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, or other crises ( Dandoy and Pérouse de Montclos, 2013 ). It is clear that, regardless of whether humanitarian insecurity has actually statistically increased, security management as a policy issue will continue to play a significant role in the planning and implementation of humanitarian operations. The particular aim of this article is to probe how the humanitarian sector is pushing towards new frontiers in security management and to examine the policy fault lines likely to shape humanitarian organisations’ responses moving forward. This analysis draws
incentive to tackle the political economy of precarity. Extreme food security crises represent a change in political market conditions that compel political elites to make tactical adjustments while also providing new opportunities for acquiring power or the instruments for power. Such changes in political organisation may endure well beyond the crisis. Finally, it follows that humanitarian operations are most likely to be caught up in the calculus of transactional politics in
limited to operating in countries under Western tutelage, but even those inspired by anti-communism were cautious about structural integration into Western security strategies. At the beginning of the 1990s, NGOs shrugged off their scepticism for the morality of state power, working more closely with Western military forces. Private and government funding for humanitarian operations increased. With the help of news media, humanitarian agencies boosted their political capital, presenting themselves as providers of public moral conscience for the
are conceptually necessary to treat such a heterogeneous subject matter, and call attention to the preeminent implications for patient well-being and humanitarian operations as a whole. Medical humanitarian settings might not make for qualitatively different data ethics, but they do make for quantitatively different consequences. In any setting, a medical data breach can do long-lasting harm; in authoritarian or conflict environments they can be deadly. Where existing
staff, who since 2013 have been ‘partnered’ with a Congolese ‘assistant’, a guide relied upon for ‘local’ knowledge. The ‘relational and interpretive’ labour of local aid workers often remains overlooked, or ‘invisible’, in aid implementation ( Peters, 2020 ). But the everyday processes of brokerage and translation ( Lewis and Mosse, 2006 ; Bierschenk et al. , 2000 ) conducted by local staff are central to understanding humanitarian operations in conflict. To make sense of these dynamics, I draw upon the literature on intermediaries and brokers: missionaries
listen to and respect the myriad voices of communities in humanitarian settings, we intend to build more nuanced and equitable relationships with communities that help to build trust by seeing information in a more holistic and culturally embedded way. As an organisation, MSF strives to co-design humanitarian operations alongside the communities it serves – where possible – and the new version of MSF Listen is an important step along that road. Conclusion
throughout movies produced by the International Committee of the Red Cross (ICRC), private charities and state-funded agencies during humanitarian operations launched in Eastern Europe after World War I. More specifically, it examines the performativity of moving images in making public claims, forging and channeling specific sensitivities among ephemeral audiences who gathered to watch these films. The ‘technologies of witnessing’ ( McLagan, 2006 : 191) offered by cinema not only allowed audiences to delve into the testimonial function of such images, but also to question
. Geneva : International Committee of the Red Cross . ICRC ( 2008 ), ‘ ICRC Protection Policy: Institutional Policy ’, International Review of the Red Cross , 90 : 871 , 751 – 75 . InterAction ( 2006 ), Protection in Practice: A Guidebook for Incorporating Protection into Humanitarian Operations
Humanitarian Operations and Supply Chain Management (HOSCM). This body of work, generally geared towards the development of practical solutions to humanitarian logistical problems, has increasingly adopted mathematical models over the past two decades. These have been used to understand the uncertainty surrounding several key areas in supply and operations: communication systems, infrastructure requirements, resource management, severity and time of the
staff to maintain. Fabrice Weissman engages with this experience from the perspective of his own project to document a significant new oncology programme in Malawi in which MSF plays a central part. Bertrand Taithe has been engaged with both for the past five years in discussing how synchronous historical writing ( Taithe and le Paih, forthcoming ) within missions and humanitarian operations can contribute to institutional stock taking (or capitalisation to use the MSF terminology) and to