MSF France 2002

1
MSF France 2002

• Emergency NGO created in France in 1971
• The MSF movement includes 5 operational centres
  in Europe and 13 partner sections
• Missions in 39 countries
• Conflict contexts 54 of projects
• Post conflict contexts 8 of projects
• Stable contexts 38 of projects
• 31 new interventions, 34 closures
• 85 private funding, 15 institutional funding

2
Expatriate posts and departures 2002

• No of posts 443 (increased by 26 since 1997)
• 40 of all posts are coordination
• No of departures 1017 (increased by 27 since
  1997)
• 32 of departures medical
• 34 of departures paramedical
• 34 of departures non medical
• 64 expatriate nationalities

3
National staff posts 2002

• 1419 (71) of posts responded to victims of armed
  conflict
• 334 (17) of posts responded to endemics
• 240 (12) of posts responded to health care
  exclusion and social violence

4
Observations

• Recruiting first missions
• 10 applicants1 post
• Not the same ratio for specialists
• Turnover on expatriate posts
• Varies between 3.4 (for logistic coordinators) to
  1.3 (for medical coordinators)
• Deficit of coordinators
• Empty posts
• Average expat experience 18 months
• Recognising the potential of national staff

5
The HR ProjectIntroduction

• Our method of categorising people working for MSF
  today
• Expatriates, national staff, headquarters
• The need for a categorisation based on commitment
  over time
• Short or medium/long term
• HR field policy based on this dynamic

6
The new categorisationfirst group

• People working with us on the short-term
• - Expatriates in field positions
  (non-coordination), "the turnover"

7
Observations

• We will always have turnover
• Its welcome!
• Dynamic, exchange and encounter of ideas and
  cultures
• Do we have enough?

8
The new categorisationsecond group

• People working with us on the medium/or long term
• Field coordinators
• National personnel
• Headquarters personnel

9
Observations

• These are the "stable" HR
• They are vital for memory, the bigger picture, a
  global view of operations, and follow-up of staff
  over time
• We never have enough!

10
Main objective

• Increase the quantity and quality of coordinators
  

11
Specific objective 1

• Improve the retention of potential coordination
  staff (national and international)
• Encourage coordinators to stay longer on their
  missions
• Encourage a period in headquarters for some

12
Means to retain staff

• The quality of the missions
• Identifying people
• Evaluation
• List of skills
•  Parcours individuel, a   road map  
• New professional experiences
• Training
• Type of positions in the future

13
The means (continued)

• Recognition of skills and training in the
  professional world outside MSF
• Preparation for leaving MSF
• Statutes

14
Specific objective 2

• Increase  the number of first mission expatriate
  posts
• Dynamic, exchange and encounter of ideas and
  cultures

15
Specific objective 3

• Recognise the potential of national staff
• Enable better use of skills of national staff,
  thereby increasing the effectiveness of our
  missions
• Better reflect the reality in the field
• Improve the relevance of our missions with a
  national perspective included in analysis and
  decision-making

16
The means of recognising potential

• The quality of the missions
• Review field team configurations
• Identification
• Evaluation
• List of skills
• Road map
• New professional experiences
• Training
• Type of positions in the future

17
The means (continued)

• Recognition of skills and training in the
  professional world outside MSF
• Preparation for leaving MSF
• Statutes

18
Conclusion

• An ambitious project
• Managements main objective for 2003
• Essential for the fulfilment of mission
  objectives and the associations project