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The International Committee of the Red Cross and political prisoners

Published online by Cambridge University Press:  22 May 2009

J. D. Armstrong
Affiliation:
Director of the Graduate School of International Studies at the University of Birmingham, England.
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Abstract

The International Committee of the Red Cross (ICRC) has greatly expanded its activities on behalf of political prisoners since the Second World War. The ICRC's involvement with this issue has resulted from a series of incremental steps, taken over more than a hundred years, and it raises difficult legal, political, and moral questions. Is the ICRC, by operating in this highly sensitive area, endangering its special relationship with governments–a relationship that is vital for the performance of its more traditional functions in wartime? Should the organization be more open or less Swiss? Is it evading fundamental moral issues? The ICRC's success in achieving its objectives also raises questions as to why states have permitted a nongovernmental organization to intervene in their internal affairs and whether the ICRC provides a model that other nongovernmental organizations concerned with human rights might seek to emulate.

Type
Articles
Copyright
Copyright © The IO Foundation 1985

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References

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6. An internal inquiry into the Red Cross in 1975 summarized the structural reforms: “Until fairly recently, the International Committee operated very much as a committee. Some of its members were part-time; others were full-time. The Committee decided questions of broad policy as well as matters of day-to-day operations. While the Committee had a staff of paid employees to do much of the work in the field, Committee members themselves were often deeply involved in action situations, in the field and in Geneva. In 1973, a decision was taken to draw a sharp distinction between the governing structure of the institution and its operating structure. The former was embodied in an Assembly, the supreme organ charged with the overall conduct of the institution, its principles and its general policies. The members of the Assembly, chosen by co-optation, were seen as part-time. The Assembly was headed by a President. The responsibility for the day-to-day administration of the institution was placed in the hands of an Executive Council, headed by its own President. Members of the Executive Council, who are named by the Assembly, may come from the Assembly or outside. The management and staff of the institution are responsible for the Executive Council. By these changes operational decisions were thus removed from the Assembly, presumably on the grounds that a body meeting once a month, composed of eminent people with other full-time occupations, was not well equipped to deal with the expanding scope and increasing complexity of daily operating problems. At the same time, steps were taken to reinforce and to accelerate a process of professionalism of the management and staff which was already underway. Particular stress has been placed on more systematic selection and training of delegates to work in the field.“ Tansley, D. D., Final Report: An Agenda for the Red Cross (Geneva, 1975), p. 111Google Scholar.

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63. The results of this research were summarized by the study director, Tansley, D. D., in Final Report: An Agenda for the Red Cross (Geneva, 1975)Google Scholar.

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