TEMPEST EXPRESS – 25
June 2014
International Humanitarian
Architecture
Viviana De Annuntiis
OCHA Regional Office for Asia and the Pacific
http://www.unocha.org
OCHA
Learning Outcomes
KNOW ABOUT
OCHA AND ITS
FIVE CORE
FIUNCTIONS
DESCRIBE THE
CLUSTER SYSTEM
AT GLOBAL
AND COUNTRY
LEVEL
OCHA
OUTLINE THE ROLES
AND RESPONSIBILITIES
OF KEY HUMANITARIAN
ACTORS
EXPLAIN THE THREE
PILLARS OF THE
TRANSFORMATIVE
AGENDA
At the end
of the
session
participants
will….
Overview
OCHA AND
HUMANITARIAN
ACTORS
OCHA Mandate
OCHA Core
Functions
UN Agencies
International
Organizations
NGOs
Humanitarian
Principles
OCHA
HUMANITARIAN
COORDINATION
ARCHITECTURE
The Emergency
Relief
Coordinator
and the IASC
The Cluster
Approach
THE
TRANSFORMATIVE
AGENDA
Background
The three pillars
of the
Transformative
Agenda
L3 Emergencies
Coordination at
Country Level
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
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.
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
Credit: OCHA/Dan DeLorenzo
6
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 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
What We Do –OCHA Video
COORDINATION
POLICY DEVELOPMENT
ADVOCACY
INFORMATION
MANAGEMENT
FINANCING
Credit: UNICEF/Shehzad Noorani
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
Key Actors
OCHA assists
governments in
mobilizing
international
assistance when
the scale of the
disaster exceeds
the national
capacity.
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.
Credit: Getty Images
Policy
OCHA’s policy work promotes
normative standards for humanitarian
work and addresses a range of
challenges and contexts.
Credit: IOM
Information
Management
OCHA collect, analyse and share
information about the situation
among the various organizations
involved and ensure the
coordination system runs efficiently.
OCHA
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
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
What is the Humanitarian Community?
OCHA
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.
United Nations
Red Cross/Red Crescent
United
25%
Nations
25%
NGO
50%
50%
Red
Cross/Red
Crescent
25%
OCHA
25%
NGO
UN Agencies
OCHA
UN Agencies, Offices and Programs
UNHCR
UN High Commissioner for
Refugees
OHCHR
UN Office of the High
Commissioner for Human Rights
UNICEF
UN Children’s Fund
UNFPA
UN Population Fund
WFP
UN World Food Programme
UNDSS
WHO
UN Dept. of Safety & Security
UN World Health Organization
UNDP
UN Development Programme
(RC/HC heads UNCT)
OCHA
Office for the Coordination of
Humanitarian Affairs
(UNDAC team, CMCoord Officer)
United Nations
Development
Programme
(UNDP)
World Food
Programme
(WFP)
The
‘Big 5’
United Nations
High
Commissioner
for Refugees
(UNHCR)
20
World Health
Organisation
(WHO)
United Nations
Children’s
Fund
(UNICEF)
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]
21
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)
22
United Nations Children’s Fund
(UNICEF)
Mandate
oCreated 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
23 Education (with Save the Children)
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
 24Global cluster lead for: Health

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
25
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
109.2 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)
26
WFP LOGISTICS
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)
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..
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.
UN Humanitarian Air Service (UNHAS)
As of 18 1500W Sep 12
The Logistics Cluster
www.logcluster.org
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
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.
Logistics Cluster – Concept of Operations
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
Surface transport:
Customs and border
crossing:
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
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 + 250 UN
Agencies, NGOs, governments &
media.
Helicopter; assessment missions to
90 isolated villages & delivery of
650mt (medicines, food, & tents).
Shipping: 2 vessels with derrick for
containers and/or roll on-roll off
capabilities chartered for deliveries
to inaccessible coastal areas.
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.)
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.
39
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.
40
Red Cross
Red Crescent
Movement
OCHA
The Red Cross and Red Crescent
Movement comprises nearly 100
million members, volunteers and
supporters.
OCHA
Welcome to
the IFRC
IFRC
RCRC Movement
International Federation of Red
Cross and Red Crescent Societies
National
Societies
(189 en 2013)
www.ifrc.org
Saving lives, changing minds.
The International
Committee
of the Red Cross
The core activities of the ICRC are to:
visit detainees
protect civilians
safeguard healthcare
build respect for the law
Welcome to
the IFRC
The IFRC focuses on
three key areas:
1.
2.
3.
disaster response and recovery
development
promoting social inclusion and
peace
www.ifrc.org
Saving lives, changing minds.
Humanitarian Principles
46/182 Guiding Principles
HUMANITY
NEUTRALITY
• 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
INDEPENDENCE
• 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
• 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
PART II
Humanitarian Coordination
Architecture
The Emergency Relief
Coordinator
OCHA
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
49
SG Ban Ki-moon
USG USG USG
WFP
OCHA / DPA /
DPKO
Under-Secretary-General (USG) for
Humanitarian Affairs
IASC / ECHA
WB
USG USG
UNICEF
IOM
UNFPA
UNDP
ERC
Valerie Amos
OHCHR
UNHCR
WHO
RC/RC
NGOs
Emergency Relief Coordinator (ERC)
______________________________________________________________________
CMCS / Emergency Services Branch / OCHA
50
The Inter Agency Standing
Committee
OCHA
The IASC is the primary
mechanism for interagency
coordination, advocacy and
policy development.
The IASC membership includes:
Full Members
OCHA
Standing Invitees
OCHA
In 1991
GA 46/182 established
how the system was to
be constructed
including
Two reviews of the
humanitarian system took
place in 2005 and 2011,
and led to fundamental
reforms focusing on:
•
•
•
•
predictability
accountability
leadership
partnership
OCHA
What is the Cluster
Approach?
OCHA
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
58
Four main groups
participate in
clusters:
1. UN agencies
2. Bilateral
organizations
3. Government entities
4. NGOs (national and
international)
OCHA
What benefits do Clusters
bring?
1. predictable leadership
2. accountability of
operational partners
3. enhanced partnerships on
the ground
4. improved field coordination
OCHA
Clusters should be activated
in an emergency when there
is:
1. a humanitarian need
2. a lack of coordination
capacity
3. operational complexity
4. need for improved
emergency response
OCHA
De-activation of clusters is a
decision to stand-down one or
several clusters because:
1.
2.
3.
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
Global Cluster Leads
OCHA
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
-
66
Credit: INTERNEWS
Emergency Preparedness
Advocacy and resource mobilisation
Cluster Leads at the Global Level
Camp Coordination
& Camp Management
Health
Food Security
WHO
FAO & WFP
UNHCR & IOM
Protection
UNHCR
Emergency
Shelter
Nutrition
UNICEF
Emergency
Telecommunications
UNHCR & IFRC
WFP
Water, Sanitation
& Hygiene (WaSH)
Logistics
WFP
UNICEF
Education
UNICEF & SC
Early Recovery
UNDP
Coordination at Country
Level
OCHA
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
Plus other UN programmes, funds,
Specialised Agencies and IOM
70
 International and local
NGOs
 Red Cross Movement
(ICRC, IFRC)
 Other organisations
with operational
relevance (OOWORs)
Clusters
The HCT agrees on common
strategic issues related to
humanitarian action in-country,
including:
1. setting common objectives
and priorities
2. developing strategic plans
and policies
3. agreeing on the
establishment of clusters
OCHA
The Cluster Lead Agency
(country level) is agreed
in consultation with the
HCT and based on the
agencies’ coordination
capacity.
OCHA
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:
1. WHO - Health
2. UNICEF/Save the Children Education
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
COMPLEX EMERGENCY
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.”
Pre-2008 UN Missions
Executive Committee
(delegates from Member
States)
High
Commissioner
for Refugees
Special Representative
of the Secretary
General (SRSG)
Resident /
Humanitarian
Coordinator
Cooperative
Relationship
Humanitarian Country Team (HCT)
Deputy
SRSG
UNCT
Plus other UN programmes, funds,
Specialised Agencies and IOM
 International
and local
NGOs
 Red Cross
Movement
(ICRC, IFRC)
 OOWORs
Military
component
Police/Civilian
component
78
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
79
Two feet out
Integrated
UN Presence
UNICEF
Minimal structural and
organizational integration
Mission
UNHCR
WFP
Resident/
Humanitarian
Coordinator
UNDP
WHO
OCHA
Donors
NGO
Red Cross
Community
Movement
Beneficiaries
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
2000
One foot in / One foot out
Integrated
UN Presence
UNICEF
UNHCR
Mission
DSRSG/RC
/HC
WFP
UNDP
WHO
OCHA
Donors
Red Cross
Movement
Beneficiaries
NGO
Community
 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)
Two feet in
Integrated
UN Presence
UNICEF
UNHCR
 Full structural and organizational
Mission
integration
DSRSG/RC/HC
WFP
UNDP
post-conflict settings
DSRSG/RC/HC, HC inside the mission
OCHA field
presence in RC
office
or phased out (DSRSG/RC)
No OCHA field office but OCHA
WHO
NGO
Community
Exceptional circumstances; stable
field presence based in the RC’s
office
Donors
Red Cross
Movement
Beneficiaries
Relationship between HC / SRSG
defined in SG’s note of guidance of
2006
The Triple-Hatted DSRSG
SRSG
UN DOCO
Emergency Relief
Coordinator (ERC)
DSRSG
Resident Coordinator (RC)
Humanitarian Coordinator (HC)
Humanitarian Country Team (HCT)
UNCT
And other UN programmes, Funds,
Specialised agencies, IOM, etc.
 International and local
NGOs
 Red Cross Movement
(ICRC, IFRC, NS)
 Other organisations with
operational relevance
(OOWOR)
Clusters
83
Coordination Structure in a Complex Emergency
situation with an Integrated UN Mission
ERC
HC
HCT
Integrated UN Mission
UN
DOCO
RC
Special Representative
of the Secretary
General (SRSG)
DSRSG
Deputy SRSG
UNCT
International/local NGOs
RCM, OOWORs
Military
component
Police
component
Civilian
component
Clusters
84
UN-CMCoord Strategy, Methods &
Structures
Peace Time
Deployment
Peace Keeping
Peace enforcement
Coordination
(essential dialogue and interaction)
COOPERATION
Combat
COEXISTENCE
Co-Location
Liaison Exchange
Limited Liaison
Interlocutor
HUM
HUM
HUM
HUM
LO
LO
MIL
UNCMCOORD
LO
LO
MIL
UN-CMCoord
focuses on
improving the
effectiveness and
efficiency of the
combined efforts
MIL
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
MIL
UN-CMCoord
focuses on
minimizing
competition and deconfliction
Liaison: Co-location
STRATEGY OF COOPERATION
Co-Location
HUM
MIL
OCHA
Co-location is one form of humanitarian
civil-military coordination and often used
in disaster response operations.
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
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.
OCHA
HUM
LO
LO
MIL
Liaison: Liaison Visits
STRATEGY OF CO-EXISTENCE
Limited Liaison
HUM
LO
LO
MIL
OCHA
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.
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.
Interlocutor
HUM
CMCOORD
MIL
Most commonly, this type of interaction is
used to convey messages amongst diverse
actors in complex emergency.
OCHA
OCHA
Libya 2011
Limited
Liaison
Central African Republic 2014
Liaison
visits
Mali 2013
Afghanistan - 2001
Iraq- 2003
Lebanon 2006
Myanmar 2008
Liaison
Exchange
(secondment)
Pakistan Floods 2010
Co-location
Pakistan Earthquake 2005
Mozambique 2000/2001
Indonesia – Aceh 2004
Haiti 2010
Philippines 2013
Operational Liaison Arrangements for
Humanitarian Civil-Military Coordination
Conduit or
interlocutor
PART III
The Transformative Agenda
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
OCHA
Level 3 Emergencies
Exceptional in:
OCHA
OCHA
Learning Outcomes
KNOW ABOUT
OCHA AND ITS
FIVE CORE
FIUNCTIONS
DESCRIBE THE CLUSTER
SYSTEM AT GLOBAL
AND COUNTRY
LEVEL
OCHA
OUTLINE THE ROLES AND
RESPONSIBILITIES OF KEY
HUMANITARIAN ACTORS
EXPLAIN THE THREE
PILLARS OF THE
TRANSFORMATIVE
AGENDA
At the end
of the
session
participants
will….
Questions?