A Focus on Humanitarian Workers
Jessica Irene Wong Wibowo*
Capacity Building in Development Agencies
Development agencies have used the term of capacity building as an objective so often that it is rarely questioned anymore. However, because it is so commonly used, the term becomes overload with meanings, covering a wide range of interventions such as training government staffs, sharing technical solutions between countries, improving citizen participation and access to information, and so on (Venner, 2015). Therefore, it is important to redefine what capacity and capacity building means. ECDPM (in Milèn, 2001) defines capacity as individual the ability of individuals, organisations, or systems to perform their functions effectively, efficiently, and sustainably. At the same time, UNDP and OECD (in Milèn, 2001) define capacity building as the process in which individuals or organisations increase their abilities to perform core functions and achieve objectives, as well as understand and deal with their development needs in a broad context and sustainable manner. Development agencies usually focus capacity building projects to their beneficiaries. However, capacity building for humanitarian workers is just as important as it closes the gap between national and international staffs, helping to minimise inequality withing development agencies (Roth, 2012).
The Need for Capacity Building in Humanitarian Work
The substandard humanitarian response observed from the emergency delivery assistance for the 2004 Indian Ocean tsunami and 2010 Haitian earthquake called for a better training and professional development for humanitarian workers (Cranmer, et al., 2014). Furthermore, there is also a call for professionalisation in the humanitarian sector that is applicable both nationally and internationally (Walker, 2010). As development progresses, humanitarian workers are faced with more wicked problems – complex issues with no clear solutions – which then called for higher capabilities of the workers (Armstrong, 2013). In facing these more complex issues, global standards for best practice are hardly applicable anymore. The alternative approach, problem driven iterative adaptation (PDIA), is seen as more relevant, as it tries to find local solutions to local problems which allows for real-time adaptation to the project (Andrews, et al., 2015). However, the PDIA approach requires higher competencies of humanitarian workers across levels and sectors. Similar view is also shared by the United Nation (UN) whom emphasized the importance of capacity building to achieve the 2030 Sustainable Development Goals (SDGs) and other internationally agreed developmental goals (United Nations [UN], n.d.).
The need for capacity building is also voiced by a set of British humanitarian agencies, called Consortium of British Humanitarian Agencies (CBHA), who later developed core humanitarian competencies framework (CHCF) (Emmens, et al., 2010). Based on the framework, there are five basic competencies required of humanitarian workers, which are: (1) understanding of humanitarian contexts and application of humanitarian principles; (2) achieving results effectively; (3) developing and maintaining collaborative relationships; (4) operating safely and securely in a humanitarian response; (5) managing yourself in a pressured and changing environment; and (6) leadership in humanitarian response. Although the program did not receive further funding due to political situations, but evaluation report showed that the framework has been found useful to provide commonality in the career development for humanitarian workers and is viewed positively (Cosgrave, et al., 2012).
A competent and well-managed team is the key of an effective organisation. The CHCF has since been developed further and adopted by various organisations in the world, used as a guide to humanitarian workers professionalisation. One sure way to build competency, which then translates to capabilities, is through training program (Brinkerhoff, 2006). A well-implemented training program coupled with other factors from the organisation, such as job tools and incentive, will result in an improved job performance and add value to the organisation.
Training Programs provided by HDFF
The necessity of doing capacity building for humanitarian workers is the main objective of training programs in HDFF. With the motto of “Knowledge Improves Lives,” the training programs focused on helping humanitarian workers improve their capabilities in facing multiple challenges in their works.
In relation to the six competencies defined by the CHCF, HDFF mainly focuses on the safety and security aspects, though there are some trainings that also cover project management related training. In the project management related training, called the General Management Training, there are eight trainings: (1) result based project management and basic risk training; (2) financial management for leaders (financial planning & monitoring, anti-corruption measures); (3) financial management training (financial management of projects, accounting principles); (4) monitoring, evaluation and learning; (5) human resource and talent management; (6) advanced management/anti-corruption training; (7) advanced management skills: project risk management & financial risk management; and (8) strategic leadership training / strategic planning – effective management control – financial management and good governance.
On the other hand, regarding safety and security aspect, HDFF has Stay Safe Training, which consists of: (1) hostile environment awareness training (HEAT); (2) stay safe training urban survival for “yellow/green” country deployment; (3) stay safe training field travel survival for “yellow/green” country deployment; (4) stay safe training for general public, government, NGO personnel, and corporate personnel; (5) hostage incident management (HIM) training; (6) women security training; and (7) travel security training. The stay safe training group, especially the HEAT, is the main focus of HDFF training programs. It covers the core elements of operating in safely and securely in a humanitarian response competency, which are: situational awareness and personal security, risk assessment, first aid, incident management, as well as other elements such as communications, travel security, and many more.
Conclusion
Capacity building is an indispensable aspect of development agencies, extending beyond traditional beneficiaries to include the crucial role of humanitarian workers. HDFF’s targeted training programs underscore the importance of enhancing competencies to effectively navigate the challenges faced in the humanitarian sector.
Bibliography
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Available at: https://www.elrha.org/wp-content/uploads/2015/01/Professionalising_the_humanitarian_sector.pdf
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*Research Fellow at Human Development Frum Foundation (HDFF), MSc student in International Development and Management programme at Lund University