Abstract

This paper analyses the disaster relief operation that was set in motion immediately after the 1976 Guatemala earthquake through the activities of the Guatemalan Red Cross Society. Already in the emergency phase, “Guatecruz” built field offices in the disaster region to manage both the relief efforts as well as to set up forty-three tent cities. By taking a seat in the disaster zone, as opposed to coordinating from a distant headquarters, Guatecruz became the main governing body in a large network of different national and international state and non-state actors. This paper sets out to elucidate the non-governmental logic behind the making, financing, building, and operation of Guatecruz’s field offices and introduce it as an early example of contracting out services that were previously controlled by the government to non-governmental organisations. Untangling a large-scale humanitarian crisis from these field offices, this paper introduces a specific institutional history that uses decentralisation as a method to plan, develop, and build an “architecture of global governance.”

摘要

本文分析了 1976 年危地马拉地震后危地马拉红十字会的活动立即启动的救灾行动。早在紧急阶段，“危特克鲁斯”就在灾区建立了外地办事处来管理救灾工作，并建立了 43 个帐篷城市。通过在灾区占有一席之地，而不是从遥远的总部进行协调，危特克鲁斯成为由不同国家和国际国家和非国家行为体组成的大型网络中的主要管理机构。本文旨在阐明其制造、融资、建设、危特克鲁斯外地办事处的运作和运作，并将其作为将以前由政府控制的服务外包给非政府组织的早期例子。本文梳理了这些外地办事处引发的大规模人道主义危机，介绍了一段特定的制度历史，该历史利用权力下放作为规划、发展和构建“全球治理架构”的方法。