The Challenge of Coordinating
Humanitarian Action
UN Office for the Coordination of Humanitarian Affairs
Humanitarian Assistance
Humanitarian assistance is aid that
seeks to save lives and alleviate
suffering and maintain humanitarian
dignity during and in the aftermath of
man-made crises and natural disasters,
as well as to strengthen preparedness
for the occurrence of such situations...
THE UN CHARTER
PRINCIPLES FOR HUMANITARIAN ACTION
UN CHARTER ARTICLE 1.3:
“ … to achieve international
cooperation in solving
international problems of an
economic, social, cultural or
humanitarian character…
UN CHARTER ARTICLE 1.4:
… to be a centre for
harmonizing the actions of
nations...”
A CHANGING CONTEXT IN A CHANGING WORLD
DISASTERS ARE
INCREASINGLY
COMMON
 The number of disasters has
almost doubled compared to
two decades ago.
 Climate-related disasters
account for 70% of all
disasters, compared to 50%
two decades ago.
SOURCE: EM-DAT
A CHANGING CONTEXT IN A CHANGING WORLD
CONFLICTS ARE
MORE COMMON
 LOW: Non-violent
 MEDIUM: At least one side
using violent force in sporadic
incidents
 HIGH: Violent force is
repeatedly used by both sides in
an organized way.
SOURCE: HIIK
A CHANGING CONTEXT IN A CHANGING WORLD
 Increased number of natural
hazards provoking natural
disasters.
 Fewer new wars, but more long
standing complex conflicts.
 Fewer refugees, but more
internally displaced persons.
 More actors who are engaging
in humanitarian response.
HUMANITARIAN PARTNERS
 Governments
 U.N. Agencies and programmes
and International Organizations
 Humanitarian Coordinator (HC)
 NGOs (international & local)
 Civil society
 Red Cross/Red Crescent
Movement
 Peacekeeping missions
 Donor Governments
 Private companies and individuals
 Military
WHY DO WE NEED COORDINATION?
 To deal with a multiplicity of
actors.
 To work with limited
resources.
 To avoid the politicization of
aid.
 To avoid gaps, duplications,
and assure the responsibility of
each humanitarian partner.
OCHA’S MANDATE
 1991: General Assembly
Resolution 46/182 created the
Emergency Relief Coordinator
as the focal point and voice for
humanitarian emergencies.
 The same resolution created
the Department for
Humanitarian Affairs (became
OCHA in 1998), the InterAgency Standing Committee
(IASC) and the Central
Emergency Response Fund
(CERF).
Upon request,
OCHA assists
governments in
mobilizing
international
assistance
OCHA’S CORE FUNCTIONS
OCHA mobilizes and coordinates
effective and principled
humanitarian action in partnership
with national and international
actors.
FIVE CORE FUNCTIONS
 Humanitarian coordination
 Humanitarian advocacy
 Policy development
 Management of humanitarian
information
 Raises funds for emergencies
and disasters
SNAPSHOT OF OCHA IN 2009
 Present in 31 countries, including
6 major operations, mostly in
Africa.
 2009 budget of US$223 million.
Only $12.3 million from UN regular
budget.
 Currently some 1,700 staff
members worldwide.
HUMANITARIAN RESPONSE REVIEW (2005)

Well-known, long-standing gaps

Unpredictable response capacity

Weak partnerships

Insufficient accountability

Inconsistent donor policies
PILLARS OF HUMANITARIAN REFORM
PARTNERSHIPS
CAPACITY &
PREDICTABAILITY
LEADERSHIP
FINANCING
STRENGTHENING
HUMANITARIAN
RESPONSE
HUMANITARIAN FINANCING
Three Problems
 Not enough funding overall to meet worldwide
needs
 Funding is unevenly spread relative to needs
 Funding is too slow
Supply and Demand
 Supply side and demand side: which instruments are related to which
side
 Common humanitarian action plans and their selected projects
(Consolidated and Flash Appeals) aim to organize the demand side.
 Humanitarian finance reforms, such as pooled funds and the Good
Humanitarian Donorship initiative, aim to improve the supply side.
DEMAND: WHEN IS AN APPEAL TRIGGERED
Any crisis or disaster needing a humanitarian
response that (a) exceeds the capacity of the
affected country government, and (b) exceeds the
capacity and/or mandate of any one UN agency
UN General Assembly Resolution 46/182:
“For emergencies requiring a consolidated
response, the Secretary-General should
ensure that an initial Consolidated Appeal
covering all concerned organisations of the
system, prepared in consultation with the
affected State, is issued within the shortest
possible time…”
CONSOLIDATED APPEAL PROCESS (CAP)
CAP brings aid organisations
together to:



present a strategic approach to
humanitarian crises
plan, coordinate, implement & monitor
response
appeal for funds cohesively
Each consolidated appeal:



presents an action plan & set of
projects
serves as a road map of required
actions & funding needs
ensures funds are spent strategically,
efficiently & with greater accountability
FLASH APPEALS
What is a Flash Appeal?
 A strategic humanitarian response plan
 A tool for coordination, planning, and
programming
 Outlines priority life-saving needs, within a
week of the emergency's onset
 Contains rapid needs assessment
information, a common humanitarian action
plan, and specific sectoral response plans
and projects
 Addresses acute needs for up to 6 months
ERSMB
OVERVIEW OF APPEALS

In 2009, there have been 15 Consolidated Appeals in
Afghanistan, CAR, Chad, Cote d’Ivoire, DRC, Iraq, Kenya,
Nepal, oPt, Pakistan, Somalia, Sri Lanka, Sudan, Uganda,
West Africa, & Zimbabwe.

In 2009, there have been five Flash Appeals in Burkina
Faso, Madagascar, Namibia, the Philippines, & Yemen

Total requested in 2009: $9.7 billion; received $5.8 billion
(approximately 60%).

Most appeals are and have been in Africa.

For the past three years around 70% of needs have been
funded by the end of the year, leaving around 30% of needs
unmet.
CENTRAL EMERGENCY RESPONSE FUND (CERF)
 CERF is a humanitarian reserve
fund launched in 2006 to aid
time-critical or life-saving
activities:
 Money used for a rapid response
to kick start operations.
 Money used for under-funded or
neglected emergencies.
 110 public and private donors
have given over US$1.5 billion to
date
 $1.3 billion allocated to almost
1,300 projects in 70 countries
FINANCIAL TRACKING SERVICE (FTS)
 On-line database of humanitarian funding needs and
contributions
 Real-time snapshot of contributions to natural
disasters and complex emergencies
 Analytical tables (pre-set or custom) that show
humanitarian aid flows to specific crises
 Tool to improve coordination, resource allocation
decisions and advocacy
 Means to assist in identification of underfunded
appeals, crises, sectors, agencies, projects
www.reliefweb.int/fts
Contributions to international
humanitarian assistance
Estimate- US$18 Billion - 2008
17%
6%
55%
17%
5%
Public donations to NGOs, UN agencies and Red Cross Red Crescent Movement
Humanitarian Assitance from non-DAC donors
Post-conflict and security-related ODA (DAC donors)
Multilateral official humanitarian assistance (DAC donors to UN agencies)
Bilateral official humanitarian assistance (DAC donors)
Global Humanitarian Assistance Report 2009 (www.globalhumanitarianassistance.org)
CAPACITY &
PREDICTABAILITY
LEADERSHIP
FINANCING
STRENGTHENING
HUMANITARIAN
RESPONSE
 Partnerships: Global Humanitarian
Platform / Principles of Partnership
(2007) (equality, transparency,
results-oriented approach,
responsibility, complementary)
 Leadership: Humanitarian
Coordinator Strengthening Project
 Capacity and Predictability: Cluster
approach and global cluster leads;
disaster preparedness
PARTNERSHIPS
THE CLUSTER
APPROACH
Clusters
strengthen
partnerships
and responses
to humanitarian
emergencies
by clarifying
the division of
labor among
aid organizations.
ON-GOING CHALLENGES
 Financial crisis: What will happen to humanitarian budgets in
2010?
 Diversifying funding sources: How can “new” / non-traditional
donors and the private sector become more engaged in
established financing mechanisms?
 Risk / resiliency: How can we respond to disasters while
simultaneously building national capacity to reduce risk and
increase resiliency?
 Continuum: What are the links between humanitarian assistance
and development aid?