1. International Humanitarian Architecture
TEMPEST EXPRESS – 25
June 2014
International Humanitarian Architecture
Viviana De Annuntiis
OCHA Regional Office for Asia and the Pacific
OCHA

2. Learning Outcomes OCHA At the end of the session participants will….
OUTLINE THE ROLES AND RESPONSIBILITIES OF KEY HUMANITARIAN ACTORS
KNOW ABOUT OCHA AND ITS FIVE CORE FIUNCTIONS
At the end of the session
participants will….
DESCRIBE THE CLUSTER SYSTEM AT GLOBAL
AND COUNTRY LEVEL
EXPLAIN THE THREE PILLARS OF THE TRANSFORMATIVE AGENDA
OCHA

3. Overview OCHA The Emergency Relief Coordinator and the IASC
OCHA AND HUMANITARIAN ACTORS
HUMANITARIAN COORDINATION ARCHITECTURE
THE TRANSFORMATIVE AGENDA
OCHA Mandate OCHA Core Functions
UN Agencies International Organizations
NGOs Humanitarian Principles
The Emergency Relief Coordinator and the IASC
The Cluster Approach
Coordination at Country Level
Background The three pillars of the Transformative Agenda L3 Emergencies
OCHA

4. Who We Are
OCHA is the part of the United Nations Secretariat responsible for bringing together humanitarian actors to ensure a coherent response to emergencies.
Credit: OCHA/Tagaza Djibo

5. General Assembly Resolution 46/182
Credit: UN Photo/Sophia Paris
General Assembly Resolution 46/182
In December 1991, the General Assembly adopted resolution 46/182. It was designed to strengthen the United Nations response to complex emergencies and natural disasters, while improving the overall effectiveness of humanitarian operations in the field. 

6. OCHA’s Mission Statement
To mobilize and coordinate effective and principled humanitarian action in partnership with national and international humanitarian actors in order to:
Alleviate human suffering in
disasters and emergencies
Advocate for the rights of
people in need
Promote preparedness and
prevention
Facilitate sustainable
solutions
OCHA’s mission has four pillars, each offering distinct challenges.
Credit: OCHA/Dan DeLorenzo

7. OCHA’s Global Presence
2014 presence in 50 countries:
24 country offices (COs), 7 regional offices (ROs). 3 liaison offices and 23 Humanitarian Advisory Teams (HATs)
OCHA is a small organisation compared to the UN agencies, funds and programmes and major international NGOs that it works with.
OCHA has approximately 2,154 staff members in 2014, 75% of whom will be in the field
OCHA’s indicative budget for 2014 is US$331.8 million, of which over 70% is spent on services in field locations

8. What We Do –OCHA Video COORDINATION POLICY DEVELOPMENT ADVOCACY
INFORMATION MANAGEMENT
FINANCING
Credit: UNICEF/Shehzad Noorani

9. Coordination OCHA plays a key role in: Assessing situations and needs
Agreeing common priorities
Developing common strategies to address issues such as negotiating access, mobilizing funding and other resources
Clarifying consistent public messaging
Monitoring progress
Credit: OCHA/Akiko Harayama

10. Key Actors
OCHA assists governments in mobilizing international assistance when the scale of the disaster exceeds the national capacity.

11. UN-CMCoord What is it?
The essential dialogue and interaction between civilian and military actors in humanitarian emergencies necessary
to protect and promote humanitarian principles, avoid competition, minimize inconsistency, and when appropriate pursue common goals.
A soldier carries an elderly man on his back to a shelter in Natori city, Miyagi
Credit: Getty Images

12. OCHA’s policy work promotes normative standards for humanitarian work and addresses a range of challenges and contexts.
Policy
Credit: IOM

13. Information Management
OCHA collect, analyse and share information about the situation among the various organizations involved and ensure the coordination system runs efficiently.
OCHA

14. Advocacy
OCHA speaks out on behalf of the people worst affected by humanitarian situations.
Public: media interview, public speeches, press briefings, Web stories and social media campaigns.
Private: quiet diplomacy with governments or negotiations with armed groups is also a crucial element in bringing about change, securing access or building support.
Credit: OCHA/Alex Bahati

15. Humanitarian Financing
Pooled funds:
Central Emergency Response Fund (CERF)
Common Humanitarian Funds (CHFs)
Emergency Response Funds (ERFs)
Appeals:
Consolidated Appeals
Flash Appeals
All funding information is recorded in the
Financial Tracking Service (FTS) database
Credit: Timothy Allen

16. What is the Humanitarian Community?
OCHA

17. The Humanitarian Community
A wide group of civilian actors, national or international, UN or non-UN, Governmental or non-governmental who have a commitment to humanitarian principles and are engaged in humanitarian activities.
OCHA

18. UN Agencies
OCHA

19. UN Agencies, Offices and Programs
UN Agencies, Offices & Programmes
UN Agencies, Offices and Programs
UNHCR
OHCHR
UN High Commissioner for Refugees
UN Office of the High Commissioner for Human Rights
UNICEF
Agencies, offices & programmes most likely to meet in the field:
To avoid conflict know and build credibility know who they are and what they care about. Most of the UN organizations work with humanitarian issues in development.
UNDP and OCHA will become UN primary responders during disasters.
UNHCR - UN High Commissioner for Refugees
Mandated to protect the rights of:
Refugees & Asylum Seekers - Persons who fled their home country to avoid persecution due to their race, religion, nationality, political opinion or membership in a particular social group; and
Stateless persons - Persons who are not a citizen of any country.
Internally Displaced Persons [IDPs] in some situations - persons forced to flee their homes due to conflict or disaster but have not left their home country.
Protecting 20.8 million people around the world.
UNICEF - UN Children’s Fund
Protects and does development work focusing on children and families.
Operates in 190 countries.
Does education, immunizations and child soldier demobilization, but also water/sanitation and HIV/AIDS awareness.
Main proponent of the Convention of the Rights of the Child.
WFP - UN World Food Programme
Mandated to meet the food needs of populations in a crisis
Also uses food for economic and social development.
Mandated to head logistics cluster - coordinating logistics for humanitarian agencies.
In 2005:
Delivered 4.2 millions tons of food aid
Food aid reached 96.7 million people in 82 countries
WHO - World Health Organization
UN agency mandated to deal with health issues.
Mainly does capacity building & training of local health care workers.
International coordinating agency in global response to H5N1 avian influenza “bird flu” and H1N1 “swine flu”
UNDP – Development Programme
Coordinates all UN-run development projects in a country
Head of UNDP Office in-country is usually also the:
Head of Humanitarian Country Team (formerly UN Country Team) – all UN agencies in that country
Resident Coordinator (RC) – coordinates all UN development projects in the country and also becomes the Humanitarian Coordinator (RC/HC) after crisis/disaster to also coordinate humanitarian efforts.
OHCHR - UN Office of the High Commissioner for Human Rights
UN office mandated to monitor, report on and advocate for respect of human rights.
Helps coordinate human rights promotion in other UN programmes.
UNFPA - UN Population Fund
Works in 3 areas: 1) Reproductive health, 2) Gender equality, 3) Population and development strategies
Includes family planning issues to reduce poverty, ensure safe birth practices, combat HIV/AIDS, advocating for and helping build respect for the human rights of women and young girls.
UNDSS – UN Department of Safety & Security
Coordinates and provides operational support for security of UN staff & operations worldwide
Security monitoring and reporting agency – NOT an armed security force.
Established 1 January 2005, replacing UN-SECOORD (Office of UN Security Coordinator)
OCHA - UN Office for the Coordination of Humanitarian Affairs
Mandated to assist in the coordination of humanitarian responses - both at strategic and field levels.
Runs information services: ReliefWeb, Virtual OSOCC & 3W websites.
Led by the Emergency Relief Coordinator, Baroness Valerie Amos.
Asia-Pacific Regional Offices:
RO Bangkok for Asia-Pacific
Regional Advisor for Disaster Response in the Pacific – Suva, Fiji
In a response:
UNDP – RC/HC coordinates UN run / funded HADR operations as a whole.
OCHA:
UN Disaster Assessment Coordination (UNDAC) Team begins initial coordination mechanisms – arrives hours after crisis or disaster; and
UN Civil-Military Coordination (CMCoord) Officers tasked with facilitating coordination of Assisting State militaries’ operations with Humanitarian Community.
UN Children’s Fund
UNFPA
UN Population Fund
WFP
UN World Food Programme
UNDSS
UN Dept. of Safety & Security
WHO
UN World Health Organization
OCHA
UNDP
Office for the Coordination of Humanitarian Affairs
UN Development Programme
(RC/HC heads UNCT)
(UNDAC team, CMCoord Officer)

20. The ‘Big 5’ United Nations Development Programme (UNDP) World Food
(WFP)
The
‘Big 5’
United Nations
Children’s
Fund
(UNICEF)
United Nations
High
Commissioner
for Refugees
(UNHCR)
World Health
Organisation
(WHO)

21. United Nations High Commissioner
for Refugees (UNHCR)
Mandate
UNHCR’s Statute (1950):
“…to provide, on a non-political and humanitarian basis, international protection to refugees and to seek permanent solutions for them, until the refugee problem is solved.”
[The final clause was added
in 2003 by General Assembly resolution 58/153]

22. United Nations High Commissioner
for Refugees (UNHCR)
UNHCR has a staff of approx. 6,650 people in more than 110 countries assisting 34.4 million uprooted or stateless people.
It leads and coordinates action to safeguard the rights and well-being of refugees, returnees, internally displaced persons (IDP) and stateless persons.
UNHCR works with approx. 687 NGO partners throughout the world.
Global cluster lead for:
Protection
Emergency Shelter (with IFRC)
Camp Management and Coordination (with IOM)

23. United Nations Children’s Fund (UNICEF)
Mandate
Created by the UN General Assembly in 1946 to:
“…[A]dvocate for the protection of children's rights, to help
meet their basic needs and to expand their opportunities
to reach their full potential.”
This mandate was extended indefinitely by the General Assembly in 1953.
7,200 staff in the field in more than 126 countries
Highly decentralized authority given to country offices
Global cluster lead for:
Nutrition
Sanitation, Water and Hygiene
Education (with Save the Children)

24. World Health Organization
(WHO)
Mandate
Established in 1948, the foundation for WHO’s work in the area of disaster preparedness and response was laid down in Article 2 of the WHO constitution, which charges the Organization to:“…furnish appropriate technical assistance and, in emergencies, necessary aid upon the request or acceptance of Governments”.
Provides leadership on global health matters, shapes the health research agenda, set norms and standards, provides technical support to countries and monitors and assesses health trends.
WHO employs 8,500 people in 147 countries.
Currently has approx. 80 partnerships with NGOs, foundations and the pharmaceutical industry.
It operates in a decentralised manner:
HQ sets policy, strategy and guidelines
6 regional offices represent the front line for decision and intervention
Global cluster lead for: Health

25. Development Programme (UNDP)
United Nations
Development Programme (UNDP)
Mandate
Established in 1965, UNDP is the UN’s global development network, advocating for change and connecting countries to knowledge, experience and resources to help people build a better life.
UNDP has presence in 177 countries.
Helps countries build and share solutions to the challenges of:
Democratic Governance
Poverty Reduction
Crisis Prevention and Recovery
Environment and Energy
Gender Empowerment, HIV/AIDS
Supports Resident Coordinator (RC) offices
Global cluster lead for: Early Recovery

26. World Food Programme (WFP)
Mandate/Mission Statement
Established in 1961 after the 1960 Food and Agriculture Conference. In 1994, WFP was the first UN organisation to adopt a mission statement, which says:
“The policies governing the use of WFP food aid must be oriented
towards the objective of eradicating hunger and poverty. The ultimate objective of food aid should be the elimination of the need for food aid.”
Delivers approx. 4.6 million metric tonnes of food assistance to million people in 75 countries annually
Employs approx. 12,390 people
Role in emergency response:
Food aid
Logistics coordination, services, support and infrastructure to the humanitarian community
Emergency telecommunications coordination, services and equipment (with UNICEF)
Global cluster lead for: Logistics, Emergency Telecommunications, Food Security (with FAO)

27. WFP LOGISTICS

28. Humanitarian Response Depot (UNHRD)
The United Nations Humanitarian Response Depot Network (UNHRD) is managed by the United Nations World Food Programme (WFP)
Depots are located in:
Europe (Brindisi / Italy)
Africa (Accra / Ghana)
Middle East (Dubai / UAE)
South East Asia (Subang / Malaysia)
Latin America (Panama City / Panama)

29. ocean transportation a crucial link in WFP’s supply chain.
Shipping
More than half of WFP’s food is transported by sea during its journey to final destination, making
ocean transportation a crucial link in WFP’s supply chain.
WFP has on any given day 30 ships at sea, carrying critical humanitarian assistance for distribution in more than 70 countries – moving cargoes from 60 load ports to 75 discharge ports across five continents..

30. Surface transport
On any given day, WFP has approximately 5,000 trucks on the road – making land transport the most common form of WFP’s logistical line.

31. UN Humanitarian Air Service (UNHAS)
diverse global fleet of 54 chartered aircraft, including helicopters, all ready for deployment within 48 hours upon request. Aid workers in the deep field, with no other means of transportation, rely on UNHAS to bring them to some of the world’s most remote and isolated communities, where commercial airlines do not fly. With service to over 350 destinations in 13 countries, UNHAS has carried over 1.4 million humanitarian passengers since 2006.

32. Logistics Emergency Teams (LET)
LET deploy worldwide upon request from the UN Global Logistics Cluster.
LET are provided pro bono by Agility, AP Möller-Maersk, TNT and UPS, four leading logistics companies.
LETs’ support includes:
- Logistics specialists (e.g. airport coordinators, airport managers and warehouse managers)
- Logistics assets (e.g. warehouses, trucks, forklifts)
- Logistics services (e.g. airlift, trucking, customs management)
In , LETs deployed in the Philippines, Mozambique, Myanmar, Haiti, Indonesia, Pakistan & Chile.

33. The Logistics Cluster

35. What does the Logistics Cluster do? - Field
Prioritize logistics interventions
Collect/share information
Port & corridor coordination
Transporters & rates
Custom & exemptions
Equipment supplier information
Provision of common logistics services:
Air services through UNHAS;
Transport fleet (trucks, boats)
Warehousing
Cargo tracking (RITA)
Advocacy and resource mobilization for logistics initiatives

36. Logistics Capacity Assessment (LCA)
LCA is a long-standing tool of WFP Logistics.
Since 2008, it has provided important logistics information relevant to Logistics Cluster partners and the Humanitarian Community and is shared as an interagency tool via the Logistics Cluster website.

37. Logistics Cluster – Concept of Operations

38. Logistics Cluster – HAITI
Logistics Cluster Coordination
2 cells; Port-au-Prince and Santo Domingo. Coordination meetings: UN organizations, military responders, &
+ 170 organizations
Interagency storage: 37 organizations have used interagency storage in PAP
Shipping: 2 vessels with derrick for containers and/or roll on-roll off capabilities chartered for deliveries to inaccessible coastal areas.
Surface transport:
1,183 trucks dispatched:
4,664mt of food;
43,100m³ other relief commodities for 82 different organizations.
Truck fleet managed by Handicap International/Atlas Logistique; 82 organizations utilised the common transport service. so far transported >3,000 m3 relief items for 43 humanitarian organizations
Customs and border crossing:
Facilitation & coordination with authorities Jimaní/ Malpasse border crossing point
Negotiation of four month customs taxes exemption for all relief cargo in transit for Haiti arriving in Dominican Republic.
Air operations
7,300 passengers from UN Agencies, NGOs, governments & media.
Helicopter; assessment missions to
90 isolated villages & delivery of 650mt (medicines, food, & tents).
Staging areas and transit hubs: 2 main staging areas - S Domingo & PaP airport. 7 transit hubs, used by + 20 organizations.
Civil Military coordination: Liaison and coordination with the different military actors involved in the relief effort for the use of available military assets (MINUSTAH, US, Canadian, British and French Military amongst others.)

39. IOM is the leading international organization for migration with a programme budget for 2012 exceeding USD 1.3 billion, funding over 2,700 active programmes and more than 7,800 staff members serving in more than 450 field offices in more than a hundred countries.

40. Non-Governmental Organizations
NGOs are not part of:
Any government,
The UN, or
The Red Cross/Red Crescent Movement;
Private humanitarian organizations established by individual charters;
Diverse in size, structure, motive, resources, function & mission;
National or international; secular or faith-based;
Funded by grants or private donations;
Essential to humanitarian operations:
Implementing partners for UN and donor government projects;
One of the first responders to arrive, last to leave; &
Primary “on-the-ground” humanitarian actors.
Non-governmental organizations – NGOs.
Not part of: Any government; The UN; International organizations; or the Red Cross Movement
Private, humanitarian organizations established by individual charter.
NGOs are:
Very diverse – size, structure, resources, mission & comfort with working with military;
National or international;
Secular or faith-based;
But NOT including missionaries seeking to convert beneficiaries to their faith;
Funded by grants from donor governments or private individuals;
Essential to HA operations:
Implementing partners for UN and donors
Often one of first to arrive, last to leave
Primary, on-the-ground responders.
Fundamental Humanitarian Principles:
Humanity – Save lives and alleviate human suffering wherever it is found
Impartiality – Aid is given in a non-discriminatory manner.
Neutrality - Do not take sides in wars, conflicts, hostilities or political, racial, religious or ideological controversies.
Independence - Aid agencies are not governmental foreign policy instruments.
Primary weaknesses are lack of collaboration and funding issues.
Primary strengths are sectoral expertise and local knowledge
Not “Hippies in Birkenstocks” but professional aid organizations.

41. Red Cross Red Crescent Movement
OCHA

42. The Red Cross and Red Crescent Movement comprises nearly 100 million members, volunteers and supporters.
OCHA

43. RCRC Movement
International Federation of Red Cross and Red Crescent Societies
National Societies (189 en 2013)
The International Committee of the Red Cross

44. build respect for the law
The core activities of the ICRC are to:
visit detainees
protect civilians
safeguard healthcare
build respect for the law

45. The IFRC focuses on three key areas:
disaster response and recovery
development
promoting social inclusion and peace

46. Humanitarian Principles
HUMANITY
Human suffering must be addressed wherever it is found, with particular attention to the most vulnerable in the population, such as children, women and the elderly. The dignity and rights of all victims must be respected and protected
NEUTRALITY
Humanitarian assistance must be provided without engaging in hostilities or taking sides in controversies of a political, religious or ideological nature.
IMPARTIALITY
Humanitarian assistance must be provided without discriminating as to ethnic origin, gender, nationality, political opinions, race or religion. Relief of the suffering must be guided solely by needs and priority must be given to the most urgent cases of distress
46/182 Guiding Principles
INDEPENDENCE
Humanitarian action must be autonomous from the political, economic, military or other objectives that any actor may hold with regard to areas where humanitarian action is being implemented

47. Humanitarian Coordination Architecture
PART II
Humanitarian Coordination Architecture

48. The Emergency Relief Coordinator
OCHA

49. The Emergency Relief Coordinator (ERC) /
Under-Secretary General for Humanitarian Affairs (USG)
The ERC is the Head of OCHA and is mandated by
UN General Assembly Resolution 46/182 to:
Process requests from Member States for emergency assistance
Mobilize and coordinate international emergency relief capacity
Negotiate access to populations in need of assistance
Responsible for early warning, inter-agency needs assessments and keeping the international community informed
Chair the Inter-Agency Standing Committee (IASC)
Manage the network of Humanitarian Coordinators (HC)
Promote a smooth transition from relief to recovery in emergency response
The Head of OCHA is Under-Secretary General for Humanitarian Affairs Valerie Amos, who is also the Emergency Relief Coordinator (ERC) as provided for by GA Res 46/182.
The ERC’s responsibilities, as shown on the slide, goes beyond the UN; it covers the international humanitarian community.
OCHA supports the ERC in the performance of her tasks and responsibilities.

50. Emergency Relief Coordinator (ERC)
SG Ban Ki-moon
USG
USG
USG
USG
USG
OCHA / DPA /
DPKO
IASC / ECHA
Under-Secretary-General (USG) for Humanitarian Affairs WB
IOM
UNDP
UNHCR
WHO
NGOs
RC/RC
OHCHR
UNFPA
UNICEF
WFP
ERC
Valerie Amos
Emergency Relief Coordinator (ERC)

51. The Inter Agency Standing Committee
OCHA

52. The IASC is the primary mechanism for interagency coordination, advocacy and policy development.

53. The IASC membership includes:
Full Members
Standing Invitees
OCHA

54. OCHA

55. GA 46/182 established how the system was to be constructed including

56. Two reviews of the humanitarian system took place in 2005 and 2011, and led to fundamental reforms focusing on:
predictability
accountability
leadership
partnership
fundamental reforms focusing on:
predictability
accountability
leadership
OCHA

57. What is the Cluster Approach?
OCHA

58. The Cluster Approach is designed to provide:
Predictability, Accountability and Partnership in all response sectors
Better support for national-led response tools
Common standards and tools

59. OCHA Four main groups participate in clusters: UN agencies
Bilateral organizations
Government entities
NGOs (national and international)
OCHA

60. OCHA What benefits do Clusters bring? predictable leadership
accountability of operational partners
enhanced partnerships on the ground
improved field coordination
OCHA

61. 7 Core Cluster Functions
OCHA

62. OCHA Clusters support service delivery.
Clusters inform strategic decision-making of the HC/HCT for humanitarian response.
Clusters are responsible for planning and strategy development.
Clusters advocate on behalf of the participants and affected populations.
The cluster monitors implementation.
Clusters support contingency planning, response preparedness and capacity building.
The cluster integrates early recovery activities.
OCHA

63. OCHA Clusters should be activated in an emergency when there is:
a humanitarian need
a lack of coordination capacity
operational complexity
need for improved emergency response
OCHA

64. De-activation of clusters is a decision to stand-down one or several clusters because:
either the cluster has transferred responsibility for delivery and capacities to national and/or development partners
humanitarian needs in a particular sector have sharply decreased or ceased
when the criteria applied to activate a cluster no longer apply
OCHA

65. Global Cluster Leads
OCHA

66. The Responsibilities of Global Cluster Leads
Normative
Standard setting and consolidation of best practice
Build response capacity
Training and system development at local, regional and international levels
Surge capacity and standby rosters
Material stockpiles
Operational support
Emergency Preparedness
Advocacy and resource mobilisation
Ensuring application of standards and identification of best practices in every emergency to aid continuous improvement in the cluster operation
Build and prepare capacities for response
Provide support to country level clusters through emergency preparedness activities, advocacy and resource mobilization
Global cluster leads provide:
Technical surge capacity (e.g. camp management and coordination staff, early recovery advisors, Logistics Response Teams, Health Emergency and Assessment Response Teams);
Trained experts to lead cluster coordination at the field level;
Increased stockpiles, some pre-positioned within regions (e.g. emergency shelter materials);
Standardised technical tools, including for information management;
Agreement on common methods and formats for needs assessments, monitoring, and benchmarking; and,
Best practices and lessons learned from field-tests.
Credit: INTERNEWS

67. Cluster Leads at the Global Level
Health
Food Security
Camp Coordination
& Camp Management
WHO
FAO & WFP
UNHCR & IOM
Protection
UNHCR
Emergency
Shelter
Emergency Telecommunications
Nutrition
UNICEF
UNHCR & IFRC
WFP
A closer look ate he global cluster leads
Water, Sanitation
& Hygiene (WaSH)
Logistics
UNICEF
WFP
Education
UNICEF & SC
Early Recovery
UNDP

68. Coordination at Country Level
OCHA

70. Coordination structure in a Natural Disaster in a peacetime situation
Emergency Relief Coordinator (ERC)
Resident Coordinator (RC) / Humanitarian Coordinator (HC)
Humanitarian Country Team (HCT)
UNCT
International and local NGOs
Red Cross Movement (ICRC, IFRC)
Other organisations with operational relevance (OOWORs)
The HCT is the UNCT plus international and local NGOs, the Red Cross/Red Crescent Movement and international financial institutions (IFIs). The HCT is the coordianting body that deals with emergency and/or humanitarian issues including response preparedness and humanitarian response operations.
The double-hatted official called the RC/HC is the most senior UN official in the country. As the HC, this official chairs the Humanitarian Country Team (HCT) and reports directly to the Emergency Relief Coordinator (ERC). The cluster leads take direction and guidance from the HC and HCT.
Plus other UN programmes, funds, Specialised Agencies and IOM
Clusters

71. The Humanitarian Country Team (HCT) chaired by the RC or HC focuses on:
strategy and policy setting
disaster reduction and preparedness
disaster response
transition to recovery
OCHA

72. The HCT agrees on common strategic issues related to humanitarian action in-country, including:
setting common objectives and priorities
developing strategic plans and policies
agreeing on the establishment of clusters
OCHA

73. The Cluster Lead Agency (country level) is agreed in consultation with the HCT and based on the agencies’ coordination capacity.
OCHA

74. Response Coordination Information Management Monitoring and Evaluation
Country-level Cluster Leads’ Terms of Reference
Response Coordination
Inclusion of key humanitarian partners
Appropriate coordination mechanisms
Coordination with national authorities, local civil society etc.
Preparedness
Emergency Preparedness
Planning and strategy development
Participatory and community-based approaches
Training and capacity-building
Information Management
Monitoring and Evaluation
Monitoring and reporting
Needs assessment and analysis
Application of standards
Gap identification
Advocacy and resource mobilisation
Attention to priority cross-cutting issues (age, environment, gender, HIV/AIDS etc.)
Provider of last resort
The country level cluster leads’ responsibilities are categorized in five main groups:
Response Coordination
Preparedness
Monitoring and Evaluation
Gap Identification
Information Management
Information management is central to these responsibilities and is the function that links the different areas.

75. A “cluster lead agency” at country level formally commits to take responsibility for the leadership, coordination and facilitation of a particular sector or technical area.
For example:
WHO - Health
UNICEF/Save the Children - Education
OCHA

76. OCHA A “cluster lead” acts as the ‘provider of last resort’.
Where there are critical gaps in humanitarian response, cluster leads call on all relevant humanitarian partners to address these.
If this fails, then the cluster lead as ‘provider of last resort’ may need to commit itself to filling the gap.
The ‘provider of last resort’ represents a commitment of cluster leads to ensure an adequate and appropriate response .
OCHA

77. The Inter-Agency Standing Committee (IASC) defines a ‘complex emergency’ as:
“[A] humanitarian crisis in a country, region, or society where there is a total or considerable breakdown of authority resulting from internal or external conflict and which requires an international response that goes beyond the mandate or capacity of any single agency and/or the on-going UN country programme.”
COMPLEX EMERGENCY

78. Pre-2008 UN Missions
Executive Committee (delegates from Member States)
Special Representative of the Secretary General (SRSG)
High Commissioner for Refugees
Resident / Humanitarian Coordinator
Cooperative Relationship
Humanitarian Country Team (HCT)
Before the Integrated UN Mission policy was implemented in 2008, this was the traditional structure and relationships in UN Peacekeeping Missions.
The RC/HC has a cooperative relationship with SRSG;
Deputy SRSG
UNCT
International and local NGOs
Red Cross Movement (ICRC, IFRC)
OOWORs
Plus other UN programmes, funds, Specialised Agencies and IOM
Military component
Police/Civilian component

79. Integrated UN Presence
SG’s decision of June 2008 endorsing the recommendations of the UN Policy Committee Meeting concerning integration:
“Any context in which the United Nations has a multidimensional peacekeeping operations or political mission in addition to the United Nations Country Team”.
Integrated UN Presence lead by an SRSG
DPKO or DPA in lead depending whether it includes a multidimensional peacekeeping operation or a political mission
In 2008, the integrated mission concept was approved and implemented.

80. Resident/ Humanitarian Coordinator
Two feet out
Integrated
UN Presence
Minimal structural and organizational integration
Exceptional circumstances; in highly unstable situations with extremely volatile political and security conditions and/or perception issues
No DSRSG/RC/HC
OCHA Field office outside the mission
OCHA’s role to ensure strategy, planning, roles and communications are coordinated
Relationship between HC / SRSG defined in SG’s note of guidance of
UNICEF
Mission
UNHCR
WFP
Resident/ Humanitarian Coordinator
UNDP
Advantages
External HC with better chances to address perception challenges
Distinct humanitarian footprint established by HC and OCHA
Independent and impartial advocacy efforts by a separate HC with all actors without compromising UN political considerations
Disadvantages
Extremely difficult to obtain agreement, may require extensive negotiations
DPKO willingness to combine DSRSG and RC lead to split of RC/HC function
More complicated strategic and overall coherence
Greater efforts required for good communication and coordination
WHO
OCHA
Donors
NGO
Community
Red Cross Movement
Beneficiaries

81. One foot in / One foot out
Integrated
UN Presence
OCHA’s default position, suitable in the majority of countries emerging from crisis
HC inside the mission, combined DSRSG/RC/HC
Identifiable OCHA Field Office outside the mission structure, no physical collocation
Autonomy from political and security activities of the mission
OCHA maintains its own administration and resources
Relationship between HC / SRSG defined in SG’s note of guidance of 2006
SG Decision on Integration (2008): scope of integration and requirement for an Integrated Strategic Framework (ISF)
Integrated Assessment and Planning Policy (2013): 4 simple minimum and mandatory requirements for UN-wide planning (not just mission planning)
UNICEF
Mission
UNHCR
DSRSG/RC/HC
WFP
UNDP
Advantages
Stronger advocacy to the government, the mission and some international organization (e.g. World Bank)
Easy access to OCHA for humanitarian partners
Direct interaction of OCHA with parties to the conflict and the civilian population
OCHA’s lines of communication with all parties to the conflict preserved in case the peace fail
Disadvantages
More coordination efforts needed between DSRSG/RC/HC and OCHA
Roles, responsibilities and coordination mechanisms between ERC, SRSG, HC and OCHA
Concerns from the NGO Partners
Less time for the DSRSG/RC/HC to address humanitarian issues
Limitations on independent humanitarian action, advocacy and reporting
WHO
OCHA
Donors
NGO
Community
Red Cross Movement
Beneficiaries

82. OCHA field presence in RC office
Two feet in
Integrated
UN Presence
UNICEF
Full structural and organizational integration
Exceptional circumstances; stable post-conflict settings
DSRSG/RC/HC, HC inside the mission or phased out (DSRSG/RC)
No OCHA field office but OCHA field presence based in the RC’s office
Relationship between HC / SRSG defined in SG’s note of guidance of
Mission
UNHCR
DSRSG/RC/HC
WFP
OCHA field presence in RC office
UNDP
Advantages
Simplified management and reporting lines
Strengthened RC’s office to address residual humanitarian coordination needs and capacity building of national government
Distinct humanitarian footprint to preserve options for the UN if the situation deteriorates
Disadvantages
Difficult to undertake humanitarian action distinctly and separately from development and political work of the mission
Risk to alienate key humanitarian partners and donors
Transition between humanitarian action, recovery and development
WHO
Donors
NGO
Community
Red Cross Movement
Beneficiaries

83. The Triple-Hatted DSRSG
UN DOCO
Emergency Relief Coordinator (ERC)
DSRSG
Resident Coordinator (RC)
Humanitarian Coordinator (HC)
Humanitarian Country Team (HCT)
UNCT
International and local NGOs
Red Cross Movement (ICRC, IFRC, NS)
Other organisations with operational relevance (OOWOR)
Post 2008, all UN Missions have been integrated missions where a triple-hatted official called the DSRSG/RC/HC has the Humanitarian Coordinator function.
The Police Commissioner heads the police component while the Force Commander heads the military component. In some missions, both components are under the DSRSG (political) while in some UN missions, the Force Commander reports directly to the SRSG.
While this official is a Deputy Special Representative to the Secretary General (DSRSG), this official reports directly to the ERC as Humanitarian Coordinator.
As HC, this official chairs the HCT. The cluster leads take direction and guidance from the HC and HCT.
This is a simplified illustration of how an Integrated UN Mission looks like, structure wise. However, integrated UN Missions vary from one location to another.
And other UN programmes, Funds, Specialised agencies, IOM, etc.
Clusters

84. HCT Coordination Structure in a Complex Emergency
situation with an Integrated UN Mission
Integrated UN Mission
ERC
UN DOCO
Special Representative of the Secretary General (SRSG) HC RC
DSRSG
Deputy SRSG
HCT
UNCT
Post 2008, all UN Missions have been integrated missions where a triple-hatted official called the DSRSG/RC/HC has the Humanitarian Coordinator function.
The Police Commissioner heads the police component while the Force Commander heads the military component. In some missions, both components are under the DSRSG (political) while in some UN missions, the Force Commander reports directly to the SRSG.
While this official is a Deputy Special Representative to the Secretary General (DSRSG), this official reports directly to the ERC as Humanitarian Coordinator.
As HC, this official chairs the HCT. The cluster leads take direction and guidance from the HC and HCT.
This is a simplified illustration of how an Integrated UN Mission looks like, structure wise. However, integrated UN Missions vary from one location to another.
International/local NGOs
RCM, OOWORs
Military component
Police component
Civilian component
Clusters

85. UN-CMCoord Strategy, Methods & Structures
Peace Time Deployment
Peace Keeping
Peace enforcement
Combat
COOPERATION
COEXISTENCE
HUM
MIL LO
UN-CMCOORD
Co-Location
Liaison Exchange
Limited Liaison
Interlocutor
Coordination
(essential dialogue and interaction)
UN-CMCoord focuses on improving the effectiveness and efficiency of the combined efforts
UN-CMCoord basic strategy ranges from Co-existence to Cooperation. In either side of the spectrum and in between, COORDINATION is necessary in order to protect and promote humanitarian principles, avoid competition and minimize inconsistency
UN-CMCoord focuses on minimizing competition and de-confliction

86. The liaison strategy set up in Roxas for the Haiyan response was
Liaison: Co-location
STRATEGY OF COOPERATION
Co-location is one form of humanitarian civil-military coordination and often used in disaster response operations.
Co-Location
HUM
MIL
HAIYAN CASE STUDY
The liaison strategy set up in Roxas for the Haiyan response was
Co-location
HAITI CASE STUDY
Joint Operations and Tasking Centre (JOTC), established by MINUSTAH in partnership with OCHA
OCHA

87. Liaison: Liaison Officers Exchange
STRATEGY OF COOPERATION
Liaison Exchange
Exchange of Liaison Officers between military and civilian actors is practiced at both the strategic and the operational level.
Bilateral embassies and political missions have often military advisors within their establishments.
HUM LO LO
MIL
OCHA

88. Liaison: Liaison Visits
STRATEGY OF CO-EXISTENCE
Limited Liaison
Experience in complex emergencies has shown that visiting military forces on a case –by-case bases has been the preferred arrangement.
Traditionally, many related activities are carried out on an ad-hoc basis.
HUM LO LO
MIL
OCHA

89. Liaison: Interlocutor
STRATEGY OF CO-EXISTENCE
Working with a third party is another way of interaction between military and humanitarian actors.
Although in most situations not a preferred option from a military point of view, it is often the only option to preserve humanitarian principles.
Most commonly, this type of interaction is used to convey messages amongst diverse actors in complex emergency.
Interlocutor
HUM
CMCOORD
MIL
OCHA

90. Exchange (secondment)
Operational Liaison Arrangements for
Humanitarian Civil-Military Coordination
Liaison
Exchange (secondment)
Liaison visits
Co-location
Conduit or interlocutor
Limited Liaison
Haiti 2010
Iraq- 2003
Mali 2013
Libya 2011
Myanmar 2008
Lebanon 2006
Afghanistan
Mozambique 2000/2001
Indonesia – Aceh 2004
Philippines 2013
Pakistan Floods 2010
Pakistan Earthquake 2005
Central African Republic 2014
Depending on the UN-CMCoord Strategy, different interfaces can be used between the civilian and military actors.
Co-location is the interface that goes the furthest and brings the actors even physically together. This is more likely to happen in natural disaster.
Through Liaison Exchange, Liaison Officers are respectively placed with the other actor.
When the room for coordination becomes smaller, limited liaison where the liaison officers meet in a neutral place, may be advised.
The extreme interface is that the coordination happens through a third party and where the military and civilian actors are not able to meet directly.
OCHA

91. The Transformative Agenda
PART III
The Transformative Agenda

92. OCHA

93. OCHA “In December 2011, the IASC adopted
the Transformative Agenda. It focuses
on three key areas: better leadership,
improved accountability to all our
stakeholders and improved coordination. The impact of these changes, which we are now introducing, will be more lives saved, faster.”
-Valerie Amos, Emergency Relief Coordinator and Chair of the Inter-Agency Standing Committee
OCHA

94. OCHA

95. Level 3 Emergencies
Exceptional in:
OCHA

96. OCHA

97. Learning Outcomes OCHA At the end of the session participants will….
OUTLINE THE ROLES AND RESPONSIBILITIES OF KEY HUMANITARIAN ACTORS
KNOW ABOUT OCHA AND ITS FIVE CORE FIUNCTIONS
At the end of the session
participants will….
DESCRIBE THE CLUSTER SYSTEM AT GLOBAL
AND COUNTRY LEVEL
EXPLAIN THE THREE PILLARS OF THE TRANSFORMATIVE AGENDA
OCHA

98. Questions?