“The only component of [a] rights-based approach that we could see…is our approach to HIV/AIDS. And our advocacy of HIV/AIDS, which actually includes a lot of active issues, http://www.selleckchem.com/products/ganetespib-sta-9090.html [and] which focuses on marginalized groups” (#30; F47 years; Political Science).

Humanitarian operation and organisation Decision-making process Most participants at this stage of their career were familiar with their organisations’ decision-making frameworks for identifying whom to help and where and when to intervene. Participants stressed the importance of ‘need-based’ and ‘field-based’ assessments as fuelling coordination-level policies. Most recognised the importance of input from the field, believing that decision-making should be informed from the bottom up, and that this was, to some extent, taking place in their respective organisation. “You don’t just go in like cowboys and act like you know what’s going on. I think there’s a huge, huge effort to push local ownership of things” (#13; F29 years; Public Health & Development). Some elaborated on the disconnect between headquarters’

decision-making and field input. “I feel like I knew where and when decisions were being made…But I think that doesn’t always mean you understand why decisions are being made” (#40; F46 years; Business & Engineering). Those who spent more time in the field than at headquarters were more likely to highlight tensions between headquarters’ decisions and field needs. “I think ideally decisions are supposed to made from our directives and mission and beneficiary populations; but I think in reality those decisions

are made by a few numbers of vice presidents, presidents, and…directors of the organization. [So] I think those of us who have been responsible for oversight and implementation of programs [in the field] feel like there needs to be a better assessment of the needs on the ground with the structures and competencies of the organization” (#42; F32 years; Public Health). Dacomitinib Impression towards the overall work of INGOs The work of the overall INGO community was described as positive and effective in aid provision. “[My impression is] very positive. You know, we all have the same goals and…there’s been a lot of work on coordination and information sharing and collaboration, so that we do find kind of best practices [and] push each other along in terms of being innovative and finding even better ways of responding to emergencies” (#10; F54 years; Environmental Science). Participants, however, were reflective of their own as well as their organisations’ limitations and shortcomings. They emphasised that sound quality of work depended on specific INGOs, with individual expertise, support of staff, communication with local partners and cultural/institutional identity.