CHAPTER ONE: INTRODUCTION

STUDY BACKGROUND

Since the beginning of the twenty-first century, with the accelerating pace of globalization, a
multiplicity of new areas of global diplomatic activity, relating to such issues as climate change,
the environment, access to water, culture, health, and knowledge, has developed alongside
classic national diplomacy.
Humanitarian Diplomacy aims to mobilize public and governmental support and resources for
humanitarian operations and programmes, and to facilitate effective partnership for responding to
the needs of vulnerable people. Humanitarian diplomacy includes advocacy, negotiations,
communication, formal agreements, and other measures. It is a field with many players,
including governments, international organizations, NGOs, the private sector, and individuals.

Humanitarian diplomacy is an emerging term. Its definition does not match that of conventional
diplomacy, whose objective is to manage the international relations of states through negotiation.
Instead, humanitarian diplomacy focuses on ‘maximizing support for operations and programs,
and building the partnerships necessary if humanitarian objectives are to be achieved’. A first
book was devoted to the subject in 2007, and the expression has since been used with growing
frequency by a number of humanitarian agencies. One of these is the International Red Cross and
Red Crescent Movement, which is keen to emphasize its universality and the auxiliary role of the
National Societies to their respective governments. The International Committee of the Red
Cross (ICRC), for instance, has developed its own definition of humanitarian diplomacy, which
reflects its specific mandate.

Meanwhile, since 2010 the International Federation of Red Cross and Red Crescent Societies
(IFRC) has established a new division in charge of promoting humanitarian diplomacy. Other
organizations also use the term, or others that are very similar, such as ‘disaster diplomacy’ or
‘intervention diplomacy’.

It would seem that humanitarian diplomacy refers to the policies and practices of national and
international agencies active in humanitarian aid work.

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The term is used not only by humanitarian organizations but also by national co-operation
agencies and ministries (foreign affairs, defence, development, civil protection) comprising
humanitarian aid departments to respond to domestic or international emergencies. Humanitarian
diplomacy is relevant in both risk prevention and crisis management. It is not limited to the need
to co-ordinate international humanitarian assistance but also operates at the national or local
level to ensure, in an emergency situation, the concerted and efficient mobilization of the various
relevant actors and their often scattered resources.

The definitions and perceived content of humanitarian diplomacy vary as widely as the number
of organizations using the term and the humanitarian operations that they carry out.
Humanitarian diplomacy is not yet a solidly established concept generally recognized by the
international community: there is a big difference between conceiving the idea, using the term
itself, and arriving at international recognition for its definition and agreement on how it should
be conducted. The agencies that have taken the time to reflect about their own ‘diplomatic
practices’ remain few and far between. The ICRC and Doctors without Borders (Médecins sans
Frontières, MSF) are the exception, but even they interpret the concept differently. Arriving at a
universal definition will thus require consultation among agencies and organizations.

The present article will attempt to explore first the emerging definitions of humanitarian
diplomacy, and then some legal dimensions related to the concept. A third section will examine
the areas of action of humanitarian diplomacy both nationally and internationally. The article
will then look at some of the most pressing challenges facing humanitarian diplomacy today.

Humanitarian organizations, as well as states and the private sector, could use humanitarian
diplomacy as an instrument for raising awareness, negotiating, and mobilizing appropriate
humanitarian aid in emergencies. Pooling the various practices related to humanitarian
diplomacy while ensuring respect for local cultures and specific situations will open a path to the
recognition of humanitarian diplomacy by teaching, training, and research institutions, and its
subsequent validation at both conceptual and operational levels.

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1.1. Statement of the Research Problem

The Aga Khan Hospital is one of the major private hospitals in Kenya. Since its establishment in
1951, the hospital has developed from a small dispensary and maternity home to a large private
hospital. It now serves not only the local community but the larger Kenyan community and its
surrounding countries. Currently, the hospital has a 72 bed capacity and a staff establishment of
over 400. From the hospital statistics provided in the Aga Khan Hospital’s 2012 annual report,
the various hospital department came to contact with over 70,000 patients of different categories.
But all is not well with the hospital. According to one senior manager, the hospital has had a high
employee turnover in recent years due to what he described as lack of a proper employee
communication strategy. Customer dissatisfaction is rampant with the patients and visitors
complaining of unexplained delays and long queues. The hospital has been losing to the
neighbouring hospitals such as Avenue Hospital, Oasis Hospital and other private Hospitals
within Kisumu.

In view of the pivotal role played by Humanitarian Diplomacy in the success of organizations, it
was the intention of this study to find out the role humanitarian diplomacy plays in the
management of Aga Khan Hospital.

The study sought to answer the following questions:

1. What are the roles and functions of the humanitarian diplomacy in the management of Aga
Khan Hospital?
2. What place and position has the humanitarian diplomacy been given at Aga Khan
Hospital?

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1.2. Research Objectives

The overall objective of this research was to examine the application of Humanitarian
Diplomacy to the management of Aga Khan Hospital.

1.3. Specific Objectives

The following specific objectives guided this study
i) To establish humanitarian Diplomacy techniques and strategies utilized at Aga khan
Hospital.
ii) To find out the place and position of humanitarian diplomacy at the Aga Khan
Hospital.
iii) To establish the functions of humanitarian diplomacy in Aga Khan Hospital.
iv) To find out how humanitarian diplomacy is managed and applied in Aga Khan
Hospital.

1.4. Scope of the Study

The study confined itself to examining the role humanitarian diplomacy plays in the management
of health organizations. It was conducted in Aga Khan Hospital, Kisumu. The population of the
study was the management hierarchy of the hospital, employees, and clients of the hospital.

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1.5. LIMITATIONS OF THE STUDY
The major limitation to this research was time, owing to the short period the research is supposed
to be carried out. Ideally, the researcher would have wished to carry out research in public or
government hospitals too beside Aga Khan Hospital which is private. The researcher also
appreciated that there were still other sources which could have offered valuable information
regarding the purpose. Whereas an interview schedule with key informant group would have
yielded in-depth data, questionnaires were used for data collection. These limitations, however,
did not make the study any less important. It only implied that though the findings of the study
may hold true of other places, they need not to be applied indiscriminately but rather with
caution.

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METHODOLOGY OF THE STUDY

a) General study design

The study took the form of prose in which data was collected from various participants and
stakeholders and assembled systematically to satisfy specific objectives and requirements of the
study. It includes a brief appraisal of the overall aims of the study which are later branched into
specific ones .the table of contents precedes the chapters. The work is generally divided into
chapter one which documents then layout of the work. Chapter two of the work describes the
organization profile, documenting the ethos, ideals, mission and vision of the organization. The
various organs that make up the entity are thoroughly scrutinized. A history of the organization is
also analyzed with regard to the origin and the purposes of its foundation. Chapter three
highlights the findings of the work cut out in four sections each outlining the objectives and
attendant findings .These findings are specific with the specific research objectives. Finally the
research closes with the conclusion and recommendations sections. In the conclusion section the
emphasis is laid on the general comments made on the overall research work. Recommendations
aim to offer some guidelines that need to be adopted in addressing the findings of the objectives
of the research.

b) Methods of data collection

Various methods were employed in collecting the data from the field. Mostly research instrument
for data collection were questionnaires. Three sets of questionnaires were used. Client’s
questionnaire had 6 items that solicited their perception on the hospital’s services, care and
treatment, image and a comparison with other hospitals. The employee questionnaire had 7
items. It sought for information on induction training and its effectiveness and management-
employee communication. The management questionnaire had 7 sections. It sought to solicit
management views on the application of humanitarian diplomacy in their organization, how they
relate with other publics, humanitarian diplomacy planning, activities, budgeting, monitoring and
evaluation. Questionnaires were found to be appropriate because they facilitated in giving out
standard instruction for all the correspondent. (Best and Kahn, 1993)

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The questionnaires included both open-ended and closed-ended questions. Closed-ended
questions facilitated straight forward scoring and data analysis while open-ended questions gave
respondents freedom to reveal their opinion and provide greater depth information.

The research also involved the analysis of documentary evidence which helped to supplement
information through questionnaires. Aga Khan Hospital’s documents used included annual
reports, notices and materials posted within the hospital and the hospital’s website.

c) Methods of data analysis

The methods of data analysis included grouping the work into categories with regard to the
specific objectives. It entailed dividing the data into categories under particular findings. This is
to simplify the work in such a way that it is easy to understand the layout and framework.

d) Presentation of findings

The findings were presented in point form each addressing one or another objective in line with
the demands of research. An explanation accompanies each finding presented in up to a 5 page
prose format. This makes the presentation concise and precise.

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CHAPTER TWO

2.1. PROFILE OF THE ORGANIZATION

The Aga Khan Hospital Kisumu had a humble beginning. The foundation for the Aga Khan
Dispensary and Maternity home was laid on 26th February, 1951 by Prince Aly Khan and the
facility opened in 1952 as an 8-bed general ward. In 1960 the dispensary was extended and the
laboratory was established in 1991. The Hospital had 55 beds, an administration block was
completed and physiotherapy services were introduced. By 1992 the bed capacity had increased
to 76 with pediatric ward, V.I.P wing, and Acute Care Unit.

Presently the Hospital offers service Medicine, Surgery, Pediatrics, Obstetrics, Gynecology, and
Acute. It also provides 24- hour emergency. These are further supported by basic to intermediate
specialized investigations both in laboratory and radiology and a well-stocked pharmacy, all on a
24-hour basis. The hospital has also introduced hemodialysis, ophthalmology, endoscopy, and
imaging services, including image guided non-vascular intervention, CT scans and Doppler
ultrasounds

2.2. THE AGA KHAN HOSPITAL, KISUMU

The Aga Khan Hospital, Kisumu, which is under the Chief Executive Officer, was established in

1951 and it is privately owned hospital located in Southern Sub-location, Township location,

Winam Division, Kisumu Town East Constituency in Kisumu County along Kisumu-Busia

Highway, Otieno-Oyoo Street.

2.3 COMPANY OBJECTIVES

Objective of Aga Khan Hospital which includes:

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  Promote the right of patients and their families to information, choice, empathy and
dignity.

 Accord to all staff, employed and voluntary, fairness, respect, trust and provide them with
the opportunity to participate, learn and develop.

 Foster equity, partnership, transparency and integrity with all who associate with it and

 Champion ethical practice, respect for law, and value for money and compassion for all.

2.4 THE COMPANY VISION

The vision of the Aga khan health services is to be the acknowledge premier healthcare system in

East and Central Africa, one of whose strengths is to make the services accessible to as many
people as possible in this region, by starting satellite facilities i.e. in Kisii, Kakamega, Busia,

Kericho, Kitale, Bungoma and Homa Bay. Hence Aga khan is striving to continuously improve
the effectiveness of the quality management system and ensuring provision of services that meet
and exceed the customers’ expectations.

2.5 THE COMPANY MISSION

The Aga Khan Hospital mission statement is; “The Aga Khan Hospital is dedicated to providing
quality patient care with special attention to access affordability, clinical excellence, patient
safety, with leadership in diagnostic service and selected areas of program specialization and to
be financially self-sufficient” they achieve this through consistently providing efficient, ethical
and quality healthcare which ensure value for money in safe, reliable, caring and friendly
environment.

2.6 THE COMPANY’S CORE VALUES

Aga Khan Hospital core values include:

 Integrity

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  Professionalism
 Compassion
 Confidentiality
 Reliability
 Passion

2.7 ORGANIZATION STRUCTURE OF AGA KHAN HOSPITAL, KISUMU BRANCH

The figure 1 illustrates the organization structure of the hospital in which I was attached: The
Aga Khan Hospital, Kisumu.

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Figure 1: Organizational structure of the Aga Khan Hospital, Kisumu.

CHAPTER THREE: REPORT OF FINDINGS

THE ROLE OF HUMANITARIAN DIPLOMACY IN HEALTH ORGANIZATION

Diplomacy in all its forms is gradually winning against the use of force, since international
conflicts have been declining markedly since 1945. Internal conflicts and disasters, in contrast,
have been increasing steadily in number, frequency, and intensity. Humanitarian aid is predicted
to double between 2000 and 2015, and expected to account for between 4% and 15% of the
amounts budgeted for official development aid, which is equivalent to some 18 billion US
dollars. The situation has prompted researchers and humanitarian practitioners alike to reflect on
the typology of these new crises, the entities involved in them, and the terminology and practices
being proposed or experimented with, including the practice of humanitarian diplomacy.
Humanitarian diplomacy is rooted in the history of humanitarian action going back to the
nineteenth century, and draws its raison d’être from the efforts made by humanitarian aid
workers internationally, but also nationally and locally, to be allowed access to victims at all
times. However, unlike with traditional diplomacy and international negotiation, there is as yet
no body of literature or specific manual dedicated to humanitarian diplomacy.
One can describe the term ‘humanitarian diplomacy’ through the following definition, as
proposed in 2007:
The concept of humanitarian diplomacy encompasses the activities carried out by
humanitarian organizations to obtain the space from political and military authorities within
which to function with integrity. These activities comprise efforts as arranging for the presence
of humanitarian organizations in a given country, negotiating access to civilian populations in
need of assistance and protection, monitoring assistance programmes, promoting respect for
international law and norms, supporting indigenous individuals and institutions, and engaging in
advocacy at a variety of levels in support of humanitarian objectives.

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Different organizations have identified different priorities for humanitarian diplomacy, and in
very different socio-cultural contexts, depending on the geographical location of the crises. At
the ICRC, for example, humanitarian diplomacy has precise objectives: providing protection and
emergency relief (health and sanitation, food security, shelter, etc.), offering assistance to
detainees, searching for the missing, re-establishing family links, and ensuring the safety of
ICRC staff.
The ICRC and some of the other major humanitarian agencies also contribute to efforts to
negotiate and codify humanitarian norms and standards in national legislation and within the
framework of international organizations such as the United Nations and the International
Conference of the Red Cross and Red Crescent actions that can be qualified as falling within the
realm of humanitarian diplomacy can be identified in both the co-operation of humanitarian
agencies with national governments and international organizations, and in the humanitarian
work carried out on a daily basis in the field. Therefore, both nationally and internationally, and
sub-nationally and locally, there are several levels of contact and intermediation in humanitarian
diplomacy.

Humanitarian diplomacy at the international level

Some protagonists of humanitarian diplomacy claim that true humanitarian diplomacy is
conducted only at high levels of representation and centralized decision-making, in national
capitals and at the headquarters of international and regional organizations.
At the international level, a global architecture of governance for dealing with humanitarian
crises is coordinated by the United Nations (Office for the Coordination of Humanitarian Affairs,
OCHA). Participants include the main humanitarian organizations (Caritas, Red Cross and Red
Crescent National Societies, MSF, Oxfam, World Vision, etc.) and the national development aid
agencies, which generally comprise a disaster relief division. The major humanitarian
organizations also have representative offices at the headquarters of the United Nations, the
European Union, and other regional organizations. Some have permanent consultative status
with the United Nations and take part in various sector competency clusters concerned with
humanitarian affairs. At this level of national and international interaction, the relevant agencies
engage in humanitarian diplomacy and second some of their staff on an ad hoc or long-term basis
to serve as their representatives and conduct crisis negotiations.

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Humanitarian diplomacy at the national and local level
At the national level, governments and parastatal agencies have at their disposal civil and
military resources that can be mobilized in cases of emergency, domestically or abroad. The
mobilization of these resources is frequently laid down in precise national security and
emergency management plans, which include established procedures for mobilizing resources
and co-ordination of the different actors to define areas of responsibility for delivering relief
supplies. Traditional diplomacy is used if there is a request for assistance in the wake of a
disaster with international implications, with the ministry of foreign affairs acting as the focal
point for coordination.
Humanitarian diplomacy will always be necessary, but especially in the event of domestic
disasters (the ministry of the interior and civil protection forming the core of a mechanism that
would, in practice, require negotiations between various public and private institutions and civil
society to allow for rapid, effective action).
Since most crises have an international component in addition to the national and local one, co-
ordination is required between the humanitarian diplomacy conducted in capital cities and that
needed in the field to meet the needs of the victims. Co-ordination has not always produced the
desired results, as illustrated recently by the natural disasters that struck Haiti and Pakistan, since
it is frequently far removed from the real needs of the victims and operational response
capacities on the ground. It further tends to marginalize and even ignore local IFRC, Legislative
Issues in Disaster Management and Epidemic Response, Humanitarian Diplomacy operators,
whose capacities, including the ability to absorb national and/or foreign aid, vary from country to
country.

Humanitarian diplomacy at the intermediate level

Humanitarian diplomacy also has to become active at the intermediate level of relief
mobilization to ensure that relief assistance is successfully delivered to the field, an issue that
does not only apply to large countries with low levels of centralization. It may be that there is a
weak or missing link between the different protagonists conducting humanitarian diplomacy, that
is to say between the headquarters of humanitarian organizations, their regional (and
occasionally national) delegations, and the staff deployed locally at the site of the crisis.

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Although operational systems clearly have to be centralized, decision-making processes cannot
be top-down only.
Humanitarian aid workers in the field are the only impartial sources of information. They
constantly seek to enter into dialogue and negotiations with local authorities and opposition
groups alike. The assessment of needs in the field and the subsequent mobilization and delivery
of humanitarian aid require substantial humanitarian diplomacy.

Humanitarian diplomacy in the field

Most humanitarian aid workers negotiate in some way every day as they carry out their work to
provide assistance and protection. However, few are aware of the fact that their work calls for
skills and knowhow related to humanitarian diplomacy, and most are not yet familiar with this
emerging term. One might therefore consider that the new concept of humanitarian diplomacy
refers to routine negotiations for humanitarian purposes in the field, and can refer to the staff
profiles and tools specific to each agency and type of humanitarian crisis.
One might also fear that, foreign humanitarian aid, which in some situations may – whether
justifiably or not – be perceived as external intervention, occasionally relies on humanitarian
diplomacy imposed by the great national and international stakeholders. So far, few studies have
been carried out to determine the existing or potential local capacities for negotiation,
organization, and resilience (bottom-up humanitarian diplomacy) of decentralized authorities,
NGOs (including those belonging to the opposition, whether armed or not), the private sector,
social networks, local communities, and the media in the face of particular types of recurring
natural disasters, pandemics, pollution, and other forms of crisis.
International Development Research Centre Canada, New Delhi, 2011. Justin Veuthey,
‘Inequalities and the victims and mobilizing resources that might meet these needs. However,
community level humanitarian diplomacy has not yet been documented, and those who practice
it are often skeptical or unaware of the humanitarian-diplomacy decisions made at the national
and international levels in order to come to their assistance.
In practice, most humanitarian aid workers use more or less informal humanitarian diplomacy in
their dealings with communities affected by crises and co-operate with local actors in an attempt
to resolve humanitarian problems in their day-to-day work. It is further worth noting that when

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crises occur in urban settings, such as the earthquakes in Haiti in 2010 or Japan in 2011, a
different form of humanitarian diplomacy is practiced and that the new means of communication
speed up emergency workers’ response on the ground. There are municipalities that push for new
concepts of decentralized or non-centralized humanitarian diplomacy, and attempt to draw up
crisis anticipation and management plans that are as close as possible to the populations that they
administer.
However, no concepts have been developed for municipal-level humanitarian diplomacy carried
out in conjunction with the local private and public-private actors indispensable for absorbing the
effects of crises and starting reconstruction.

Multi-functional and intercultural dimensions of humanitarian diplomacy

As observed above, humanitarian diplomacy cannot reasonably be considered a mere instrument
used by humanitarian agencies for negotiation and the conduct of external relations, in the way in
which traditional diplomacy handles the foreign relations of states. Doing so would mean
forgetting that states and their decentralized bodies themselves conduct humanitarian policies
(foreign affairs and internal and international security), as do the various civil society actors.
Humanitarian diplomacy therefore cannot be appropriated by any one single institutional actor
but is multi-functional owing to the fact that it is used by different types of actors, whether
official or not. It refers neither to a humanitarian diplomatic corps, nor to a clearly defined set of
theories and professional practices.
A growing and varied number of public and private agencies active in emergency management
and their generalist or specialist staff, whether or not they are part of the traditional humanitarian
sector, are required to negotiate the delivery of relief and reconstruction assistance in a wide
range of situations.
Humanitarian diplomacy takes a variety of forms, depending on the specific cultural context and
geographical location of the crisis setting. Although the obligation to protect and assist could be
seen as a near-universal principle, common to all societies, its ethical, moral, and legal character
can take various forms.
Moreover, behavior and the approach to dialogue and negotiations may vary natural disasters:
vulnerability and social capital’, Master’s thesis, Geneva, Graduate Institute of Development
Studies, 2007. significantly depending on the origins and nationality of the humanitarian

15
workers, both in agency headquarters and in the field. Any attempt at providing a body of
material of humanitarian diplomacy potentially suitable for teaching and training will have to
take into account these intercultural dimensions and be supported by numerous case studies.

The legal dimensions of humanitarian diplomacy

If public international law defines the framework for traditional bilateral and multilateral
diplomacy (in the Vienna Convention in particular), the practice of humanitarian diplomacy is
supported by the legal framework of International
Humanitarian Law (IHL) and human rights law. Some humanitarian organizations, and in
particular the components of the International Movement of the Red Cross and Red Crescent,
have been granted a special role and legitimacy to enter into dialogue with states and help
advance the legal framework permitting access to, and the protection of victims of conflicts or
disasters. Moreover, in recent years, the gradual elaboration of regulations for international
disaster relief has paved the way for a broadening of the legal framework and scope of
humanitarian diplomacy.

Aims of Humanitarian Diplomacy

- Obtain access to victims in order to evaluate their situation and to ensure the necessary degree
of protection and assistance towards them to negotiate visas for humanitarian actors;

- Negotiate the establishment of logistical and financial mechanisms for the delivery of
humanitarian aid;

- Ensure the security of humanitarian workers, as well as that of their buildings and of the aid
delivered to beneficiaries;

- Negotiate guarantees of security for the local staff of humanitarian organizations, as well as for
the civil population and other beneficiaries of humanitarian work;

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- Coordinate humanitarian action, through information sharing mechanisms, between
humanitarian organizations and local, national and military Authorities as well as with Non-State
Actors;

- Promote the codification, ratification, application, and implementation of humanitarian law in

the broadest sense (international humanitarian law applicable in armed conflicts, refugee law,
rights of migrants, the protection of internally displaced persons, and human rights);

- Work towards ensuring the concrete respect of humanitarian law, by both Governments and
Non-State Actors.

CHAPTER FOUR: CONCLUSION AND RECOMMENDATIONS

4.1. CONCLUSION

The main objective of the study was to examine the role humanitarian diplomacy plays in the
management of the Aga khan Hospital. From the findings, it was established that;

i) The role of humanitarian diplomacy at the hospital was not well defined.
ii) Even though the hospital was engaged in numerous humanitarian activities, it lacked
the humanitarian diplomacy department to adequately handle this activities.
iii) Without professional humanitarian diplomacy personnel at the hospital, the task of
handling humanitarian diplomacy was left in the hands of individual mangers
responsible for other activities..
iv) These managers lacked capacity in humanitarian diplomacy management.
v) Humanitarian diplomacy was therefore disorganized, done in an ad hoc basis and was
haphazardly approached.

4.2. RECOMMENDATIONS

In order for Aga Khan Hospital to remain relevant to its various operations, the following
recommendations were made:

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i) There is an urgent need for Aga Khan Hospital to establish Humanitarian Diplomacy
Department. The department should be staffed with the professional personnel to
handle humanitarian diplomacy issues in the hospital.
ii) The department will carry out regular research among the hospital’s publics to
determine the need for humanitarian diplomacy application and set up proper
techniques for the success of the hospital.
iii) The department will be responsible for protecting and improving hospital’s image,
identify humanitarian diplomacy challenges and look for opportunities that will create
a niche for the hospital for the success of the organization.
iv) The department will plan, coordinate, direct, monitor and evaluate all humanitarian
diplomacy activities. These activities will have set objectives that will tally with
hospital’s vision and objectives.
v) The department will be allocated a budget to implement its activities and be
accountable for the budget.

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Ways in: RAMCHARAN, Bertrand G. (Ed.) Human Rights Protection in the Field.
Leiden/Boston, Martinus Nijhoff, 2006, pp. 87-117.
11. VEUTHEY, M. (2007), "Genève, carrefour de la diplomatie multilatérale, formelle et
informelle" Refugee Survey Quarterly, 26 (4), p.155-162.
12. VEUTHEY M. (2011), “Diplomatie humanitaire. Préserver les chances de la diplomatie
humanitaire au moment où elle est la plus nécessaire”, available on
http://www.diploweb.com/Diplomatiehumanitaire.html (last access 31 October 2011).
C) OTHER DOCUMENTS
1. ‘European Union Guidelines on promoting compliance with international humanitarian
law (IHL): (2005/C 327/04),’ Official Journal of the European Union, 23.12.2005,
available at http://eurlex.europa.eu/LexUriServ/LexUriServ.do?
uri=OJ:C:2005:327:0004:0007:EN:PDF (accessed 31/10/2011).

21
2. GENEVA CALL ("Appel de Genève") Exploring Criteria & Conditions for Engaging
Armed Non-State Actors to Respect Humanitarian Law & Human Rights Law.
Conference Report. Geneva 4-5 June 2007,136 p.
http://www.genevacall.org/resources/conference-reports/f-conference-reports/2001-
2010/gc-2007-04- 05jun-geneva.pdf (accessed 31/10/2011).
3. BUBNA, M. "Humanitarian Diplomacy & Failed States: Case Study of the WFP
Operations in Somalia" IDSA 14 ISSUE BRIEF, 9 p.
http://www.idsa.in/system/files/IB_WFPOperationsinSomalia_mayank.pdf (accessed
31/10/2011).
4. CHATHAM HOUSE - LEE, Bernice, and Felix PRESTON, with Gemma GREEN
Preparing for High-impact, Low-probability Events: Lessons from Eyjafjallajökull.
Chatham House Report. London, January 2012, 47 p.
http://www.chathamhouse.org/sites/default/files/public/Research/Energy,
%20Environment%20and%2 0Development/r0112_highimpact.pdf
5. McMICHAEL, Anthony. Climate Change and Health: Policy Priorities and Perspectives.
Briefing Paper. London, December 2011, 14 p.
http://www.chathamhouse.org/sites/default/files/public/Research/Global%20Health/
bp1211mcmichael. pdf CICR / ICRC La stratégie du CICR 2011-2014. Répondre
toujours mieux aux besoins des victimes ICRC Strategy 2011-2014. Achieving
Significant Results for People in Need
http://www.icrc.org/eng/resources/documents/publication/p4050.htm ICRC Commentary
to the Third Geneva Convention of 1949, Geneva, ICRC, 1950. ICRC Commentary on
the Additional Protocols, Geneva, ICRC, 1987.
6. Nobel Prize Acceptance Speech delivered in Oslo on December 10, 1999, by Dr. James
ORBINSKI, then President of the MSF International Council. Available at
http://www.doctorswithoutborders.org/publications/article.cfm?id=708&cat=speech
7. OCHA (2006), ‘Humanitarian Negotiations with Armed Groups. A Manual for
Practitioners.’ available at
http://ochanet.unocha.org/p/Documents/HumanitarianNegotiationswArmedGroupsManua
l.pdf

22
8. WORLD ECONOMIC FORUM Global Risks 2011. Sixth Edition. Geneva, January
2011, 131 p. http://riskreport.weforum.org/
D) LEGAL INSTRUMENTS
1. Convention (I) for the Amelioration of the Condition of the Wounded and Sick in Armed
Forces in the Field, Geneva, 12 August 1949.
2. Convention (II) for the Amelioration of the Condition of Wounded, Sick and
Shipwrecked Members of Armed Forces at Sea, Geneva, 12 August 1949.
3. Convention (III) relative to the Treatment of Prisoners of War, Geneva, 12 August 1949.
4. Convention (IV) relative to the Protection of Civilian Persons in Time of War, Geneva,
12 August 1949.
5. Protocol Additional to the Geneva Conventions of 12 August 1949, and relating to the
Protection of Victims of International Armed Conflicts (Protocol I), 8 June 1977.
6. Protocol Additional to the Geneva Conventions of 12 August 1949, and relating to the
Protection of Victims of Non-International Armed Conflicts (Protocol II), 8 June 1977.
15
E) WEBSITES
1. European Union (Official Website) http://europa.eu Geneva Call / Appel de Genève
www.genevacall.org
2. Geneva Center for education and research in humanitarian action (CERAH)
http://www.cerahgeneve.ch/
3. Geneva Declaration on Armed Violence and Development www.genevadeclaration.org
4. Geneva – International Cooperation http://www.internationalcooperationgeneva.ch/
5. HDC (Centre for Humanitarian Dialogue) www.hdcentre.org
6. Carter Center www.cartercenter.org
7. Chatham House www.chathamhouse.org.uk
8. Conference on Humanitarian Training http://www.humanitarianeducation.org/
9. International Coalition for the Responsibility to Protect
http://www.responsibilitytoprotect.org/
10. International Committee of the Red Cross (ICRC) www.icrc.org
11. International Crisis Group www.crisisgroup.org
12. International Human Rights Lexicon http://www.internationalhumanrightslexicon.org

23
13. International Institute of Humanitarian Law www.iihl.org
14. Inter-Parliamentary Union – Union Interparlementaire www.ipu.org
15. IRIN www.irinnews.org
16. Journal of Humanitarian Assistance http://jha.ac/about
17. Malteser International (Order of Malta Worldwide Relief) http://www.malteser-
international.org/
18. MSF (“Doctors Without Borders”) www.msf.org
19. Norwegian Institute of International Affairs http://english.nupi.no
20. North Atlantic Treaty Organization (NATO) www.nato.int
21. OCHA (UN Office for the Coordination of Humanitarian Affairs)
http://ochaonline.un.org
22. Order of Malta http://www.orderofmalta.int
23. Reliefweb http://reliefweb.int/
24. Somali Community Safety Framework http://www.somalipeacebuilding.org/
25. Stockholm International Peace Research Institute www.sipri.org
26. Stop Cluster Munition Coalition http://www.stopclustermunitions.org/
27. United Nations http://www.un.org/
28. United States Institute of Peace http://www.usip.org
29. Webster University, Geneva (Switzerland) www.webster.ch
30. Worldpress.org’s index of international think tanks and research organizations
http://www.worldpress.org/library/ngo.cfm
31. World Economic Forum http://www.weforum.org/

24
APPENDIX A

MANAGEMENT QUESTIONNAIRE

Kindly answer the following questions. The researcher would like to assure you that the

information gathered will be kept confidential and used strictly for the purpose of this research

only. Do not write vour name anywhere in this paper. However, the usefulness of the information

to the researcher will solely depend on your honesty. Thank you in advance. Please put a tick (V)

where applicable.

INTRODUCTION

1. Job title___________________________________

2. How would you rate the importance of Humanitarian Diplomacy in your organization?

a) Very important ()

25
b) Important ()

c) Not very important ( )

d) Not important at all

2. What would you say is the role of humanitarian diplomacy in your organization?

EMPLOYEE COMMUNICATION
1. Which techniques do you use in communicating to your employees?

i. newsletters ( )

ii. meetings ( )

iii. notice boards ( )

iv. pamphlets ( )

26
v. telephone ( )

vi. internet ( )

vii. others (specify)

2. Do you carry out induction courses for new employees?

a) yes ()

b) no ()

3. How do your employees communicate their grievances?

a) Through trade union officials ()

b) Suggestion Boxes ()

c) Staff meetings ( )

d) In-house journal ()

e) Any other (specify)

COMMUNICATING WITH EXTERNAL PUBLICS

1. How do external publics communicate with the management?

a) Suggestion Boxes ()

b) Letters ()

27
c) Telephone ( )

d) Internet ( )

e) Any other (specify)

2. Which techniques do you use to communicate to external publics?

a) newsletters ( )

b) letters ( )

c) reports ( )

d) bulletin boards ( )

e) conferences ( )

f) television ( )

g) radio ( )

h) newspapers ( )

i) magazines ( )

j) internet ( )

k) telephone ( )

28
l) others (specify)

29
PLACE OF HUMANITARIAN DIPLOMACY

1. Would you say humanitarian diplomacy is a management function?

a) Yes ( )

b) No ( )

3. Please explain your response in (4) above.

3. Is there humanitarian diplomacy personnel in your organization?

a) Yes ( )

b) No ( )

4. If the answer to 7 above is Yes, what is the job title of the head of Humanitarian Diplomacy
Department?

30
5. If the answer to 7 above is No, who handles humanitarian diplomacy management function in
your organization?

6. Do the head of humanitarian diplomacy department sit at management meetings?

a) Yes ( )

b) No ( )

31
7. If the answer to 6 above is Yes, does the head of HD department have decision making

powers?

c) Yes ( )

d) No ( )

8. To whom does the head of HD Department report to?

HD PLANNING AND COORDINATING

1. Does your organization have humanitarian diplomacy plan/policy?

a) Yes ()

b) No ()

c) Notaw-areQ

2. Does your organization set humanitarian diplomacy objectives?

a) Yes ( )

b) No ( )

5. List some public relations activities your organization has been involved in the recent past to

achieve the objectives stated in (5) above.

32
i. _______________________

ii. _______________________

iii. _______________________

vi. ______________________

vii. ______________________

4. Who plans and coordinates these activities?

5. Explain briefly about the coordination of humanitarian diplomacy activities in your

organization.

HD BUDGETING

1. Does your organization allocate a budget for humanitarian diplomacy activities?

a) Yes ( )

b) No ( )

c) Not aware ( )

2. If there is a budget, how does it compare with other allocations?

a) Slightly more ( )

b) Slightly less ( )

33
c) Same( )

d) Very big ( )

e) Very small ( )

34
HD MONITORING AND EVALUATION

1. Are humanitarian diplomacy activities monitored in your organization?

a) Yes ( )

b) No ( )

c) Not aware ( )

2. If they are monitored, who does the monitoring?

a) Board of directors ( )

b) Executive director ( )

c) Management ( )

d) Consultancy firm ( )

e) Other (specify)

3. Are humanitarian diplomacy activities evaluated in your organization?

a) Yes ( )

b) No ( )

c) Not aware ( )

35
4. If they are evaluated, when is the evaluation done?

a) At the beginning of a HD program ( )

b) At the middle of a HD program ( )

c) At the end of a HD program ( )

d) All of the above ( )

36
5. What do you consider as humanitarian diplomacy challenges facing your organization?

6. What would you say is the future of humanitarian diplomacy function in your

Organization?
_________________________________________________________________

37
Appendix B

CLIENTS QUESTIONNAIRE

Kindly answer the following questions. The researcher would like to assure you that the

information gathered will be kept confidential and used strictly for the purpose of this research

only. Do not write your name anywhere in this paper. However, the usefulness of the information

to the researcher will solely depend on your honesty. Thank you in advance. Please put a tick (V)

where applicable.

1. How did you come to know about Aga Khan Hospital?

a. Friends/ relatives ( )

b. Referred from another hospital ()

c. Media ()

d. Other sources (specify)__________________________________

2. When you were at the hospital, how would you rate the following services?

38
 Services Below satisfactory Satisfactory Excellent
Recepltion
Communication with
medical staffs
Communication with
non medical staffs
Timeliness

3. Have you been a patient in another hospital before?

a. Yes ()

b. No ()

4. If the answer to 11 above is Yes, how would you rate Aga Khan Hospital with the other
hospitals?

a. Poor ()

b. Average ()

c. Excellent ()

5. If you were to refer a person to a hospital, would you refer them to Aga Khan Hospital?

a. Yes ( )

b. No ()

39
6. Pease give your general recommendation on how the Aga Khan Hospital can improve its
image to patients

APPENDIX C

40
EMPLOYEE QUESTIONNAIRE

Kindly answer the following questions. The researcher would like to assure you that the

information gathered will be kept confidential and used for the purpose of this research only. Do

not write your name anywhere in this paper. However, the usefulness of the information to the

researcher will solely depend on your honesty. Thank you in advance. Please put a tick (V)

where applicable.

1. What is your current job title______________________________________________

2. State the years you have worked for Aga Khan Hospital

a. 0-5 years ()

b. 6-10 years ()

c. ll-15years()

d. 20 years and above ()

3. Were you given induction training upon your employment?

a. Yes ()

b. No ()

4. Do you agree that the induction training you received assist you in your work at the hospital?

41
a. Strongly agree ( )

b. Agree ()

c. Not sure ( )

d. Disagree ()

e. Strongly disagree ()

5. As an employee, do you receive frequent briefs on hospitals intended activities and changes,

and the part you will play in them?

a. Yes ()

b. No ()

6. Do you agree that management-employee communication at the hospital is effective?

a. Strongly agree ( )

b. Agree ()

c. Not sure ()

d. Disagree ()

e. Strongly Disagree ( )

42
7. Suggest methods to improve management-employee communication

43