Humanitarian Architecture and Context

• Humanitarian Action
• Key Humanitarian Players
• Humanitarian Reform and the Cluster System
• Risk management and building resilience
• The World Humanitarian Summit, 2016
• Trends and challenges in the humanitarian context

Principles and humanitarian standards

• The Humanitarian Charter and Codes of conduct
• Humanitarian standards: Sphere
• The Core Humanitarian Standard
• INEE standards
• Child protection standards…
• Gender manual for humanitarian action (IASC)
• Humanitarian standards related to inclusion of older people and people living with disabilities (Sphere)
• Other key standards

Sectors and methodologies of humanitarian intervention

• Protection in emergencies: Water, Sanitation and Hygiene in emergencies
• Food Aid: Nutrition and Livelihoods in emergencies
• Shelter and non-food items in emergencies
• Health in emergencies
• Education in emergencies
• Cash Transfer in emergencies
• Gender and inclusion

Project management and the Humanitarian Programme cycle

• The project management cycle: project identification and design, implementation, monitoring and evaluation
• Methodologies for developing projects: logical framework, results framework etc...
• Main humanitarian donors: approaches, procedures and project development
• Preparedness
• Needs assessment
• Strategic planning
• Resource mobilization
• Implementation and monitoring
• Evaluation
• Exit strategies and early recovery

Organisational and institutional management of humanitarian response

• Roles and responsibilities in the response
• Programmes
• Information management
• Support functions: finances, administration, logistics, IT, media and communications
• Security management
• Accountability

Leadership in emergencies

• The difference between leadership and management
• Characteristics of a good leader
• Understanding different styles of leadership
• Core Humanitarian Competency Framework (CHCF)

Leadership from emotional intelligence

• About emotional intelligence
• How to lead from emotional intelligence
• Handling stress
• Exercises and case studies

Decisions and problem-solving

• Steps and processes in decision-making
• Techniques and methods of decision-making
• Facing humanitarian dilemmas
• Case studies

Management of people and teams

• People management processes
• Feedback techniques
• Team building (the Marshmallow Challenge)

Tools for good leadership and management

• Efficient organization of agendas/meetings
• Guide for feedback meetings
• Negotiation techniques
• Good planning tips

The Teaching staff are:

• A Director of Studies, to deal with learning and administrative issues
• A team of humanitarian workers in charge of debates within the thematic forums as Guest Experts
• A Final Assignment Tutor, giving personal guidance when developing the assignment
• A Technician to give support with the virtual classroom

The duration ranges from:

• 3 months: Focused on essential aspects of humanitarian work
• 6 months: With a greater emphasis on leadership and management

The following is an example of a schedule:

• Month 0: Selection of participants and humanitarian competencies test.
• Month 1: Online training
• Month 2: Attending workshop 1.
• Month 3: Coaching/mentoring session.
• Month 4: Coaching/mentoring session.
• Month 5: Attending workshop 2 and Simulation.
• Month 6. Field journal; End of process

The Strengthening Aid Workers’ Competencies Programme combines content developed by the KALU Institute and the Context Programme, a humanitarian training initiative based on the Core Humanitarian Competency Framework, and promoted by various international organizations, most of which form part of the Start Network.

• Classroom: two classroom workshops of one week each
• Online: Online modules
• Simulations: To practice and acquire knowledge and skills in a realistic framework
• Mentoring-Coaching: With mentors for each participant so that they can personalize learning according to their positions, needs and aspirations.
• Field journal: Final exercise to verify the applicability of what was learned in the workplace.

Characteristic:

• Completeness: Covering fundamental topics which any humanitarian worker must have knowledge of.
• Flexible timing: Adapting the times to each situation.
• Adaptability: Using a modular system which allows for adjusting the programme to the needs and priorities of training in specific contexts, organisations and team objectives.
• Professionalism: The training is provided and accompanied by professionals in the humanitarian sector.
• Innovation: Using different methodologies, such as virtual learning, attending workshops, simulations, mentoring/coaching sessions and a field journal.