REMOTE PROGRAMMING

REMOTE PROGRAMMING OVERVIEW

Because of security risks or denial of access, humanitarian
organisations are often unable to directly reach the
people who need help.
The humanitarian imperative demands that we make
every effort to reach those who are most isolated and
vulnerable.
Remote programming can involve:
• Withdrawing international personnel from the field
or reducing their numbers,
• Delegating greater programme responsibility to
local staff or local partner organisations, or
• Overseeing activities from a different location.

TYPES OF REMOTE PROGRAMMING

Each of the different remote programming possibilities has benefits and risks.

Managing programming from a distance

How It Works Senior staff manage programming and employees from a distance, but visit the project site
regularly.

Advantages • Allows for continuity of leadership.

• Ensures accountability, transparency, neutrality, impartiality and solidarity with the local
population.
• Provides an increased sense of ‘protection by presence’.
• Ensures staff understand the context.

Disadvantages • The transfer of responsibilities to national and local staff is limited.

• International visits will attract more attention.
• Programmes are at risk of suspension or withdrawal if international staff is unable to visit due
to insecurity, etc.
• Communication difficulties can arise.

Best Practices • Delegate and provide national staff with mentoring support for decision-making.
• Follow sensible security procedures, and keep travel arrangements confidential.
• Consider the best communication options, such as phone, Skype, radio, etc.

Delegating authority to national and/or local staff

How It Works National and/or local staff assume decision-making authority.

Advantages • Increases local ownership and emphasises capacity building

• Enables sustainability.
• Allows monitoring and evaluation by international agency staff.

Disadvantages • Can increase the threat to national staff security.

• Can increase communication difficulties.
• Can undermine the perception of neutrality and impartiality.
• Can compromise accountability.

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 Best Practices • Identify specific threats, and put appropriate security measures in place for all staff.
• Consider the best communication options, such as phone, Skype, radio, etc.
• Seek to understand the perceptions and gain the support of other partners in the area, and
elevate final decision-making if needed.
• Maintain regular contact.
• Ensure that robust internal controls are in place.

Implementation through community-based organisations

How It Works Community-based organisations implement part of the project (aid distribution, for example).

Advantages • Local partners have a vested interest in project implementation.

• It promotes local capacity building.
• The approach increases sustainability.

Disadvantages • This approach can put some marginalised people at a disadvantage.

• Capacity issues could weaken results.

Best Practices • Seek to understand the perceptions and gain the support of other partners in the area, and
elevate final decision-making if needed.
• Provide mentoring and support with decision-making.

Working with commercial contractors and consultants

How It Works Commercial contractors or consultants manage the programme.

Advantages They can provide otherwise unavailable technical input and guidance.

Disadvantages It does little to build the capacity of local organisations or partners, and it can be expensive.

Best Practices • Promote the use of local contractors or consultants to build capacity.
• Incorporate training and skills transfer into contracts.

RECOMMENDED STRATEGIES
The following list is adapted from ‘Once Removed: Lessons and Challenges in Remote Management of Humanitarian
Operations for Insecure Areas’, by A. Stoddard, A. Harmer and J. S. Renouf and published in 2010 by Humanitarian
Outcomes for the Center on International Cooperation:

Develop clear agency policies, guidance Invest in better capacity building for local
and practical tools for remote staff in key skills (for example, negotiation,
management. leadership, technical skills, etc.).

Invest in developing partnerships at a local

Develop and support local coordination
level to support implementation and
and peer support structures.
information sharing.

Strengthen duty of care to national and Recruit international staff, contractors and
local staff, and extend to national partner consultants with experience in remote
organisations (for example, better, more management. Avoid risk transfer as a
differentiated risk assessments). policy priority.

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