MINISTRY OF NGO 1 NGO 2

DISPLACEMENT

Mercy Corps: Jon Novakovic / Dushanbe, Tajikistan 2018

PLAYBOOK
Negotiating for
Humanitarian Access
NOVEMBER 2018
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To our fellow emergency responders,

development professionals,
and peacebuilders:

Mercy Corps defines access negotiations as back-and-forth communication with state and non-state actors
in which humanitarian agencies aim to gain safe access to vulnerable populations while ensuring staff safety,
integrity of operations, and adherence to humanitarian principles, donor requirements, and laws.

This Negotiating for Humanitarian Access “playbook” is a multimedia, interactive guide for you: humanitarians,
development professionals, and peacebuilders around the world. We believe that more effective access
negotiation enhances the ability of humanitarians to reach vulnerable populations, strengthening emergency
response efforts and laying the groundwork for longer-term development and peace. We hope that our peer
agencies and civil society partners around the globe make good use of this resource, and come to us with
questions, feedback, and ideas.

We’d like to recognize the valuable contributions to this playbook by Vantage Partners, a consulting firm spin-off
of the Harvard Negotiation Project. A special thank-you to Vantage’s Kristal Thomas for tireless and exceptional
video editing; Mercy Corps staff in the Caucacus, Central and South Asia for their participation in video filming;
Jon Novakovic and Christopher Allbritton for enhancing video production; and Heather Cummings for superb
graphic design.

Thank you!

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Navigation

INTRODUCTION
1 ACCESS QUIZ
Overview of the
NEGOTIATION ON THE CIRCLE
Seven Elements and
PREP TOOL OF VALUE
the Circle of Value

WATCH: OVERVIEW OF
CIRCLE OF VALUE

QUIZ 3 4
2
General Do’s and Stakeholder
Dealing with Hard ON RESPONDING TO
Dont’s from Mercy Mapping for Multi-
Bargainers DIFFICULT STATEMENTS
Corps Country Teams Party Negotiations

Video Tips on Using Each of the Seven Elements

CREATE A PROCESS FOR RELATIONSHIP COMMUNICATION
WORKING SIDE-BY-SIDE

INTERESTS OPTIONS LEGITIMACY ALTERNATIVES

INTERESTS

FIND THE BEST SOLUTIONS: OPTIONS

JOINTLY CREATE AND
DISTRIBUTE VALUE

COMMITMENT RELATIONSHIP COMMUNICATION

LEGITIMACY
IF “NO” IF “YES”
MAKE DECISIONS AND
IMPLEMENT ALTERNATIVES COMMITMENT

ANALYSIS OF ACCESS NEGOTIATION CHALLENGES AND

GUIDANCE FOR OVERCOMING THEM
DIFFICULT TACTIC #1: DIFFICULT TACTIC #2: DIFFICULT TACTIC #3: DIFFICULT TACTIC #4

GOVERNMENT PEER AGENCIES GOVERNMENT SECURITY OFFICIALS

DEMANDS EXCESSIVE WITHHOLD ACCESS RESTRICTS ACCESS RESTRICT ACCESS AT
INFORMATION TO MOST CHECKPOINTS
VULNERABLE IDPS

PLAY VIDEO PLAY VIDEO PLAY VIDEO PLAY VIDEO

ADDITIONAL GUIDANCE ON ENGAGING WITH ARMED GROUPS

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Introduction
Need for Playbook
Aid agencies that operate in the midst of emergencies often need to negotiate with a range of actors to ensure
humanitarian access. Primary objectives include gaining access to target populations or locations, providing
assistance to the most vulnerable households, adhering to humanitarian principles such as impartiality and
operational independence, and ensuring the safety and integrity of agency staff and operations.

Given the range of environments in which aid agencies work, negotiations take place with a wide variety of
actors, state and non-state, local and national, informal and formal authorities and leaders. Non-state armed
groups operate outside the formal military structures of states (and therefore include paramilitaries and vigilante
groups) and may use arms to achieve political, ideological, or economic objectives.

Insecurity in many hot conflict zones makes access all but impossible; however, in other areas, access depends
on the outcomes of efforts to influence and negotiate with state and non-state actors that restrict access. In other
words, successful access negotiation efforts enhance aid agencies’ abilities to assist vulnerable populations with
life-saving assistance. Unsuccessful access efforts may undermine humanitarian response efforts.

Purpose of Playbook
This Negotiating for Humanitarian Access
playbook provides guidance on how to achieve
the results we need in humanitarian access
negotiations. We define access negotiations for
aid agencies as back-and-forth communication
with state and non-state actors to gain safe
access to vulnerable populations while
adhering to humanitarian principles, donor
requirements, and laws.

The context described in the playbook is

grounded in common access challenges
experienced by international NGOs. The Mercy Corps: Jon Novakovic 2018

guidance leverages the interest-based approach to negotiation that first gained widespread prominence with
the 1979 publication of the bestselling Getting to Yes: Negotiating Agreement Without Giving In, written by
Professor Roger Fisher, who founded the Conflict Management Group (CMG) that Mercy Corps merged with
in 2004. The Boston-based consulting firm Vantage Partners, like CMG a spin-off of the Harvard Negotiation
Project, pioneered the application of this approach to complex business relationships and advanced the tools
and processes necessary to put it into practice. Incorporating lessons from the first-hand experiences of Mercy
Corps staff who negotiate for humanitarian access, the playbook provides a framework to help you prepare for,
analyze, understand, and conduct access negotiations to maximize the likelihood of success.

How the Playbook is Organized

The first part of the playbook provides an overview of our collaborative negotiation approach, including in multi-
party negotiations. The heart of the playbook is structured to enable you to find the dynamic you are facing (see
page 3), and then click on the relevant link to find guidance for approaching that situation. Each section consists
of the following five sub-sections:

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AA Key Negotiation Counterparts

AA What your Counterparts Might Say

AA Analyzing these Tactics with the Seven Elements of Negotiation

AA Understanding the Tactic: Why might your Counterparts be Doing This?

AA Guidance on Responding to the Tactic: What to Do and Say

How to Use the Playbook

We encourage you to do the following:

AA Review the negotiation framework described below.

AA Find the dynamic(s) in the Table of Contents links that best describes the humanitarian access challenge
you face. Read the analysis and guidance on how to deal with that challenge.

AA Watch the videos that depict potential negotiations you might engage in, challenges that may arise, and
strategies you can use to overcome the difficult tactics.

AA Practice! We encourage you to engage in your own role-plays and practice responding to such scenarios
with your teams. Adapt the different dynamics to your own unique context, as needed. By identifying
similar experiences, actors, and challenges, you can better prepare for your own negotiations and more
successfully engage in humanitarian access negotiations.

Overview of the Seven Elements of

Negotiation and the Circle of Value
TThe Seven Elements of Negotiation CIRCLE OF VALUE: SEVEN ELEMENTS OF NEGOTIATION
(Relationship, Communication, Interests,
Options, Legitimacy, Alternatives, and
Commitment) describe everything CREATE A PROCESS FOR RELATIONSHIP COMMUNICATION
WORKING SIDE-BY-SIDE
that happens in negotiation. The
INTERESTS
Seven Elements can be used to define
success, prepare for negotiation, FIND THE BEST SOLUTIONS: OPTIONS
JOINTLY CREATE AND
conduct negotiations, and review the DISTRIBUTE VALUE
LEGITIMACY
process. When the Seven Elements
IF “NO” IF “YES”
are used collaboratively through joint
MAKE DECISIONS AND
problem-solving with your negotiation IMPLEMENT ALTERNATIVES COMMITMENT
counterpart to both get the substantive
results you want by creating value and
improve the Relationship, we call that
approach the Circle of Value.

The Circle of Value approach (see graphic) is also known as the Interest-based approach because Interests
(our underlying motivations—goals we want to achieve and concerns we want to address) are the bedrock of
the framework. We want to share our Interests and uncover our counterpart’s Interests so that we can generate

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a range of Options (possible solutions or pieces of

an agreement) to satisfy the Interests of both sides.
STANDARDS OF LEGITIMACY:
When Interests conflict, we want to turn to standards are especially important in humanitarian access
of Legitimacy (objective criteria such as market negotiations because international humanitarian
or industry standards, or precedents) to determine law represents a powerful objective criterion in
support of emergency assistance. Effective references
whether an Option is fair. The ability to explore
to the international norms and standards that
Interests, develop Options, and discuss Standards of
govern emergency aid, as well as to humanitarian
Legitimacy depends on a trusting, open Relationship work in similar contexts (i.e. precedent), can persuade
and efficient two-way Communication. We want to state and non-state actors to grant you access.
spend as much time as possible focusing on Interests,
Options, and Legitimacy before making a decision:
either to pursue our Alternatives (what we can do to
satisfy our own Interests away from
the table and absent an agreement) or POSITIONAL BARGAINING: DANCE OF CONCESSIONS
make a Commitment with the other
party that specifies what both parties “A REASONABLE PRICE OF…”
will or won’t do. “JUST FOR YOU…” NO DEAL
(GO TO BATNA)
“THAT’S MY BOTTOM LINE…”
The Circle of Value approach is THREAT
“TAKE IT OR LEAVE IT”
very different from what we call the
Positional Bargaining approach “SPLIT THE DIFFERENCE COMPROMISE”

(see graphic), in which the parties COUNTER

“LAST” FINAL OFFER
-THREAT
lock into (often extreme) positions “FINAL” OFFER
NO DEAL
and then haggle back and forth FALLBACK (MINOR CONCESSION) (GO TO BATNA)

by making the smallest possible EXTREME OPENING POSITION WALK OUT (TEMPORARILY)

concessions and occasional threats.

That familiar approach often leads
to suboptimal, arbitrary, lowest common-denominator negotiated outcomes, as well as damaged relationships.
That approach might make sense in one-off deals where there is little value at stake and the relationship with the
other party is not important. The Positional Bargaining approach doesn’t make sense in negotiations for
humanitarian access with state and non-state actors.

Positional Bargaining in Action

Click video to watch in browser.

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Negotiation Prep Tool

1. Related parties (counterparts, constituents, and others who may affect the situation.)
Consider drawing a diagram.

2. Important topics (subjects that need to be addressed)

Interests
3. List your and your organization’s Interests, needs, concerns, hopes, and fears

4. List your counterpart’s and their organization’s Interests, needs, concerns, hopes, and fears

Options
5. List possible Options for each topic or major interest, looking specifically for solutions that could meet both
parties’ interests acceptably.

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Legitimacy
6. Identify objective standards that could help you and your counterpart resolve conflicting Interests and choose
among possible Options.

Your Alternatives
7. Identify your alternatives to a negotiated agreement (i.e. things you can do without their consent to meet your
needs). Circle your BATNA (i.e. the Alternative that satisfies your Interests the best).

8. How can you improve your BATNA?

Their Alternatives
9. Identify their alternatives to a negotiated agreement (i.e. things they can do without your consent to meet their
needs). Circle their BATNA (i.e. the Alternative that satisfies their Interests the best).

10. How can you test or, if appropriate, worsen their BATNA?

Commitment
11. What level of commitment do you want in your upcoming meeting(s)?

12. Do you and they have the authority to deliver that level of commitment? If not, who does?

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Relationship
13. Consider your current working relationship and your ideal working relationship. If there’s a gap, diagnose
why it exists.

14. What can you can do in your next meeting(s) to address that gap?

Communication
15. What questions can you ask to gather more information (for example, about their Interests) that would be
helpful?

16. What information do you plan to share with them and how?

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Consider the following general Do’s and Don’ts for your humanitarian
access negotiations:
Do the following Don’t do the following
Do cultivate relationships and invest time with Don’t try to go around / above the military to state
stakeholders by demonstrating respect to those in authorities
power, sharing useful information, showing familiar
faces and consistent faces (sending same people
instead of rotating), and leveraging local contacts and
networks
Do coordinate with other NGOs to align on a Don’t try to skirt around official channels by “sweet
negotiation strategy talking” soldiers at checkpoints on an ad hoc basis
Do maintain close coordination, in particular, with ICRC Don’t drive around in flashy 4x4s
Do cooperate and share information via third parties Don’t avoid engaging with the military, when it
like INSO or local authorities so that key actors may be necessary to do so (directly or indirectly) to
understand your mandate and mission achieve your objectives
Do provide frequent updates to local government Don’t attract attention by maintaining a large
officials, as they’ll be more likely to share information presence of expats, especially any nationalities that
with you are generally unpopular
Do use the Stakeholder Mapping Tool to both 1) Don’t rely on the UN to forge a path of access for all
identify members of your negotiation team and humanitarians, as the UN may rely on armed escorts,
their roles, and 2) develop an optimal strategy for even for joint assessments
influencing
Don’t show up late to meetings with government
agencies, even if those meetings are just preliminary
discussions
Do consider age, ethnicity, religion, sex, and ability— Don’t assume that cultural norms would prevent
and how those intersectional identities are likely to be women from being effective humanitarian
perceived by your counterparts—in the make-up of negotiators. In practice, there is less documented
your access negotiation team resistance to the presence of women front-line
humanitarian staff from traditional societies and more
from institutional staffing biases
Do get multiple armed groups to agree to exactly Don’t disregard traditional and customary norms
the same terms (as a Standard of Legitimacy when
negotiating with Group A, you can reference that
Group B has agreed to these terms)
Do ensure that any agreement with armed groups is Don’t make promises you can’t keep
well-known within the group, and have staff carry a copy
of the agreement with them and the phone number of the
person in authority who made the agreement
Do work with a commander who has authority and is Don’t assume that appealing to religious beliefs or
present in the operational area political views will generate a positive reaction

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Dealing with Hard Bargainers

Lead the Way!
The vast majority of negotiators choose their approach to negotiation based on the approach you use. In other
words, they react to you. You therefore have enormous power to lead the way and establish the method for how you,
and they, will negotiate. In instances where you are in the position to do this, take a tough, “on-the-merits” approach
to the substance of the negotiation (i.e. use the element of Standards of Legitimacy to explain why your organization
deserves humanitarian access), while simultaneously building the Relationship with your counterpart by being
trustworthy, transparent, and reliable.

Step Back and Diagnose What is Going On

Do not simply react. Figuratively step out of the negotiation for a moment to assess the dynamics. What “game”
are they playing? Are they making threats? Are they demanding Commitments prematurely? Which of the Seven
Elements are they using (and how), and which are they not using? Whenever a negotiation seems not to be going as
well as you’d like, stop. Before reacting, try to understand the source and the nature of the problem. Then consider
possible approaches to bring the negotiation back on track.

Make a Decision - Tolerate the Tactics or Change the Dynamic

Ask yourself if you want to play their game or change it. If you think you may simply need to go along with them
for a while—to get their attention, to call their bluff, show them how unhelpful their tactics are, or meet their interest
in negotiating that way—go ahead and do so. Just keep in mind that once you have achieved your objective
(e.g.,getting their attention), you may then want to change the dynamics.

Stakeholder Mapping for Multi-Party

Negotiations
Humanitarian access negotiations are complex STAKEHOLDER MAPPING
and involve many actors. Gaining the buy-
in of the greatest number of stakeholders GOVERNMENT AGENCY MERCY CORPS ARMED GROUP
maximizes the likelihood that the Danfari Tanko

implementation of negotiated agreements – Michael

–
will be successful. However, consulting with Victor
=
every person affected by a negotiation can ? Isaac

+ +
become an interminable process. Stakeholder
= + Ezekiel
Mapping is a preparation tool you can Peter – Us
+
use at the start of your humanitarian access Rose Joseph
negotiations to analyze relationships and
then determine how best to invest your limited Deferential relationships in which one person defers to another, typically because of hierarchy and/or
deep subject matter expertise.
time with stakeholders in what sequence. Influential relationships (e.g., with colleagues and peers) in which each party can shape the other's
opinions, beliefs, and perspectives.
By mapping your sphere of influence and Antagonistic relationships characterized by mutual mistrust and suspicion

analyzing the relationships that exist, you

can determine the optimal sequence of
conversations to maximize the likelihood
of getting approval for access.

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Here are the steps:

1. Identify the stakeholders. Write the names of all key stakeholders within your team and within each entity
with which you are negotiating. Consider the potential benefits and drawbacks of asking national or partner
staff to try to help advance negotiations with armed groups by leveraging personal contacts. Decide on an
approach and roles of each negotiation team member, and communicate them broadly so that the entire team
is aligned. Remember to identify who within the counterpart entity could veto or derail a decision and whose
support will be essential for implementation.

2. Assess where power resides. Draw circles that correspond to the level of power or authority possessed by
each actor. Consider those with informal power (based on expertise, experience, reputation, etc.). For your
team, identify which staff are best positioned to influence your counterparts. Consider their identity, their home
town / village, their experience, their skills, etc.

3. Analyze support and opposition. Use a + sign if an actor is in favor of your proposal related to access. Use
a – sign if they are opposed. = means they are on the fence. ? indicates that you don’t know where they stand.
To understand stakeholders’ actual or likely opposition, consider the consequences the proposal would create
for them.

4. Analyze relationships among stakeholders. Draw lines between the parties to indicate relationship patterns
of Deference, Influence, and Antagonism.

AA Deference, marked by a one-way solid green arrow, describes a relationship pattern where Party A
will almost certainly do what Party B does, or at least do what Party B advises, asks or directs Party A to
do. In these cases, Party A defers to Party B’s opinion or interest. There are many sources of deference,
including power and authority, personal respect or admiration, mentorship, sponsorship, political power,
strength, institutional seniority, expertise, status, reputation, etc. Ask the question: “Who, if anyone, defers
to whom?”
AA Influence, marked by a two-way dotted blue arrow, is a relationship pattern where Party A is likely
to follow Party B’s lead, or is likely to do what Party B advises, asks or directs Party A to do. There are
many sources of influence, such as trust in judgment, good intentions, a successful track record, or shared
interests. Patterns of influence can be identified on your map by posing the question: “Who, if anyone,
can help secure agreement with others?”

AA Antagonism, marked by a two-way solid red arrow, is a relationship pattern where Party A will not follow
Party B’s lead, or is likely to refuse what Party B advises, asks or directs Party A to do. There are many
sources of antagonism, including mistrust of judgment, an unsuccessful track record, or conflicting interests.
A question that can be asked to identify patterns of antagonism among the mapped players is: “Whose
agreement, if anyone’s, would prevent or preclude agreement with others?” Patterns of antagonism can
also be tied to tensions that exist between parties. Identify these tensions and their relative strength as
these could impact how parties interact with each other.

Consider the specific context as you analyze the relationship patterns.

5. Develop an influence strategy. Implement a sequence of negotiations that helps you improve your influence
and achieve your negotiation goals. Avoid blindsiding or working around someone who should be consulted.
Use the following criteria to set up your strategy for achieving buy-in:

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Efficiency

AA Look at the patterns of influence and deference to determine whose buy-in would lead many others to
follow suit.

AA Identify a sequence of conversations that would create the most buy-in in the least amount of time and effort.

AA Be conscious of whether the influential parties are supporters.

AA Consider the most antagonistic relationships and how you can mitigate their impact on the negotiation.

Predisposition

AA Determine who will most likely support or hinder your negotiation plan.

AA Consider how these actors will impact other

parties’ decisions (e.g., an actor to which
CONSIDERING GENDER:
many defer who is antagonistic to your plan
will cause an obstacle to overcome). In this case, Sex refers to the biological differences between
men and women. Gender is a social construction
consider other actors who can influence them.
that differentiates the distinct experiences of men,
AA Based on the three relationship types, women, boys, and girls. Taking a gender perspective
consider how different actors will react to the means asking how situations will differently affect
negotiations and create a plan to mitigate men, women, boys and girls.
negative relationships. In situations of humanitarian crisis and armed
conflict, it is sometimes assumed that men are
Accessibility
primarily combatants and women are primarily
victims or peacebuilders. This generalization
AA Identify whom you can realistically engage overlooks that women often support armed conflict
with to build support for the negotiation. (e.g., combatants, cooks, informants, spies) and
Note that while there may be an ideal that men are often the targets of sexual violence.
sequence of conversations, it may not be Avoid making such generalizations when mapping
feasible due to political or relationship stakeholders and determining your influence
barriers. Brainstorm ways to circumvent strategy to ensure you’re engaging with the right
a situation like this by leveraging other people for the right purposes.
relationships with influential stakeholders.

Dynamic #1:
Government Officials Demand Information on Humanitarian
Assistance as a Prerequisite for Access
Summary of tactic: State officials and/or bureaucrats sometimes deny authorization of assistance that
does not adhere strictly to their specifications. For example, an INGO might be required to re-register when
a government revokes registrations, citing the need for tighter control and coordination of humanitarian
response within its jurisdiction. In these instances, officials may be motivated by a desire to maintain control
or gain support within the local area by influencing your agency’s projects. They may also be acting out
of frustration because of a lack of understanding of INGO projects or a belief that INGOs haven’t fulfilled

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their commitments. The challenges of negotiating for access in this context include gaining access to the right
officials, building support for access within a bureaucracy, and persuading actors to give up control.

I. Key Negotiation Counterparts

AA Senior officials (e.g., Vice Prime Minister in charge of coordinating humanitarian response)

AA National ministries (e.g., Ministry of Interior, Ministry of Foreign Affairs)

AA Crisis or Disaster Management Authorities (e.g., Provincial Disaster Management Authorities)

AA Officials from National Intelligence Services or police

AA Mayors and local government officials

II. What your Counterparts Might Say III. Analyzing these Tactics with the Seven
Elements of Negotiation
“You must share with us the details of your This is a statement about what you must or must not do.
beneficiaries, your plans, and align them They are therefore using Commitment to try to dictate
with our priorities.” the outcome by making demands without sharing why
they are making them. We have to infer that they want
to maintain control, exercise their authority, and obtain
recognition of their legitimacy.
“Any organization operating in the country must Here the government attempts to use Legitimacy by
follow regulations outlined by the government.” citing “regulations” and its “right to know” about your
activities and spending. However, the government
“The government has a right to know what you doesn’t share any objective criteria, so it is using one-
are doing and how you are spending funds.” sided Legitimacy that may not be persuasive to you.
“We are trying to get an idea of who is doing what These statements reveal that the officials are concerned
and we must coordinate humanitarian activities.” about coordination of humanitarian efforts and the
safety and security of the state and local populations.
“Before we grant access, we want to ensure
activities do not compromise or threaten This is a rare use of Interests in this context. Here
the state.” they are sharing why they are concerned about your
presence. Unlike many hard bargainers who lock into
“We are concerned about the safety and positions (i.e. Commitments) and make threats if you
security of local populations; your presence don’t comply (i.e. Alternatives), here the government
could affect that.” is rather open about why they are restricting access to
territory unless their demands are met.

IV. Understanding the Tactic: Why might your Counterparts be Doing This?
AA They may want to take credit for assistance provided by NGOs (which is easier to do if they have
more control over NGO activities) and use it to their advantage in gaining community support and
winning elections.

AA They may fear that NGOs support groups that are opposed to the government.

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AA They may have a genuine concern with program quality because they realize they have little idea about
who is doing what and where.

AA They may have issues with your approach to implementation/coordination (i.e., working too closely at
town level rather than central government). Your assistance may focus on work with refugees, whereas the
government may prioritize host community support instead.

AA They may want to increase their control over an area over which they do not currently have control (i.e.,
formerly dominated by insurgents).

AA Government staff turnover may be so high that the decision-makers are always changing.

AA They may assume that you are not familiar with government regulations and need to educate you.

V. Guidance on Responding to the Tactic: What to Do and Say

1. Share your Interests and ask about theirs to better understand the government’s desire for regulation and
detailed information.

AA State clearly that your primary interest is accessing those in need, not accessing territory.

AA Say, “Responding efficiently to this emergency is our highest priority. How would information about our
plans and beneficiaries be helpful?”

AA Say, “Help me better understand your concerns about compromising or threatening the state.”

AA Ask, “What are your goals when it comes to coordinating humanitarian activities?”
2. Move the conversation to Options that would satisfy your Interests as much as possible while satisfying theirs
enough so that they want to say Yes.
AA Ask a question that could bridge your and their Interests: “How can we work together so that you have
the information you need to promote effective coordination and we are able to move quickly to assist
people desperately in need?”

AA Share some of your Options and ask for theirs, making clear that you’re brainstorming before deciding:
Say, “Let’s brainstorm for a couple minutes before deciding what makes sense. I could imagine various
ideas for how we might move forward. One option could be for us to provide the requested information
as soon as the humanitarian crisis begins to ebb. Another option could be for a member of your team to
accompany us on an upcoming trip to the field. What other ideas do you have?”

3. U
 se Standards of Legitimacy such as past successes and international humanitarian law (IHL) as a “sword” to
support your argument:
AA Refer to your track record and mission of providing life-saving assisting to vulnerable populations.

AA In instances where you’re asked to re-register, share the rationale (and any documentation) for why your
registration was approved initially.

AA If governmental interference prevents the free flow of relief services, remind officials that customary
law guarantees access for humanitarian relief to civilians in need, as codified by ICRC in rule 55. You
may note that the parties to a conflict must allow and facilitate the rapid and unimpeded passage of
humanitarian relief for civilians in need, which is impartial in character and conducted without any
adverse distinction, subject to their right of control.

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Watch a brief demonstration of Mercy Corps staff implementing this guidance.

Click video to watch in browser.

Dynamic #2:
Peer Agencies in Operating Location Withhold Access
Summary of tactic: Expanding operations or beginning programs in new areas can require negotiation with
peer agencies to ensure access to target populations. Your agency might also need to collaborate with other
organizations to ensure effective implementation or adhere to broader policies that dictate the provision of
humanitarian assistance. For example, Program Managers that seek access to respond in a new geography and
that arrive after peer agencies have defined areas of responsibility may need to negotiate with other agencies
that claim to cover the area.

I. Key Negotiation Counterparts

AA Country Directors, Senior Program Managers, and Project Officers at peer agencies

AA UN Representatives and Coordinators

AA Committees / consortia of humanitarian aid actors

II. What your Counterparts Might Say III. Analyzing these Tactics with the Seven
Elements of Negotiation
“We have already allocated areas of While your agency may have institutional relationships
responsibility between organizations.” with most of the humanitarian actors with whom you
need to coordinate, that does not mean that you
“Changing the structure is difficult. We’d have always have the individual Relationships that support
to coordinate with all the other actors and strong collaboration. In this particular case, your peer
organizations.” agency counterparts are using difficult Communication
by referring to a lack of authority but declining to play
“We don’t have the authority to coordinate with a coordination role to help you get to the decision-
you. You have to go through senior managers.” maker. They are therefore making the process of
negotiation (i.e. Communication) challenging.

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“We must follow procedures. We do not make They are also using one-sided Standards of Legitimacy
decisions here on the ground; it has to come by citing a precedent (i.e. “We have already
from the head country office.” allocated areas of responsibility”) and referring to
procedures that suggest an element of fairness, but
without explaining what the procedures are and why
they should apply to humanitarian decision-making in
this instance.

IV. Understanding the Tactic: Why might your Counterparts be Doing This?
AA Peer agencies may fear that they will be held accountable for failures in others’ implementation.

AA Peer agencies may have had negative experiences in the past when multiple organizations have
provided relief in the same location.
AA Peer agencies may fear that their ability to get positive attention for their work may diminish with another
actor added to the mix.

AA Decision-making related to coordination with other NGOs may not actually take place in the field, and
field staff may be afraid to make decisions that may have implications for the country program.

V. Guidance on Responding to the Tactic: What to Do and Say

1. Using the Stakeholder Mapping tool to draw our sphere of influence, identify which Relationships your
agency already possesses with peer agencies, which you can leverage, and which you need to establish.
Explore their Interests to understand their possible concerns about coordination.
AA Ask, “What are your concerns about our involvement in this area?”

AA Ask, “What are your key goals over the next several months?”

3. Anticipating their concerns, share a couple of your key Interests: to contribute to effective coordination and
avoid duplication of effort.
4. Move the conversation to Options that would meet their concerns and satisfy your Interests. Share some
possible Options and ask for their ideas. Satisfy our Interests as much as possible while satisfying theirs
enough so that they want to say Yes.
AA Say, “Let’s brainstorm some ideas to ensure effective coordination without committing or evaluating
anything right now. One option could be regular meetings among peer agencies. Another could be to set
up a working group. A third might be to conduct a joint assessment. What other ideas do you have?”

5. Use Legitimacy as a “sword” by sharing your success in similar contexts.

AA Describe how you’ve coordinated with other agencies in the past, and what has worked and not
worked—both when you’ve been established in a location and other agencies have arrived later and
when you’ve arrived after others had been established.

AA Ask other agencies how they’ve coordinated with their peer agencies in the past, and what has worked
and not worked.

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Watch a brief demonstration of Mercy Corps staff implementing this guidance.

Click video to watch in browser.

Dynamic #3:
Government officials restrict access to most vulnerable IDPs
Summary of tactic: In many emergency contexts, authorities restrict who NGOs can serve. For example, the
government may prevent your agency from providing cash assistance to the most vulnerable IDPs or may try to
limit aid to refugees who are registered with migration bodies or relevant authorities. Your agency likely wants to
conduct your own assessments of vulnerable populations and meet their needs without restriction. Unfortunately,
local authorities sometimes regard displaced populations as a problem and want to dictate how they can be
treated, rather than giving NGOs the flexibility to help the most needy.

I. Key Negotiation Counterparts

AA Head of IDPs committee

AA Civil affairs manager

AA Governor representative for NGO affairs

AA Ministry of Displacement and Migration

II. What your Counterparts Might Say III. Analyzing these Tactics with the Seven
Elements of Negotiation
“You must use the Ministry’s list of beneficiaries.”
All of the statements are demands about what you
must do or not do. You are not given a sense of why
“We’re going to take these IDPs to the formal IDP they want these things or why it would be fair to agree
camp.” to them. They are therefore using Commitment to try
to dictate the outcome.
“You are not allowed to interact with IDPs
without the presence of the military/
representatives.”

“At least 30% of beneficiaries should be from the

host community.”

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“You can’t carry out your own assessments or This is a move to their Best Alternative to a
work with new arrivals. If you do, we’ll stop Negotiated Agreement (BATNA). They can do this to
your cash transfer program.” meet their Interests without your consent.

IV. Understanding the Tactic: Why might your Counterparts be Doing This?
AA Government officials may be unfamiliar with an NGO assessment and worry about what will be
communicated to displaced persons.
AA Government officials may fear that NGOs will become more knowledgeable about the displaced
persons situation than they are.

AA Authorities may believe they can best maintain control over the humanitarian situation by enforcing strict
rules about what NGOs can and cannot do.
AA A government official may have been instructed by their boss to make these demands and be “tough” on
NGO activities.

AA Authorities may want to maintain control and demonstrate that control. They may fear that information
collected through assessments could jeopardize that control.
AA Government officials may not like that humanitarian assistance goes to displaced persons instead of host
communities, which may be dissatisfied with the lack of services provided by government and therefore support
the opposition.

AA Government officials may fear that assessments heighten community expectations without delivering
tangible benefit.
AA Government officials may want to ensure you are not duplicating their efforts.

AA Government officials may want to ensure you are not carrying out any activities that they or their allies
may perceive as anti-state.

V. Guidance on Responding to the Tactic: What to Do and Say

1. Share your Interests related to access to displaced persons and seek to better understand their key Interests.
AA Share your Interests, such as identifying the most vulnerable populations, understanding the magnitude
of humanitarian assistance needed, and ensuring you’re providing social support and health services to
those who need them most.
AA State clearly that your primary interest is accessing those in need, not accessing territory.

AA Say, “Help us understand what is problematic about identifying new displaced persons not on the ministry
list” or ask, “What are your concerns about our proposed approach?”
AA If they threaten with their BATNA (Best Alternative to a Negotiated Agreement), move the conversation
back to Interests by asking, “What would you achieve by suspending the cash transfer program?”

2. Move to Options to explore what might be possible.

AA Ask, “What assurances would you and your colleagues need to feel comfortable with our assessment?”

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AA Ask a question to bridge their Interests and yours: “How can we meet our needs of helping the most
vulnerable with your need to ensure you receive relevant information about the displaced person population?”

3. U
 se Legitimacy to demonstrate the benefits of conducting an assessment of new displaced persons and/or
continuing the cash transfer program without interruption.
AA Say, “In province X, our assessment enabled us to reach Y vulnerable displaced persons and provide
them with much-needed assistance. Why would preventing such an assessment make sense here?”

AA Say, “Based on our experience with displaced persons, the cash transfer program will deliver X results.
The consequence of not meeting the needs of new arrivals has been Y. What would be the rationale for
not assessing and meeting their needs?”

AA Refer to internationally-accepted humanitarian guidelines such as the UN OCHA’s Guiding Principles on

Internal Displacement, which “set forth the rights and guarantees involved in all phases of displacement,
providing protection against arbitrary displacement and protection and assistance during displacement
and during return or resettlement and reintegration.” Remaining open to persuasion, ask if there would be
a rationale for not applying that international standard here.

AA Say, “Our targeting of beneficiaries is based on assessments of the most vulnerable populations. What
criteria is the Government using to make recommendations on beneficiaries?”

4. Build the Relationship by noting that your agency respects the ministry’s laws and intends to obey them.
AA Say, “We have great respect for the ministry’s laws. We have a track record in this country since X of
always following state directives, and we intend to continue doing so.”

Watch a brief demonstration of Mercy Corps staff implementing this guidance.

Click video to watch in browser.

Dynamic #4:
State Security Officials or Armed Groups Try to Restrict Safe
and Free Access to Vulnerable Populations
Summary of tactic: To access vulnerable populations, your agency may need to negotiate with armed state
security officials or armed groups to ensure secure passage for staff when moving through territory. Such security
might rest upon discussions with specific individuals present that day or the formal agreement of armed actors in
the territory. Spontaneous restriction of safe access to territory through security checkpoints can be implemented

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by police, security forces, military officials, civilian task

forces, informal leaders, or non-state armed groups. USING PERCEPTIONS TO YOUR
These actors may want to maintain control over a ADVANTAGE:
civilian population and fear the involvement of third Your sex impacts how you’re perceived in access
parties. It’s possible that they restrict access of NGOs negotiations. Women may be seen as less threatening
to consolidate their power as the sole local authority. and more legitimate. Women’s use of non-threatening
They may also distrust NGOs if they believe past Communication and supporting arguments for
interventions have not achieved their objectives. access with Standards of Legitimacy can therefore
bolster perceptions that play to their advantage
while men’s use of those skills may offset any tendency
I. Key Negotiation Counterparts
by their counterparts to view them as threatening
AA Military officials and less legitimate.

AA Police

AA Armed groups

II. What your Counterparts Might Say III. Analyzing these Tactics with the Seven
Elements of Negotiation
“We cannot ensure the safety of you or your The statements are positions or demands about what
staff.” your agency must do or not do. They are therefore
using Commitment to try to dictate the outcome
“You can’t go into this area without military because they are making demands without sharing
escorts.” why they are making them. Since they are armed
and your agency likely is not, their implicit Best
“You can only go on days and times of our Alternative to a Negotiated Agreement is to
choosing.” harm or detain you. The only Interest disclosed here
is the final statement about their desire to avoid
“We do not need any humanitarian support being held responsible for our safety.
here.”

“You must follow our protocols in this territory

and clear all activities and actions with us.”

“I don’t have the authority to grant you access

or ensure your safety.”

“You must provide us with something in return

for access and/or protection.”

“We are working with the UN; you need to

coordinate with them on access and/or
protection.”

“We do not want to be responsible for your

safety.”

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IV. Understanding the Tactic: Why might your Counterparts be Doing This?
AA They want to maintain control and demonstrate that control through armed force. They may fear that
involvement of NGOs could jeopardize that control.
AA They may fear that you support groups opposed to them.

AA They may fear that your agency is in some way affiliated with the state apparatus.

AA They may not be familiar with international humanitarian laws.

AA They may see little benefit to the intervention and instead may believe that it will heighten community
expectations without delivering tangible benefit.

AA They may want to increase their control over an area over which they currently have limited control (i.e.,
formerly dominated by insurgents / government forces).
AA Turnover within their organization may be so high that the decision-makers are always changing. These
new individuals change policy regarding your agency’s access.

AA Poor counterpart communication may mean that individuals guarding the checkpoint have incomplete
information from superiors regarding access authorization granted to your agency.

AA Authorities may believe that the best solution for displaced persons is return and resettlement, rather than
prioritizing NGO assistance to displaced person communities.

AA They may believe they can best maintain control by enforcing strict rules about where NGOs can go and
what they can and cannot do.

V. Guidance on Responding to the Tactic: What to Do and Say

1. Explore the Interests and concerns behind any of their requests so that you can consider whether it might be
possible for you to satisfy those interests without compromising humanitarian principles, endangering staff,
and violating material support statutes.
AA Ask, “What is your concern about us entering without military escorts?”

AA Ask, “Why would be the benefit of restricting the times of our access?”

AA Ask, “What do you hope to achieve by preventing us from moving through the checkpoint?”

2. To increase the likelihood that they share their Interests, share yours, including adhering to humanitarian
principles, assisting those who need it most, and ensuring the safety of your staff.
3. Discuss a range of possible Options to meet their Interests and satisfy yours. While these options may
sometimes include ‘agreements’ or ‘conclusions’ about your engagement process, they also include
messages you communicate to meet their concerns while enabling you to achieve your goals. For example:
AA They could grant unhindered access to areas under the control of parties to the conflict

AA You could provide publicly available information about your agency

AA You could share information on planned humanitarian activities in areas under the control / influence of a
party to the conflict

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AA You could create a joint protocol (carefully translated into relevant languages to ensure no uncertainty
regarding meanings) by which your agency and the armed group agree to terms, such as:

– They ensure access and free passage (laissez passer) through checkpoints. (Make sure you know when
and where the laissez passer will work and where it is a problem.)

– You forego armed escort or other accompaniment that would place at risk your impartiality

– They agree not to request beneficiary lists or otherwise interfere with beneficiaries’ participation in
your activities

– Both your agency and the armed group create a mechanism to re-engage to solve problems

AA You could agree to return later, perhaps when another armed group decision-maker you’ve
communicated with in the past will be present.

AA You could involve community representatives as observers to negotiations.

AA Say, “Entering only on days and times of your choosing is one option. Another option is for us to jointly
arrange a schedule that we would stick to. A third option is for us to send you a schedule of our planned
visits, and you could communicate whether there are any issues with that. What other ideas do you have?”

4. Share objective Standards of Legitimacy about your agency’s policy and precedent that might persuade them
to agree to the options above:
AA Inform them that your agency applies a standard approach globally, and that you never barter
humanitarian principles, donor requirements, or laws in exchange for access.

AA If you’ve been granted access to this area in the past, remind them of that and the rationale for giving
access, and ask what has changed.

AA If you are able to access a nearby area that seems similar, inform them of that and ask why this area is
different.

AA Inform them about your standards for delivering aid, specifically how you select beneficiaries in
consultation with local communities.

AA Share the mission of your agency.

AA Share your track record of success in this country.

5. If you believe the armed groups maintain a political agenda and/or care about their public image, moral
authority, and sources of legitimacy, then share objective standards of legitimacy related to IHL.
AA Inform them that where lack of relief would result in starvation, refusing relief in territories they control
would violate IHL.1

AA Inform them that the following customary law applies in all situations of armed conflict: “The parties to
the conflict must allow and facilitate rapid and unimpeded passage of humanitarian relief for civilians in

1 Article 54§1 of Additional Protocol I (AP I) to the Geneva Conventions (GC) of 12 August 1949: “Starvation of civilians as a method of warfare is prohibited.” See also rule
53, ICRC Customary IHL Database, [Link] (via “Humanitarian Access in Situations of Armed Conflict: Handbook on
the International Normative Framework”, Version 2, December 2014)

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need, which is impartial in character and conducted without any adverse distinction, subject to their right
of control.”2 Ask if there’s any reason that standard wouldn’t apply in this situation.

AA If the armed group has signed a Deed of Commitment stating that it adheres to universal humanitarian
norms (for example, unimpeded passage of humanitarian relief), consider reminding them of that.
However, it is important to keep discussions about signing Deeds of Commitment separate from
discussions about negotiating access. Especially in asymmetrical environments where you are engaging
with more than one group or operating across frontlines and in territory controlled by opposing groups, it
is important to seek the minimum necessary outcome from engagement.

6. Consider your Alternatives to an agreement with the relevant armed group.

AA Consider whether you can come back later, even if you don’t discuss this explicitly.

AA Consider whether there is someone else on your team who might be better-positioned to persuade the
armed group.

AA Consider whether there is an external actor (e.g., community leader, respected and neutral person in the
community, other NGO representative) who knows and values your work and might be able to advocate
on your behalf. For example, in South Sudan, an active member of the UN OCHA Access Working
Group leveraged its relationship with UN OCHA mediators to convince them to persuade rebel groups to
stop imposing illegal taxes.

AA Consider whether there is someone else within the armed group who you can talk to at another time who
might be more sympathetic to the plight of beneficiaries and to your mission.

AA If gaining access here seems overwhelmingly unlikely, consider whether you can redouble your relief
efforts in another critical geography where access is less constrained.

Click video to watch in browser.

2 See Rule 55 of the ICRC International Customary Law Study. [Link] ihl/engdocs/v1_rul_rule55. For information on what is a cus-
tomary rule, see Chapter 2. (via “Humanitarian Access in Situations of Armed Conflict: Handbook on the International Normative Framework”, Version 2, December 2014)

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Testing Knowledge: Negotiating for

Humanitarian Access Quiz
1. What are the Seven Elements of the negotiation framework?
a. Competing, Accommodating, Compromising, Collaborating, Exploring, Pursuing, Delaying
b. Interests, Options, Legitimacy, Alternatives, Commitment, Relationship, Communication
c. Preparation, Motivations, Conduct, Solutions, Agreement, Success, Review

2. Which of the following is NOT good advice for using Options?

a. Take advantage of different Interests to explore possible solutions that are high value for you and
low cost to them and others that are high value for them and low cost to you
b. Commit to an Option as soon as you find one that’s good for you and that they are willing to accept
c. Share multiple Options and ask for their ideas
d. Generate as many Options as you can without evaluating them

3. The following are examples of which Element: International humanitarian principles,

Sphere standards, and precedents such as the previous grant?
a. Interests
b. Options
c. Legitimacy
d. Alternatives

4. Which of the following is a key guideline on Relationship?

a. Separate relationship from the substance (e.g., price, volume) of what you’re negotiating
b. Demonstrate understanding of your counterpart’s perspectives, even if you don’t agree
c. Do what you say you’re going to do
d. All of the above

5. What should we remember about Alternatives?

a. Always try to reach an agreement before considering your Alternatives to an agreement
b. Threaten to go around them if they keep saying “No” to what you’re asking
c. Never agree to something that doesn’t satisfy your Interests as well as your BATNA satisfies your Interests
d. If they’re over-estimating the strength of their BATNA, there’s no value in continuing the negotiation.

6. Pleasing your manager, saving face, and getting a promotion are examples of what?
a) Individual Interests
b) Organizational Interests
c) Individual Alternatives
d) Organizational Standards of Legitimacy

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Testing Skill: Using the Circle of Value to

Respond to Difficult Statements
Practice responding to difficult statements you might hear from a government
counterpart, a member of a non-state armed group, or a peer agency. See how your
responses compare to our “model responses,” which are designed to move the conversation
“into the Circle” where the discussion is most likely to produce a good outcome.

Moving to Interests
Interests 1/5 Interests 2/5
Difficult statement: “You must share the details of your Difficult statement: “No one is permitted to move
project with the government.” beyond this security checkpoint.”

Type your concise response that moves the Type your concise response that moves the
conversation to Interests here. conversation to Interests here.

HOVER TO SHOW ILLUSTRATIVE RESPONSE HOVER TO SHOW ILLUSTRATIVE RESPONSE

Interests 3/5
Difficult statement: “You must strictly adhere to the list
of beneficiaries provided by this ministry.” Interests 4/5

Type your concise response that moves the Difficult statement: “I want 500 kits for distribution.”
conversation to Interests here.
Type your concise response that moves the
conversation to Interests here.

HOVER TO SHOW ILLUSTRATIVE RESPONSE

HOVER TO SHOW ILLUSTRATIVE RESPONSE

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Interests 5/5
Difficult statement: “I’ll revoke your permission to
access this territory if you do not share your sources of
funding.”

Type your concise response that moves the

conversation to Interests here.

HOVER TO SHOW ILLUSTRATIVE RESPONSE

Moving to Options
Options: 1/5 Options: 2/5
Difficult statement: “The only way I can let you past Difficult statement: “You cannot conduct an
this checkpoint is if you go with a military escort.” independent vulnerability assessment here.”
Type your concise response that moves the
conversation to Options here. Type your concise response that moves the
conversation to Options here.

HOVER TO SHOW ILLUSTRATIVE RESPONSE

HOVER TO SHOW ILLUSTRATIVE RESPONSE

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Options: 3/5 Options: 4/5

Difficult statement: “We have already designated Difficult statement: “Given this issue, the only solution
spheres of responsibility between peer humanitarian is for you to cease the current cash transfer program in
aid organizations. There is no space left for your this region.”
agency’s activities.”
Type your concise response that moves the
Type your concise response that moves the conversation to Options here.
conversation to Options here.

HOVER TO SHOW ILLUSTRATIVE RESPONSE

HOVER TO SHOW ILLUSTRATIVE RESPONSE

Options: 5/5
Difficult statement: “You can access this territory only
on dates and times of our choosing. Stop being pushy!”

Type here a concise response that moves the

conversation to Options here.

HOVER TO SHOW ILLUSTRATIVE RESPONSE

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Moving to Legitimacy
Legitimacy: 1/5 Legitimacy: 2/5
Difficult statement: “You cannot conduct an Difficult statement: “Our government has prohibited
independent vulnerability assessment here.” the operation of all humanitarian aid organizations
indefinitely.”
Type your concise response that moves the
conversation to Legitimacy here. Type your concise response that moves the
conversation to Legitimacy here.

HOVER TO SHOW ILLUSTRATIVE RESPONSE

HOVER TO SHOW ILLUSTRATIVE RESPONSE

Legitimacy: 3/5
Difficult statement: “You cannot move beyond this Legitimacy: 4/5
checkpoint now because it is unsafe. A motorcade was Difficult statement: “The list of acceptable
attacked five days ago.” beneficiaries provided by this office is sufficient.”

Type your concise response that moves the Type your concise response that moves the
conversation to Legitimacy here. conversation to Legitimacy here.

HOVER TO SHOW ILLUSTRATIVE RESPONSE HOVER TO SHOW ILLUSTRATIVE RESPONSE

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Legitimacy: 5/5
Difficult statement: “Your agency has more than
enough access to vulnerable populations; this is just like
Mercy Corps to make unreasonable demands. It’s time to
allow our organization the opportunity to work here.”

Type here a concise response that moves the

conversation to Legitimacy here.

HOVER TO SHOW ILLUSTRATIVE RESPONSE

Respond with a three-element move into the circle: Relationship, Interests,

and Options
Difficult statement: “If you really cared about the Ministry, you’d double the percentage of cash transfers going
to host community households. If you don’t, find another governorate to work in.”

Type here a concise response that makes a three-element move into the circle here.

HOVER TO SHOW ILLUSTRATIVE RESPONSE

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Additional Guidance on Engaging

with Armed Groups
NGOs often need to conduct access negotiations with non-state armed groups (NSAGs), which operate outside
the formal military structures of states (and therefore include paramilitaries and vigilante groups) and may use
arms to achieve political, ideological, or economic objectives. Unlike traditional bargaining, such negotiations do
not imply a “give and take” or even an agreement, but rather a discussion of underlying motivations and ways to
satisfy them. Our guidance for engaging with armed rests on the following five pillars:

Pillar 1: Adhere to Humanitarian Principles, Donor Requirements, and

Laws
The overarching principle for engagement with armed groups is to never barter humanitarian principles, donor
requirements, or laws in exchange for access.

Humanity, neutrality, impartiality, and operational independence are fundamental principles that guide agencies
in carrying out humanitarian activities. We need to ensure that we, as well as those who negotiate on our behalf,
uphold these principles when engaging armed groups. The principles below are also endorsed by the ICRC Code
of Conduct.

AA Humanity: Human suffering must be addressed wherever it is found, with particular attention to the most
vulnerable populations, such as children, women, and the elderly. The dignity and rights of survivors must
be respected and protected.

AA Neutrality: Humanitarian assistance will be provided without participating in hostilities or taking sides in
controversies of a political, religious, or ideological nature.

AA Impartiality: When humanitarian assistance is provided, it will be without discrimination on the basis of
ethnic origin, political opinion, gender, nationality, race, or religion. Provision of assistance is guided
solely by needs, and priority is given to the most vulnerable cases.

AA Operational Independence: Humanitarian activities must be autonomous from the political, economic,
military or other objectives that any actor may hold with regard to areas where humanitarian activities are
being implemented.

These longstanding principles are the cornerstone of humanitarian operations, and are derived in varying degrees
from international humanitarian law (IHL), human rights law, and a UN General Assembly Resolution (Resolution
46/182 (19 December 1991). These principles are part of codes of conduct (see “The Code of Conduct for
the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief” in Annex 2, page 368,
of the SPHERE Project: Humanitarian Charter and Standards) and organizational mission statements guiding
humanitarian organizations.

While NSAGs in internal armed conflicts are required by common Article 3 of the 1949 Geneva Conventions to
respect humanitarian obligations, many clearly don’t feel compelled to adhere to such protocols. If framing the
discussion around humanitarian standards yields little progress, consider noting that the principles are based on
ethics and morality, and have roots in all monotheistic religions (for example, Islamic law differentiates between
combatants and non-combatants, and explicitly requires all Muslims to protect civilians in war zones), while
recognizing that such a move may trigger a strong negative reaction in some contexts.

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All countries that have signed on to the Geneva Conventions are required to structure their laws to protect
principled humanitarian action. While the Geneva Convention may be little known or understood in many
countries where we work, strict adherence to these principles is often the best defense against hostile action by
donor governments, host countries, and foreign states.

Specifically, you should not accept armed actors’ requests to:

AA Obtain taxes, duties, or any other form of payment or benefit related to aid deliveries or humanitarian
services to beneficiaries. If authorities legally require payment of taxes and duties, the formal procedures
and requirements for doing so should be publicly available. (If they’re not available, ask why not). Even
if such fees are imposed by law, if the armed group is a designated terrorist organization or a sanctioned
entity, you cannot make such payments unless you are specifically authorized to do so by a U.S. Office of
Foreign Asset Controls license.

AA Obtain personal information about beneficiaries. You should protect the privacy and dignity of recipients
of humanitarian assistance.

AA Influence the selection or management of your staff, local partners, vendors or other key stakeholders.
You should ensure your independence is respected by all parties. You should not allow any armed group
to influence who you hire (e.g., a family member) or with whom you transact. We should not, for example,
hire a company owned by a close associate of an armed group if you are aware of the association and
there is any indication that the armed group would view the hiring/firing of the company as a factor in its
decision-making regarding access. Allowing an armed group to have that influence could violate criminal
material support laws, anti-bribery laws such as the UK Bribery Act, donor requirements, and anti-fraud
laws. Allowing an armed group to have this influence would also violate the principle of impartiality.
Practically speaking, once this influence is gained, it can quickly become impossible to undo.

Such influence would pose ever-increasing security risks to staff and may result in full agency withdrawal from an
area. In the past, the loss of donors’ trust has resulted in their withdrawal of funding from all organizations for a
particular area.

AA Provide armed or other escorts for humanitarian vehicles or personnel that would compromise your
impartiality. The presence of such escorts could create a misperception that your agency is a part to the
conflict and/or aligned with a key actor. Similarly, you should not transport the group’s staff, friends,
and/or relatives —regardless of whether they are armed and/or uniformed — via your vehicles or
convoys. Doing so could endanger your safety and/or compromise your impartiality.

AA Influence the content or findings of needs assessments or other questionnaires. You should maintain
independence and assess needs impartially so they are credible and acceptable to the international
community and beneficiaries.
AA Receive humanitarian assistance. Under IHL, only wounded combatants without weapons are considered
hors de combat (“outside the fight”) and may be treated by medical agencies.

AA Take control of humanitarian stores, commodities or warehouses.

If you instead uphold humanitarian principles, you enhance a reputation that will help you gain access in the future.

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Adhere to Donor Requirements and Laws

There are no donor government legal restrictions on communicating with armed groups. Under international
humanitarian law (IHL), discussions about access do not confer recognition or legitimacy on any party. However,
there are many legal restrictions on give-and-take bargaining between humanitarian agencies and armed
actors. Providing anything of value to an armed group, or allowing an armed group to influence who you hire,
contract with, or assist could violate terms of your grant agreements, criminal prohibitions, and material support
statutes. If you are not honest about what is provided, you might also be engaging in fraudulent activity. You
should pay particular attention to these restrictions when engaging an armed group that violates human rights.
Under the U.S. “Leahy Law,” there is a prohibition on material support to foreign military units or individuals
suspected of committing “gross human rights violations” such as extrajudicial killing, rape, torture, and forced
disappearances. You should not provide assistance to a foreign military unit unless the State Department has
vetted it to ensure it has a clean human rights record. You should also consider these restrictions when engaging
an armed group that is a designated terrorist group or a sanctioned entity, or is affiliated with, uses its resources
to support, or is owned or controlled by such a group. In the United States, acts that are “material support” of
terrorism include the provision of lodging, training, expert advice or assistance, communications equipment,
facilities, personnel, and transportation.

To protect against this outcome, take the following steps when operating in areas where NSAGs are present:

AA Understand and document the various means by which resources could fall into the hands of such a
group. For example, could they control the bakery where you are sending flour? Do they control the
local council that assists with identifying beneficiaries? Will they require approval for whom and how you
conduct distributions? Do they require tolls at checkpoints?
AA Document the comprehensive methods used to understand who we are working with (sub- grantees,
partners, vendors, communities, etc.). Think holistically about all of the various information streams to
understand how we know who an entity or organization is, who they are owned or controlled by, and
whether the entity or its owners / key personnel in control are tied to an armed group.

AA Understand and document all other risk mitigation measures (such as program monitoring, community
acceptance efforts, formal and informal reference checks, security information, and avoidance of
checkpoints where tolls are required) to prevent diversion to or transactions with an NSAG.
AA Work with your legal, finance, and compliance teams to develop a document that lays out the risks and
mitigation measures -- this will be a key document that donors will request. Ensure that you follow an
established plan, and that you regularly review and update the plan as the situation changes.

Pillar 2: Analyze the Reduced Access Context

Contexts where negotiations with armed groups are necessary are often characterized by heightened risk, and in
many cases, reduced access to locations and program participants. Understanding the constrained context is a
good starting point for developing an engagement strategy. A thorough analysis of the context should include an
assessment of needs, threats, and vulnerabilities. You want to answer several key questions:

AA What are the risks you face in the specific geographic area?

AA What are the trends (political, conflict, ethnic, socio-economic, and ecological)?

AA What actors constitute a direct threat? Do you know all actors (armed and not) in this environment and
understand their motivators, benefactors, and profiles?

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AA How can you mitigate this threat, taking into account acceptance, protection, and possible support from
other actors? What is your security strategy?

In highly insecure areas, convene frequent meetings of senior management and security management teams that are
well-positioned to analyze the context and explore the impact of your actions on the political and military landscape.

Pillar 3: Analyze the Context of Engagement with Armed Groups

Should your agency engage with armed groups? It depends. Systematically analyze whether it makes sense by
analyzing the context with external stakeholders and then analyzing dynamics that involve your armed group
counterparts:

1. Analyze Context with External Stakeholders, Including Key Risks

Before deciding to engage an armed group, consider whether these discussions could damage key relationships
with external stakeholders such as donors, local authorities, and program participants. Would it be problematic if
external stakeholders found out about your communication with the armed group? Would there be reputational
damage to your agency, or would this negatively impact your programs? If you are operating in an area
controlled by one armed group and want to gain access to an area controlled by an opposing armed group,
consider how negotiations with the opposing armed group might affect your operations in the original area.
Consult the Stakeholder Mapping section for guidance on analyzing key actors and their relationships to
determine who to communicate with and in what sequence.

2. Analyze Dynamics that Involve your Armed Group Counterparts

The Seven Elements of Negotiation framework (see table below) provides a useful guide to determining whether
engaging armed groups makes sense.

Element of Negotiation Considerations to Take into Account

Relationship AA Do you have enough of a relationship that you

can reasonably expect to influence them?

AA If not, do you believe that such a relationship can

be built?

Communication AA Do you have a pathway to open, regular, and

honest communication?
AA Would it be problematic if other armed actors
found out about your communication with the
armed group?

AA Do you have reliable contacts of the top leader

and know how to reach him /her directly if
needed?

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Element of Negotiation Considerations to Take into Account

Interests AA What do they want and could you satisfy those

needs without running afoul of humanitarian
principles?

AA What are the potential upsides for you (e.g.,

access to vulnerable populations)?

AA What are the potential downsides (e.g., putting

your staff and/or reputation at risk)?

Options AA How likely is the group to be open to exploring

creative options that would result in a better
outcome for you than the status quo?

Legitimacy AA Do you have an opportunity to persuade them

using standards such as core humanitarian
principles and international law?

Alternatives AA What are the negative consequences if you

don’t negotiate with them (i.e. what is your Best
Alternative to a Negotiated Agreement, or
BATNA, and theirs?)

AA What are the negative consequences for you (e.g.,

endangering your staff) if they go to their BATNA
after you start negotiating?

Commitment AA What does the chain of command look like?

AA Do they have the authority to do what you want

them to do, and are they present in the operational
area?

AA Are they likely to do what they say they’re going

to do?

Based on these analyses, you can develop security strategies and make program adjustments to reduce risk while
ensuring access. Teams within your agency should identify who will manage these relationships and ensure that
the designated team is well-informed regarding their legal, ethical, and humanitarian principle obligations. The
team responsible for the relationship, meetings, and communication with the armed group should, to the extent
possible, always involve two agency team members.

Pillar 4: Use a Principled Approach to Negotiate for Access

View the guidance here.

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Pillar 5: Coordinate with Peer Agencies to Adopt a Unified Approach

When the International Committee of the Red Cross is not present and when many actors are simultaneously
providing assistance and interacting with armed groups, work with peer agencies to ensure a coordinated
approach to engaging armed groups. Otherwise, one or may agencies may be more likely to barter humanitarian
principles, donor requirements, or laws in exchange for access, setting a dangerous precedent and potentially
violating the law. For example in Syria, some agencies allowed armed groups to serve as escorts and allowed
ISIS to access their agency operations in exchange for humanitarian access.

One of the best ways to ensure other agencies adopt your approach to strict adherence to humanitarian
principles, donor requirements, and laws is to develop joint operating principles or protocols to be signed by all
humanitarian actors operating in an area and interacting with armed groups. Consider seeking agreement first
from organizations most inclined to support such an effort so that entities likely to be resistant may be persuaded
by the number of groups that have signed on to the protocols.

For example, the humanitarian community in Yemen outlined an agreement for the principled delivery of humanitarian
assistance in Yemen, “Joint Operating Principles of the Humanitarian Country Team in Yemen.” The humanitarian country
team also agreed a common approach for sharing beneficiary information with national authorities.

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 CONTACT
JOE BUBMAN
Technical Lead | Peace and Conflict
jbubman@[Link]

ERYNN CARTER
Senior Director | Humanitarian Leadership & Response
ecarter@[Link]

JENNY VAUGHAN
Peace and Conflict Director
jvaughan@[Link]

About Mercy Corps

Mercy Corps is a leading global organization
powered by the belief that a better world is possible.
In disaster, in hardship, in more than 40 countries
around the world, we partner to put bold solutions into
action — helping people triumph over adversity and
build stronger communities from within.
Now, and for the future.

45 SW Ankeny Street
Portland, Oregon 97204
888.842.0842
[Link]

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