in place • Stefan Szepesi, Negotiation & Public practitioners. Trust among individuals
organization involved. One participant mechanisms for improving the outcomes Service – Plenary moderator can be built in this space as organiza-
added that organizations and the CCHN of negotiation processes. • Brett Davis, MSF tional hats are off and individuals are
should • Oscar Sánchez Piñeiro, UNHCR free to agree or disagree. Ideas about
The cases need to encourage In conclusion of the session, the mod- • Bruno Pommier, ICRC actors mapping, including respective
colleagues to erator highlighted the three key out- capabilities in humanitarian negotia-
be decontextualized proactively comes of the discussion : tion and mainstreaming the existing
with due respect to share infor- tools on negotiation, were raised by a
confidentiality of mation to • Operational hierarchies should be Question 1: number of participants.
the person or the be captured, trained to guide and support negoti- How should organizations facilitate
organization involved. analyzed, and ation processes, including determin- the emergence of a community of Furthermore, participants underlined
ing the red lines and discussing the practice around humanitarian nego- that peer-to-peer learning must not be
objectives of the negotiation with the tiation ? What should the role of the confused with psychosocial support.
teams in the field; community be ? What support can the There could be a tendency of saying
members of the community provide ? to professionals in need of psycho-
• Feedback, sharing of lessons learned, logical support to address traumatic
and guidance can help the frontline Participants discussed the role of the stress, “OK, we’ve got you covered, you
negotiators, especially in high-risk CCHN in facilitating the emergence were supported by your peers who go
and complex situations; and, of a community of practice around hu- through similar pressures.” Peer-to-peer
manitarian negotiation. They believed learning with the purpose of advanc-
• More support is needed in terms of that the needs of field practitioners ing negotiation skills and techniques
tools, knowledge, and skills for better should be identified from a bottom-up is different from psychosocial support
monitoring and framing of nego- approach to ensure a clear vision for that individuals may need due to vari-
tiation processes. Case studies on the community of practice. Partici- ous stresses they encounter in the field.
diverse negotiation situations can be pants shared views about the role of These are different types of support to
useful for practitioners, particularly the community as a platform for infor- the frontline humanitarians and must
those in the field. mal networking, knowledge manage- be separated.
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