Minutes taken by - Speaking Out Case Studies

Minutes of International meeting of
Ooerations Directors
20'h 1996
AMSTERDAM.September
Present:
BelgianSection:
DutchSection:
FrenchSection:
LuxembourgSection:
SpanishSection:
Brussels:
Intemational
Genève:
Intemational
Minutestakenby:
1.
Mario Goethals
WouterKok
WilnavanAartsen(for theET)
Tinekevan Pietersom(for theDemandDriven)
BrigitteVasset
MarcGastellu
GinetteMarchant
Thierry Durand
Jean-MarieKindermans
RobertMuller
MarnixvanHesteren
Minutes of last meeting,
Paris, June l|th 1996
Oneremarkon the ODA "rumoursfrom London" :
Mario, Marc, JulesandAnne-MarieHuby hada meetingwith ODA afterODA's critics on MSF
with too many
MSF is a Jumpandrun' organisation
in Nigeria(theyconsidered
operations
involvement
local
staff).
and
cars,
and
a
low
of
expatstaff
on howMSF is working.
Themeetingresultedin a betterunderstanding
of theproiect.
It is imDortant
to sendODA theevaluation
to
have
meeiingswith donors.
Lesson^leamed
is thatit is important
2.
International ET
I
UpdateET.
for ET missions.Sixteendesksarenow
Thereis now anextensionof Deskinvolvement
available.
A discussion
will follow at theendofthis yearon how theET functions.
will judgetheET with criticaleyes.
a neutralapproach
anoutsideconsultant
To guarantee
will afterwards
TheDirectorsof Operations
decidewhetherto continueor not.
A few constraints:
. Financialmatters.
This problemneedsquickaction.
. Logisticinvolvementof differentdepartments
of differentsections.
andcentresneeda certaintumover.
The Problemis that the differentlogisticdepartments
This meansthatwe mightbeforcedto do thingsagainsttheinterestof projects,andfavour
It is not acceptable
to be drivenby financialinterests.
logisticsfor financialreasons.
r Involvementof othersections.
This is a longertermissue.
Marcwondersif it is possibleto put all intemational
operations
underthesame'ETlike' label.
Theadvantâges:
o Co-ordination
rulesappliedimmediately.
r Logistics.
o Financial.
It wouldhelpthebalanceof figuresat theendof theyear(accountability
of theET).
This is linkedwith intemationalisation
of thefield andit wouldfollow therecommendations
of
Chantilly.
Because
of thefinancialconstraints,
Marcputsa redalerton theET-construction.
Mario suggests
thattheBalanceis notsomuchtheproblem,but thenotionthatonecannot
participate
asa sectionin a mission.
Continuinginvolvementof othersectionsis needed.
Marc:Still we can'tescape
from thefinancialproblems.
At thesametimeit is notacceptable
prevail.
thatfinancialconstraints
Marc:Apply ET-ruleson otherinternational
missions(Logistics,ET, HRM).
Theserulesneedto berevised.Theremustbemoreconsistency
in co-ordination,
logisticsand
finance.A modularsystemis a combination
of psychological
involvement,
financeandlogistic
turnover.
Albaniamightbe aninteresting
newcaseif it becomes
anemergency.
All sectionswantto beinvolved.Will it beET or not ?
(ET) or not.
It doesn'tmatterwhetherit is anemergency
ET-rulescanbe applied:1 deskand I HOM.
projects.
Thereforeit is advisedto developanETJike system,alsofor non-emergency
Albaniamightconfronteachother,discussions
canbeheldanddifferentwaysof thinkingcan
be integratedinto intemationaloperations
Mario fearsa softconsensus
or havinga debatewithoutdecisions.
How to makestrongdecisions?
Marcproposes
a basicframework.
howto by passadministrative
Kindermans:
constraints
andto solvethe
Questionto Jean-Marie
problemof balances(globalisation
at theendof theyear)?
of accounts
Options:
e To find a consultant
(will costa lot of money).
. Createa virtualsectionasa realistictool (for ET only).
,,
Problems:
r Thereareno examplesat otherorganisations.
r Donorsneedto be involved.
Oneconcretething is proposed:starta total evaluationin November:
. Process
evaluation(howhastheET functoned).
o Effectivenessof the ET.
Marc thinks that an evaluationwill havea functionbut doesnot exoecttoo muchof it.
Our ownperceptionis moreinteresting.
How will the financialoroblembe solved?
Now a problemwith ttreET-balances
will beraisedat theendof theyear.
A balancingmechanismfor the ET needstill to be developed.
Jean-Marieproposesto put Liberia in theET balancingmechanism.
All Directorsof Operationsagree.
For 1997a solutionmustbe found.
Lastremark:Albaniawill be anET-mission.
II
Liberia
Therewassomerigidity detectedin the way theMSF Hollandcontributionfor Tubmanburg
shouldbe soent.
Replyto this is thatMSF Hollandwill beflexiblein thedivisionof projectexpenses.
This
meansthattheET is freein how to spendit.
Brigitte:Do we wantto changetheLiberiadeskafterFebruary?
Problemis that a contractwith the donorwill be signedby oneparticularsection.A new
contractshouldbe signedif theresponsibility
for Liberiachanges
to anothersection.
This will raiseproblemswith thedonor.
Mario:It is betterto continuewith thesameBUS: oncetheBUS alwaystheBUS.
A changeof BUS is not possibleandwill be hardto manage.
It is betterto avoida mix of
financialandoperationalarguments.
The advantageof the ET is that co-ordination,finance,technicalsupportandHRM is managed
by onesection.
Bdgitte:If we wantthedesksto beinvolveda rotatingdeskmustbepossible.
TheCountryManagercanremainworkingfor differentsections.
William hasno problemswith
rotatingdesks.
Mario:otherdesksmustacceptthattheyarenotinvolved.
Wouter:a mechanism
to separate
mustbefound.
III
CostaRica scanningofrtce
A decisionneedto bemade.
HansVeekenhasmadea proposal.It needsa reactionof theCoreGroup.
MarcelvanSoestmadeanevaluation.
It mightbe betterto link thepostto theET / CoreGroup.
Vr'ilnawill be theBUS for follow up. HansVeekenis not thedeskanymore.
Whatwill happenif thereis anemergency
?
wilna: thenw_e
ado.pt
the
sy,stem
of
the
ET andlook for a sectionfor final responsibility.
_will
But normallyWilna will betheBUS.
Ginetteputsremarksat theannualcostsof scanningoffices
Chinacôsts$ 300,000,CostaRicaalsoan x amounl,but whatwill theseoffices gain(MSF
Luxembourgoffice costsalso$ 300,000,but raises$ 6 million).
AnswerMario:
. CostaRicais a project,not a fund-raisingoffice.
. Thecostsareprobablytoo high.
o Decisionis for thedesknotfor theDirectorsof Operations.
IV
GrandsLacsregion
Mario:Burundi,what'shappening
there?
o Kayanza'.
a vehicleof MSF wasconfiscated
by thearmy.No reactionon thatfact.
. Uvira:Iotsof residents
(Banyamulenge)
areforcedout of Zaireby theZairiantroops.
Kayanza',
Wilna: A carwasindeedconfiscated
andthelocaldriverwasforcedto drivearoundin
Kayanzaprovinceuntil theendofthe day.Themilitaryanestedoneperson.It is not known
whathappened
with thearrested
person.
Finallythemilitaryagreedto retumthecar,but threatened
to comeback.
Severeness
of theincident:theuseof thecarwasorderedby thenewGovernorof Kayanza
Theteamwasaskedto comebackto Nsozi.
A discussion
washeldwith theChefd'étatMajor,theGovemorof Kayanzaandwith thechef
de Staffof lr{umbura (whois thehighestofficer).This meetingwasenlightening.
TheywantedMSF to makeawareof thecontextwe work in. Theysuspeclour loèalstaffto
havecontactwith the'otherparty'.This meansthatanylocalperiondiiving alonein anMSF
carmaybe considered
asanenemy.
Theoutcomeis thatwe will avoidasmuchaspossiblecarsdrivenwith localstaffonly.
How to interpretthisincident? Wasit intimidationonly ?
organs.
ThenewGovemoris a hardlinerandwantsmorecontrolof theadministrative
thereis anincrease
of militaryactivities.
Kayanzais a strategicprovince.Therefore,
SinceBuyoyathereis in Burundia strategyto controlthepowerstrongerthentheyusedto do.
with therebelsin findinga solution.
doesnot wantto negotiate
Thecurrentgovemment
prices
moreandmoredifficult.Tradehascollapsed,
For thepopulationthesituationbecomes
arerising.Two/thirdof Bujumburais withoutelectricity.
TheUN andNGO's needto lobbymorefor logisticsthanbefore.If roadsgetblockedwe will
havebig logisticalproblems.
The repatriationandretumingpolicy is questionedby theDelegateof MadamOgata.People
werekilled andput in trucks(of IINHCR) by armedforces.It wasnot a voluntaryrepatriation
asUNHCR remarked.
policy.
MSF shouldreactmoreactivelyandspeakout on theUNHCRrepatriation
A commonapproachneedto be prepared.
Uvira:
in theRuziziandUviraareaareintimidatedandviolatedby
A lot of residents
@anyamulenge)
theZairiantroops.TheseBanyamulenge
areof RwandaandTutsioriginandlive in this area
sincethe 18* century.
Lastweek 150peoplewerepushedovertheborderto Cibitokeprovince.It is not knownwhat
happened
to them.Thereis a strongfeelingthatNyangona(a Hutuleader)playsa rolein it.
It is expected
thatthistrendwill continue.Theygot no mediaattention.
will comébackfrom Uvrra.
More nèwswill comewhenJacoues
on the
For MSF it is importantto discussthematter.Our positionon theRuziziplaindepends
Zairian govemment (SNIP).
Remarkfrom Jorge:Burundi - sitrepsarehardto understand.It is valuablefor the operational
desk,but for otherdesksnot functional.
It is proposedto write a separate
sitrepwith a broadoutline.
3.
Exchange on experienceson internationalisation
Jean-MarieKindermans:
n Communicatonin big emergencies
accordingto ET-model.
Issues:
o Decisionmaking:whatto decideif thereis no consensus.
Bettera baddecisionthan
no decision.
. Commonstatement:
sameBUS in chargeof writinga message.
n Intemationalisation
Jean-Marie
wantsto organisea debateon howto continuewith internationalisation.
First,Jean-Marie
wantsto know whatpeoplewantwith intemationalisation.
He proposes
to setup questionnaires
with theaimto setup prioritiesin publichealthand
orientations.
He wantsto startmid Octoberandfinish in March.
Theresultswill be presented
to theBoard(GeneralAssembly)whowill decide,hopefully
positive.
n Follow up Chantilly.
Two otherproposals:
1.
Thereis no commoncultureanda lackof evaluaton.Jean-Marie
wantsto orsanise
evaluations
of thecommonprojectsof 3 differentsections.
2.
Jean-Marie
wantsto organise
commonmeetingsbetweenall desks.Theproblemis how
to organiseit.
Reactionof theDirectorsof Operations:
o Proposition
is goodbut not feasibledueto a lackof time.It is difficult to visit projectsof
othersections.It needsa studvfirst.
r Plusvalue:
1.
A methodto learnto knowotherprojects.
2.
Takesawayall themistin strategyandconstraints.
3.
Canbeof valuefor a missionitself(in senseof recommendations).
. Thesectionsalreadywork togetherin a lot of countries.
Whatis theadditionalvalue?
Jorgehassomeremarkson internationalisation
in general.
Firsthe wasa enthusiastic
supporter,
now heis morenegativeandopposes
to it:
. Disagreement
on witnessing.
r Lossof identity.
o Slowdecisionmaking.
. Unpreparedness
(noplanfor downsizing).
of thefield on howto getrid of localemployees
. No commonpolicyfor localstaff.
r Thefield is by-passing
Headquarters.
r DifferentadministrativeDrocesses.
Reactionto Jorgescomments:
o Jean-Marie:
Theprioritiesof intemationalisation
is:
o A commonpolicypaperfor MSF asa whole.
. A commonrepresentation.
. Commonmeetings.
. Thereis only misunderstanding
on whatwe shoulddo andhow to advanceandreachthe
objectives.
o Wouterdisagrees
with Jorge.Thereis a problemwith interpretation
of internationalisation.
It mustbe organised.
. Internationalisation
peformedwell in Haiti.Theteamsmadeuseof oneinfrastructure.
o Accordingto Mariothefield,in general,lacksinitiativesanddoesnot internationalise.
Summary:
Jean-Marie
hasseveralproposals
for internationalisation,
but negativefeelingsdominate.
How to steerinternationalisation
to a positivedirection..Constructive
thinkingis needed.
First action:
TheDirectorsof Operations
will writea letterwith rnisunderstandings
to beclearedin orderto
give directionto the field andto reinterpretChantilly.
Action:Mario will writetheletterin co-operation
with Jorge.Thisletterwill be proposed
to the
otherDirectorsof Ooerations
first.
Second action:
A mechanism
will be developed
in whicha sectionwill look in theprojectsof anothersection,
asa sortof evaluation.
Theaim is a betterunderstanding
of theothersectionsculture,skills
andoolicies.
It is àccordedthat3 deskmanagers
will jointly travelto Angola,Bosnia,BurundiandPeru.
Start:October.
Results:beforethenextGeneralAssembly(in 6 monthstime).
4.
International field post: how are they decided ?
Internationalfield postsaredecidedby thecommunicationdepartments
(responsibilityof the
Directorsof Communica{.ions).
Themanagement
by theBUS,rotatingeach6 months.Paidby 1 section.
After 6 monthsa decisionto continuewill bemade,in orderto evaluate.
Theoptionof stoppingis open.
5.
Demand Driven experiment.
Tinekevan Pietersom,asDirector of the experimentcountries,givesanupdate.
Afghanistan,
Angola,Bosnia,Brazil,Cambodiaand
Six countriestakepartin theexperiment:
SierraLeone.All involvedpeopleareenthusiastic.
Still therehasa lot to be adaptedandchanged.
Theexoeriment
itselfhasnowfinished.
EvaluaÎionteamsarenowvisitingthecountriesandhavinginterviewswith theco-ordinators.
Theevaluationwill finishin onemonth.
At theendtheBoardwill decide,basedon theoutcome.
for theCountryManager,butthis mightbe a consequence
of the
Thework loadhasincreased
transmitperiod.The CountryManagersarein directcontactwith the desksof othersections.
for themanagement:
Consequences
No moreDeskManagers.
A differentkind of top structure.
In generalpositive.
. How to combinewith biggeremergencies
andintemational
ET.
r How to implementin countrieswith a weakMT.
r Theweakerpartsof theorganisation
(HQ +
comeup.Theorganisation
mightbe reorganised
thefield).
anymore.
Althoughstill underdiscussion,
thegoalis to haveno DeskManagers
Remarks:
. It mightnot bepositivefor somecountries.
o Differentsituationat emergencies.
. We will havea contextandevaluation
unit at HQ (understudy).Thecontextunit coversthe
problemof "thememoryof theorganisaton".
The structureof thecurrentMT:
Fund-raising
andtheDemandDriven
Director(Lex),HRM manager,
Control,Projects,
expenment.
ThefutureMT:
I scenario:3 ProjectDirectorsfor 3 differentregions,a ContextManager,Audit Managerand
the field (CountryManager)by meansof a contract.
Thecontractis a letterof understanding
anda planningexercise:
(budget,exploratorymissionsandemergencies).
Policy,Programsandresources
The decision
levelwill beput at field level.
In caseof a newproject:
Proposalswill comefrom thefield. It needsapprovalfrom the MT or from theMT at field
level.Headquarters
shouldbeconsultedif a nowprojectfalls outsidethepolicy.
Briefingsof newfield staff:
This meansthatsitrepsshouldbe updatedevery
Thevwîll bebriefedon paperin Headquarters.
HËM d"p*t..nt. Finally.theiountry Managerwill grve
;;'k.îh1r";iû^;;",Ér,iiiËJUy,t"
approvalwhethertheielectedéxpatwill go to thefield
Mario seestwo bottle necks:
r Thememoryof theorganisation.
of peoplein thefield (a highlevelis needed)'
r Therequiredexperience
Jorgehassomeremarks:
policies?
. How to developneworganisational
o Divergence
a lot on people.How to find therightpeopleandreplacements?
o Demanddrivendepends
Tineke:
iii" Ëlli" ideais to get a betterandefficient workingprocess,bettercontactwith the field'
W" -" u**" of thJproblems:howto controlabuseof power'
keepaneyeon theprojects.
will be,_stronger.^They.will
of tfr" supp.irtinga"purtments
1't
get
of
thebureaucracy.
rid
àu".uff effecti at Hdareïot yet known.We wantto
iirÀ"iof"
a primarygoal)'
is-not
this
f; ; f"t" yearstherewill probablybe lessstaff(although
'memory',
will
need
3 extrapeople.
1i,".""réii *it, whichùill alsotakecareof the
JuniorCountryManagerswill betrainedon thefield'
6.
Next meeting Directors of Operations.
.
Next time in Barcelonaon November21" and22nd
for theagendaof thenextmeefing'
Jorgewill be responsible
pointsandpapersis needed'
More disciplinein bringingforwardagenda
n
a
Last remarks
He wouldlike to have
nexttime andlessfunctionalsubjects.
Mario wantsmoreoperations
more'
countrieslike BurundiandChechnya
discussed
Jorgewantsto put theevolutionof MSF Spainon theagenda'
for a quickreactionto
Ginettewantsto discussWestAfrica:thereis no realmechanism
acuteepidemics.
Marcwantsto discusstheevaluationof Nigeria. HansvanOort (MSFHolland)is writing
a Nigeriapolicypaperon epidemics'
andhewould like to bemore
wantsto put attentionto the258anniversary,
Jean-Marie
involvedin medicalmatters.