2. Introductions The NGOs and Humanitarian Reform Project is a 16 month project in Pakistan. The Project brings the benefit of a full-time humanitarian reform focal person to Pakistan, to work with NGOs and UN partners directly on humanitarian coordination issues. The NHRP Country Manager supports humanitarian actors to identify gaps and build capacity in coordination.

3. Training Outline Humanitarian Reform & Cluster Approach Followed by Q&A Humanitarian Architecture in Pakistan Followed by Q&A Transformative Agenda Followed by Q&A Humanitarian Principles Followed by Q&A

4. Objectives for Training Strengthen understanding of the humanitarian reform process and the background to the cluster approach; Review the updated humanitarian architecture in Pakistan to ensure that cluster partners understand the system they are asked to participate in; Update on the Transformative Agenda and discuss the ways that agencies can play a greater role in the implementation of the ITA;

5. Objectives for Training Discuss humanitarian principles and the context in Pakistan; Identify gaps in WASH cluster coordination and brainstorm solutions to address these issues; Identify lessons learned from 2012 Floods emergency coordination.

6. Humanitarian Reform The humanitarian reform process was launched by the international humanitarian community in 2005, through it’s policy-making body: the Inter- Agency Standing Committee Humanitarian reform seeks to improve humanitarian response by promoting effective leadership and coordination, and greater predictability, accountability, and partnership within the humanitarian community.

7. Humanitarian Reform The cluster approach was developed as part of humanitarian reform, and the Transformative Agenda is a continuation of the reform. There are four pillars of humanitarian reform: i) coordination and leadership; ii) humanitarian financing; iii) accountability; iv) partnership

8. The Cluster Approach

9. Clusters are groups of humanitarian organizations, both UN and non-UN, responding in each of the main sectors requiring humanitarian action. The Humanitarian Coordinator (HC) and the Humanitarian Country Team (HCT) manage a humanitarian response through the clusters. All clusters have lead organizations, known as Cluster Lead Agencies (CLA), which operate at the global and country level.

10. The Cluster Approach Globally, Cluster Leads are responsible for strengthening system-wide preparedness and coordinating technical capacity to respond to humanitarian emergencies in their respective sector. In specific countries, Cluster Leads serve as the main contact for a government and the HC. They ensure that humanitarian activities are coordinated and do not duplicate efforts. They also act as a provider of last resort (POLR) in their respective sector.

11. The Cluster Approach The Cluster Approach was first piloted in Pakistan in 2005 to strengthen the earthquake response. It aims to strengthen humanitarian response capacity and effectiveness in five key ways: i) ensuring sufficient global capacity is built up and maintained in key sectors/areas of response; ii) identifying predictable leadership in the sectors/areas of response;

12. The Cluster Approach iii) facilitating partnerships and improved inter- agency complementarity; iv) strengthening accountability; and v) improving strategic field-level coordination by placing responsibility for humanitarian response with a designated Cluster Lead Agency or Agencies (CLA).

13. WASH Cluster Experience i)Is there sufficient capacity in the cluster? Is additional support required? ii) Where does leadership come from in the cluster? Do partners take an active role? iii) How do WASH cluster partners work in a complementary way? What more can be done? iv) Where does the WASH cluster stand on accountability? What are the next steps? v) What is the cluster lead agency (CLA) role? What is the role of cluster partners?

14. Global WASH Cluster The Global WASH Cluster provides an open and formal platform for humanitarian WASH actors to work together to address key weaknesses in the WASH sector as a whole. Work-plans and clear working arrangements amongst GWC partners have been established to address identified gaps and to ensure that the necessary standards, systems, and capacities for coordinated WASH humanitarian responses are in place at a global level.

16. Cluster Questions Recent improvements or changes to clusters? Suggestions for increasing complementarity and partnership in the cluster? Do we share the same objectives? Is it useful to know the background to the cluster approach?

17. Humanitarian Architecture Humanitarian architecture is the combined structures of humanitarian coordination in- country: i) the cluster system ii) government humanitarian coordination mechanisms iii) civil society humanitarian coordination mechanisms (PHF, NHN)

18. Humanitarian Architecture for Natural Disasters in Pakistan Steering Committee (SC) Government Policy Coordination Meeting (PCM) Provincial ICCM National ICCM Humanitarian Country Team District Coordination Meetings National Coordination Meeting Provincial Clusters National Clusters Information-sharing Reporting line General Coordination Meetings IASC Draft 31 Aug 2012

19. Humanitarian Architecture at Provincial Level

20. 2012 District Architecture Coordination has been strengthened at district levels to ensure the humanitarian community and the GoP can collaborate in responding to the needs of the flood-affected population. This ensures the most vulnerable receive assistance (and duplication is avoided) by increasing clarity on “who, what, where and when” of aid distributions.

21. 2012 District Architecture OCHA has deployed coordination officers to the following districts: Jacobabad, Kashmore Shikarpur, & Sukkur (District Coordination Hub) - Sindh; Jaffarabad& Nasirabad – Balochistan; DG Khan & Rajanpur – Punjab. Most clusters have appointed focal points in the most affected districts. These focal points work closely with OCHA and district government officials.

22. 2012 District Architecture OCHA and the relevant District Official co-chair General Coordination Meetings in the districts and liaise regularly with government, locally, and provincially. Some clusters have Working groups at District level as a fora to share information and design common strategies and interventions.

23. Role of District Focal Points Ensure the establishment of clear channels of communication and engagement of all partners. Identify cluster presence and capacity for respective districts. Establish coordination liaison with the respective line departments. Based on 4W template, update information on completed and planned stock distribution from both line departments and cluster partners.

24. Role of District Focal Points Convene cluster / working group meetings, co- chaired by the cluster focal point and line department. Report to provincial cluster in Sindh and Balochistan; national clusters in Punjab. Participate in District Coordination Meetings co-chaired by OCHA and DCO/DC.

25. Architecture Questions Do the different structures meet? Does the architecture function practically? Has the district architecture been present in 2012?

26. Transformative Agenda

27. The Transformative Agenda is an initiative to strengthen core elements of the cluster approach, to improve the way that the cluster approach (and humanitarian reform) work in the field. It focuses on three key areas of humanitarian response: better leadership, improved accountability, and improved coordination.

28. Transformative Agenda Coordination: Strategic Use of Clusters The activation of clusters will be more strategic, less automatic and limited in time. Clusters should focus on results, and not on process. Clear and concise reference documents are being produced to make it easier to manage clusters.

29. Transformative Agenda Coordination: Simplified Cluster Management Clear and concise reference documents are being produced to make it easier to manage clusters. Management responsibility for clusters will be shared between UN and NGO partners where possible. Greater inclusion of NGOs in decision-making bodies such as Technical Working Groups (TWGs), Strategic Advisory Groups (SAGs), proposal review processes, and acting as district focal points.

30. Transformative Agenda Coordination: Minimum Commitments for Participation in Clusters Commitment to humanitarian principles Readiness to participate in action that improve access to all people Commitment to engage consistently in joint cluster work Willingness and capacity to contribute to the cluster strategic response plan.

31. Transformative Agenda Coordination: Strengthened NGO Representation in the Humanitarian Country Team Three types of representation: i) UN Agencies raising the concerns of their NGO implementing partners; ii) I-NGOs (PHF) raising the concerns of themselves and their national NGO partners; iii) N-NGOs (NHN) raising the concerns of themselves and their local NGO partners.

32. ITA Questions Who implements the Transformative Agenda? Have WASH cluster partners had the opportunity to engage in the process? What are WASH cluster concerns in a Level 3 (L3) emergency in Pakistan? Points to feed in to the OCHA Transformative Agenda mentor?

33. Humanitarian Principles Humanitarian principles provide the fundamental foundations for humanitarian action. Humanitarian principles are central to establishing and maintaining access to affected populations whether in the context of a natural disaster or a complex emergency. Promoting compliance with humanitarian principles in humanitarian response is an essential element of effective humanitarian coordination.

34. Humanitarian Principles What are they? 1)… 2)… 3)… 4)…

35. Humanitarian Principles Humanity Human suffering must be addressed wherever it is found. The purpose of humanitarian action is to protect life and health and ensure respect for human beings. Neutrality Humanitarian actors must not take sides in hostilities or engage in controversies of a political, racial, religious or ideological nature.

36. Humanitarian Principles Impartiality Humanitarian action must be carried out on the basis of need alone, giving priority to the most urgent cases of distress and making no distinctions on the basis of nationality, race, gender, religious belief, class or political opinions.

37. Humanitarian Principles Operational 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.

38. Code of Conduct Commitment to humanitarian principles is expressed at an institutional level by the vast majority of humanitarian organizations. 481 organizations globally are signatory to the Red Cross/NGO Code of Conduct for operations in disasters, which includes a commitment to adhere to these humanitarian principles.

39. Code of Conduct Humanitarian principles have practical operational relevance. Much humanitarian action takes place in contexts of conflict or great instability. Adherence to the principles is what allows humanitarian action to be distinguished from the activities and objectives of other actors, and thus not considered improper interference in States’ domestic affairs.

40. Code of Conduct Communicating clearly about humanitarian principles, and ensuring that we act in accordance with them, is key to gaining acceptance by all relevant actors on the ground for humanitarian action to be carried out. It thus helps to ensure access to affected populations and the safety of humanitarian personnel and beneficiaries.

41. Code of Conduct Sustained access in turn reinforces humanitarian principles in practice, for example allowing them to directly undertake and monitor the distribution of goods to suffering populations, thus ensuring aid is distributed impartially and reaches those most in need. For the Red Cross Code of Conduct see: www.ifrc.org

42. Principles Questions What are the challenges in Pakistan? What are the priorities for principled assistance in the WASH sectors? How can humanitarian principles be used to improve the current work of WASH cluster partners? What support is needed?