Diplomacy and Negotiation for Humanitarian NGOs

Larry Roeder, MS. Consultant on Humanitarian Relief, Economic Development and Counter-Terrorism; Former Policy Adviser on Disaster Management, US Department of State; Former Executive Director, GDIN, the Global Disaster Information Network. Dr. Albert Simard, PhD. Is currently serving as Knowledge Manager at Defense Research & Development, Canada. He was a Board Member for GDIN, the Global Disaster Information Network and has developed national information systems for disaster management throughout most of his career.

• Chapter One:  Why Learn “NGO Diplomacy?”.- Extract:.-1.1   What is NGO Diplomacy?.-1.2  NGOs as a Force for the Sovereignty of People.-1.3 NGOs in the Multilateral World.-1.4  NGO Independence.- 1.5 What is Humanitarian?.- 1.6 A Model for NGO Diplomacy.- 1.7 Historical Precedent:.- 1.8 Dr. Fridtjof Nansen.- Chapter Two: A Practical Model For Diplomacy and Negotiation: Steps 1 – 3 - The Preliminary Stage Extract:.- 2.1   Introduction to the Model -- Three Phases:.- 2.2  Steps to Success and Managing Costs.- 2.2.1  Step One: Is The Initiative Worthwhile and Feasible?.- 2.2.2  Step Two: The Study Group Process.- 2.2.3  Two sets of questions need to be asked in steps one and two.- 2.2.4  Question Set Two: How Will the Goal Be Achieved?.- 2.3 The Study Team.-2.3.1 The Study Team Must Ask Hard Questions.- 2.3.2  Keeping Your Cool.- 2.4  Step Three: The Decision Memo Go or No Go?.- 2.4.1 The Off-Ramp.- 2.5 Delegation and Negotiation Staff Decisions:.- 2.5.1  The Delegation.-2.5.2 The HQ Team.- 2.6 Why the Lengthy Decision Process?.-Chapter Three: A Practical Model For Diplomacy and Negotiation: Steps 4-6 – The Negotiation and Implementation Stages.- Extract:.- 3.1 Introduction -- Three Phases:.- 3.2  Step Four: Position Papers – Delegation Guidance.- 3.3 Step Five: Binders and Reports.- 3.3.1  The Delegation Binder.- 3.4 Chief of Delegation and Team Leader.- 3.4.1 That which deflects from true success is failure.- 3.5 Coordinated Instructions.- 3.6 Tactics.- 3.6.1 Have a Draft In Hand.- 3.6.2 “What Is Our Mandate?” Delegations.- 3.6.3 Moral Suasion.- 3.6.4 Coercion.- 3.6.5 Chatham House Rules.- 3.6.5 The North South Problem.- 3.7 Interdisciplinary Complexity.- 3.8 Standard Rules of Behavior.- 3.8.1 Do the Rules Always Apply? Challenge Axioms.- 3.9 Using An Opponent’s Strategic Objectives:.- 3.10  Time Management.- 3.11 Other Points:.- 3.12  Contacts and Cooperation.- 3.12.1 Cooperation With NGOs.- 3.12.2 Cooperation withCorporations.- 3.12.3  Personal Contacts.- 3.12.4 Contact and Steering Groups.- 3.13 Field Negotiations.- 3.13.1 Know the Other Side.- 3.13.2 Perspective.- 3.14 After Action and Implementation.- 3.14.1  After-Action Report.- 3.14.2 After Action Review Session.- 3.14.3 Implementing an Agreement.- Chapter Four: Information and Knowledge Management.- Extract:.- 4.1  Introduction.- 4.2  Management Framework.- 4.3 Knowledge Management.-4.4 Knowledge Work.- 4.5 Integration.- 4.6 Conclusions.- Chapter Five: Security, Risk Analysis and Intelligence.- Extract.- Introduction to Chapter  Five.- 5.1 The Need For Profiles – and Using a Data Fusion Tool to Help.- 5.2 Case Studies.- 5.2.1 The Relationship of Drought and Political/Economic Crises in Africa.- 5.2.2 The 2009 Swine Slaughter in Egypt.- 5.2.3 Civil War.- 5.2.4 The Sinai Peninsula in 2012.- 5.2.5  Poland in 1982.-5.3 Possible Annual Reports.- 5.3.1 Annual International Organization Report.- 5.3.2 Annual Voting/Consensus Practice Guide.- 5.4 Doveryay, no proveryay  Дoвepяй, нo пpoвepяй: Trust But Verify.- Chapter Six:  Legal Matters.- Extract:.- 6.1 Delegation Legal Adviser.- 6.2  Sanctions and Legality.- 6.2.1  United Nations Sanctions.- 6.2.2  National Sanctions and Restrictions:.- 6.2.3  Sanctions on Non-State Entities.- 6.2.4  International Courts:.- 6.3 Words Matter.-Case Study: Cultural Sensitivity in the Middle East.-6.4 Generic Problem Words and Phrases.- 6.4 Value of Written Constitution.- 6.5  International Humanitarian and Human Rights Law.- 6.5.1 International Human Rights Law (IHRL) always exists,.- 6.5.2 International Humanitarian Law (IHL) only exists in conflict.- 6.6 International Instruments.- 6.6.1  Will the Instrument Solve the Problem?.- 6.6.2 Leverage.- 6.6.3 The Authority to Negotiate.- 6.6.4 Memoranda of Understanding (MOU).-6.6.5 Resolutions.-6.6.6 Conventions and Treaties.- 6.6.7 Declarations.- 6.6.8 Treaties.- 6.6.9  People’s Treaties.-6.6.10  Protocols.-6.7  The Impact of Program Budget Implications (PBI).- 6.8 Sovereignty, the New World Order and Implementing a Deal.- 6.9 Rights of Indigenous Peoples:.- 6.10  Non-ratification or Non implementation.- Chapter Seven: War and Peace – Roles for NGOs.- Extract.- 7.1  Law of War.- 7.2 At the Peace Table.- 7.3Neutrality and Working With or Avoiding the Military.- 7.4  An International Army and Peace Keeping.- 7.4.1 Operational Advantage.- 7.4.2 The Saarland and the First Multilateral Force.- 7.4.3 Misuse of a Force.- 7.4.4 The Veto As a Positive Tool.- 7.4.5 Conclusions.- 7.5 Working with Armed Non-State Actors (ANSAs).- Chapter Eight: Failed and Weak Nation-states.- Highlights of Chapter Eight:.- 8.1 Introduction.- 8.1.1 Coalition Building with Local NGOs.- 8.2  A Common Political and Economic Vision:.- 8.3 A Framework that is Inclusive and Avoids Retribution:.- 8.4 Democracy can be a quality control tool for economic policies.- 8.5  The Case of Egyptian Economic Development.- 8.6 Inform the Public.- 8.7 Equality of Opportunity and Good Governance Create Stable Politics.- Chapter Nine:   International Funding.- Extract:.- 9.1 Introduction.- 9.2 Who Receives Government Funding?.- 9.3 Sustainable Funding.- 9.4 Political Taint.-9.5 Donor Rules.-Intelligence Gathering.- 9.10 Being an NGO Donor.- 9.11 Red Flags.- 9.12 Finding the Money.-Chapter Ten:  Meetings and Conferences.- Extract:.- 10.1 Why Hold Private Meetings and Attend Conferences?.- 10.2  Short Meetings:.- 10.3  International Conferences:.- 10.4 The Delegation Administrative and Protocol Officer.- 10.5 The Delegation Office:.- 10.6 Learn the Compound Layout in Advance:.- 10.7 Preconference Tactics.- 10.7.1 The Sequential Negotiation Technique.- 10.7.2 Building Allies in Advance.- 10.8 Stress Management.- 10.9  Outcome and Discussant Papers.- 10.9.1 Example of Outcome Documents:.- 10.10 Secretariat and Other Conference Bodies.- 10.10.1 The Secretariat.- 10.10.2 The Conference Chairperson.- 10.11Credentials Committee and Rules of Procedure.- 10.12 Role of the Drafting Committee.- 10.13  Example of a mega- Conference: Rio - The Earth Summit.- Chapter Eleven:   PROTOCOL.- Extract:.- 11.1 Introduction.- 11.2  Attending Social Events.- 11.3   Accreditation, Badges and Business Cards.- 11.4 Politeness, Trust, and Respect.- 11.5 Gifts:.- 11.6  Managing Perceptions.- 11.7 Receptions and Personal Entertaining.- 11.8 Ambassadors.- 11.9  Invitations and Greetings.- 11.10 Dress.- 11.11 Gender and Race.- 11.12 Speak Without Notes.- 11.13  Use of Language.- 11.14 Neutrality.- 11.15  Titles and Saying Hello and Goodnight.- 11.16 Letter Formats.- Chapter Twelve:  Delegation Communications and the Media.- Extract:.- 12.1 Delegation Communications and the Media.- 12.2  The Delegation Communications (Public Affairs) Officer.-12.3  Are Media Events Needed?.- 12.4 One on One Interviews.- 12.5 Public Diplomacy, Propaganda and Lobbying.- 12.5.1 Public Diplomacy.- 12.5.2  Propaganda.- 12.5.3 Lobbying:.- 12.6 Why Talk to the Media?.- 12.6.1 Explainers of Truth:.- 12.6.2 Protect the Media:.- 12.6.3 Engaging Journalists.- 12.6.4 How much is shared?.- 12.6.5 Trust.- 12.7 Media Accreditation and Access.- 12.8 Photo Display Opportunities.- 12.9 Negotiating an Unfettered Media – Especially Social Media.- 12.10  Additional Outreach Tools and Partners.- Chapter Thirteen: International Organizations and NGO Associations.-  Extract:.- 13.1  Introduction.- 13.2  Sample Agencies and Associations.- 13.2.1 InterAction.- 13.2.2 CoNgo: The Conference of NGOs in Consultative Relationship with the UN.- 13.2.3  ICVA -- The International Council of Voluntary Agencies.- 13.2.4  Can one NGO Umbrella Agency Advocate for All?.- 13.2.5 UN Cluster System: A tool for NGO Diplomats.- 13.2.6 ISDR  -  International Strategy on Disaster Reduction (Geneva).- 13.2.7 IASC:  Interagency Standing Committee and OCHA  (New York).- 13.2.8  IFRC  and ICRC  The International RedCross Red Crescent Movement  (Geneva).- 13.2.9 SPHERE Project and LEGS  (Boston, Geneva, New York, Washington, Ethiopia).- 13.3  Help is Available.- 13.4   Working with Non Traditional NGO: Operation Gwamba, 1964.- Chapter 14:  Creation of the League of Nations and the UN.- Extract:.- 14.1  Introduction.- 14.2 The Study Group “Inquiry:” and the “CSOP”.- 14.3 The Peer Review:.- 14.4 The Red Scare  -  What Does the Other Side Fear?.- 14.5 Long-term Impacts:.- 14.6  Assigning the Negotiator:.- 14.7 Public Diplomacy.- 14.8 The Role of Compromise.- 14.8  Conclusion.- Chapter 15:  The People’s Treaties at Rio+20 – 2012.- Extract:.- 15.1 Introduction:.- 15.2 Eight Steps to Rio:.-15.3 Results:.- Chapter 16:  Rebuttal to an Outcome Document.- Extract:.- 16.1  Introduction.- 16.2 Statement Opposing the Final Outcome Document.- 16.3  Not everyone agreed with this assessment.- Chapter 17: An NGO Saves Belgium.- Extract:.-17.1 Introduction.-17.2 Speed Was Essential:  No Time for a Study Team.- 17.3 First Events --  Saving Americans.- 17.4 And Then Belgium.- Chapter 18: The ReliefWeb Project.- Extract:.- 18.1 History.- 18. 2 Coverage and Content.-18.3 ReliefWeb Today.- Chapter 19:Die Deutsche Liga für Völkerbund (DLfV).- Extract:.- 19.1  Introduction.- 19.2  Founding.- 19.3  Purpose.- 19.4  Mistakes in Analysis – Not Understanding the Enemy or the Allies.- 19.5 Never Insult the Other Side.-19.6 Did Die Liga Have a Chance?.- 19.7  Funding.- 19.8 Membership of Die Liga.- 19.9 The Process.- 19.9 The German Study Group:.- 19.10 Reaction by the Allies at Paris.