International Humanitarian Architecture
Viviana De Annuntiis
OCHA Regional Office for Asia and the Pacific
http://www.unocha.org
TEMPEST EXPRESS – 25June 2014
OCHA
OCHA
Learning Outcomes
At the end of the session
participants will….
KNOW ABOUT OCHA AND ITS
FIVE CORE FIUNCTIONS
EXPLAIN THE THREE PILLARS OF THE
TRANSFORMATIVE AGENDA
OUTLINE THE ROLES AND RESPONSIBILITIES OF KEY HUMANITARIAN
ACTORS
DESCRIBE THE CLUSTER SYSTEM
AT GLOBAL AND COUNTRY
LEVEL
OCHA
Overview
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 AND HUMANITARIAN
ACTORS
HUMANITARIAN COORDINATION ARCHITECTURE
THE TRANSFORMATIVE
AGENDA
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
General Assembly Resolution 46/182
Credit: UN Photo/Sophia Paris
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
solutionsCredit: OCHA/Dan DeLorenzo
6
OCHA’s Global Presence
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
2014 presence in 50 countries:24 country offices (COs), 7 regional
offices (ROs). 3 liaison offices and 23 Humanitarian Advisory Teams (HATs)
What We Do –OCHA Video
Credit: UNICEF/Shehzad Noorani
POLICY DEVELOPMENT
COORDINATION
ADVOCACY INFORMATION MANAGEMENT
FINANCING
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
OCHA assists governments in mobilizing international assistance when the scale of the disaster exceeds the national capacity.
Key Actors
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
PolicyOCHA’s policy work promotes normative standards for humanitarian work and addresses a range of challenges and contexts.
Credit: IOM
InformationManagement
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 theFinancial Tracking Service (FTS) database
Credit: Timothy Allen
What is the Humanitarian Community?
OCHA
25%
25%
50%
United Nations Red Cross/Red CrescentNGO
United Nations 25%
Red Cros
s/Red Crescent25%
NGO50%
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.
The Humanitarian Community
OCHA
UN Agencies
OCHA
UN Agencies, Offices and Programs
WHOUN World Health Organization
OHCHRUN Office of the High Commissioner for Human Rights
UNFPAUN Population Fund
OCHAOffice for the Coordination of Humanitarian Affairs
UNDSSUN Dept. of Safety & Security
UNHCRUN High Commissioner for Refugees
UNICEFUN Children’s Fund
WFPUN World Food Programme
UNDPUN Development Programme (RC/HC heads UNCT)
(UNDAC team, CMCoord Officer)
The‘Big 5’
United Nations DevelopmentProgramme (UNDP)
World FoodProgramme(WFP)
United Nations High Commissionerfor Refugees(UNHCR)
World HealthOrganisation(WHO)
United NationsChildren’sFund (UNICEF)
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United Nations High Commissionerfor 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]
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United Nations High Commissionerfor 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)
Mandateo 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) 23
World Health Organization(WHO)
MandateEstablished 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 guidelines6 regional offices represent the front line for decision and intervention
Global cluster lead for: Health 24
United Nations Development Programme (UNDP)
MandateEstablished 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
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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 orientedtowards the objective of eradicating hunger and poverty. The ultimate objective of food aid
should be the elimination of the need for food aid.”
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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)
WFP LOGISTICS
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)
Humanitarian Response Depot (UNHRD)
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 Coordination2 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
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.
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.)
Staging areas and transit hubs: 2 main
staging areas - S Domingo & PaP
airport. 7 transit hubs, used by + 20
organizations.
Shipping: 2 vessels with derrick for containers and/or roll on-roll off
capabilities chartered for deliveries to inaccessible coastal areas.
Air operations7,300 passengers from + 250 UN Agencies, NGOs, governments &
media. Helicopter; assessment missions to
90 isolated villages & delivery of 650mt (medicines, food, & tents).
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
Logistics Cluster – HAITI
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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.
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
www.ifrc.orgSaving lives, changing minds.
Welcome tothe IFRCIFRC
RCRC Movement
National Societies (189 en 2013)
International Federation of Red Cross and Red Crescent Societies
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
www.ifrc.orgSaving lives, changing minds.
Welcome tothe IFRC
The IFRC focuses on three key areas:
1. disaster response and recovery
2. development
3. promoting social inclusion and peace
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.
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
46/182 Guiding Principles
Humanitarian Coordination Architecture
PART II
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 response49
______________________________________________________________________ CMCS / Emergency Services Branch / OCHA 50
Valerie Amos
WB
IOM
UNDP
UNHCR
WHO NGOsRC/RC
OHCHR
UNFPA
UNICEFWFP
ERC
Under-Secretary-General (USG) for Humanitarian Affairs
Emergency Relief Coordinator (ERC)
SG Ban Ki-moon
USG USG USG USG USG
IASC / ECHA
OCHA / DPA / DPKO
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 Standing Invitees
OCHA
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
organizations3. 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 need2. a lack of coordination
capacity3. 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. either the cluster has transferred responsibility for delivery and capacities to national and/or development partners
2. humanitarian needs in a particular sector have sharply decreased or ceased
3. 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- Emergency Preparedness- Advocacy and resource mobilisation
Credit: INTERNEWS 66
Logistics
WFP
Nutrition
UNICEF
Emergency Shelter
UNHCR & IFRC
Camp Coordination& Camp Management
UNHCR & IOM
Health
WHO
Protection
UNHCR
Food Security
FAO & WFP
Emergency Telecommunications
WFP
Education
UNICEF & SC
Water, Sanitation& Hygiene (WaSH)
UNICEF
Early Recovery
UNDP
Cluster Leads at the Global Level
Coordination at Country Level
OCHA
Coordination structure in a Natural Disasterin a peacetime situation
Humanitarian Country Team (HCT)
Emergency Relief Coordinator (ERC)
UNCT
Plus other UN programmes, funds, Specialised Agencies and IOM
International and local NGOs
Red Cross Movement (ICRC, IFRC)
Other organisations with operational relevance (OOWORs)
Clusters
Resident Coordinator (RC) / Humanitarian Coordinator (HC)
70
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 - Health2. 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
CO
MP
LE
X E
ME
RG
EN
CY
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
Special Representative of the Secretary General (SRSG)
Humanitarian Country Team (HCT)
UNCT
Plus other UN programmes, funds, Specialised Agencies and IOM
International and local NGOs
Red Cross Movement (ICRC, IFRC)
OOWORs
Executive Committee (delegates from Member
States)
Military component
Police/Civilian component
Deputy SRSG
Resident / Humanitarian Coordinator
High Commissioner for Refugees
Cooperative Relationship
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
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 2000
Resident/ Humanitaria
n Coordinator
IntegratedUN
PresenceMissionUNICEF
UNDP
WHO
NGOCommunity
Red Cross Movement
UNHCR
WFP
OCHA
Beneficiaries
Donors
One foot in / One foot out
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)
DSRSG/RC/HC
IntegratedUN
PresenceMissionUNICEF
UNHCR
WFP
UNDP
WHO
NGOCommunity Red Cross
Movement
OCHA
Beneficiaries
Donors
Two feet in
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 2006
IntegratedUN
PresenceMissionUNICEF
UNDP
WHO
NGO Community Red Cross
Movement
UNHCR
WFPOCHA field presence in
RC office
DSRSG/RC/HC
Beneficiaries
Donors
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Humanitarian Country Team (HCT)
Emergency Relief Coordinator (ERC)
UNCT International and local NGOs
Red Cross Movement (ICRC, IFRC, NS)
Other organisations with operational relevance (OOWOR)
Clusters
Resident Coordinator (RC)
The Triple-Hatted DSRSGThe Triple-Hatted DSRSG
And other UN programmes, Funds, Specialised agencies, IOM, etc.
Humanitarian Coordinator (HC)DSRSG
UN DOCOSRSG
Coordination Structure in a Complex Emergency situation with an Integrated UN Mission
84
Special Representative of the Secretary General (SRSG)
Military component
Civilian component
Deputy SRSG
UNCT
Clusters
Police component
Integrated UN Mission
International/local NGOsRCM, OOWORs
HCT
ERC
RCHC DSRSG
UN DOCO
COOPERATION COEXISTENCE
HUM
MIL
HUM
MIL
LO
LO
HUM
MIL
LO
LO
HUM
MIL
UN-CMCOORD
Co-Location Liaison Exchange Limited Liaison Interlocutor
UN-CMCoord focuses on
improving the effectiveness and efficiency of the combined efforts
UN-CMCoord focuses on minimizing
competition and de-confliction
Coordination(essential dialogue and interaction)
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
Peace Time Deployment
Peace Keeping Peace enforcement Combat
UN-CMCoord Strategy, Methods & Structures
Liaison: Co-location
Co-location is one form of humanitarian civil-military coordination and often used in disaster response operations.
HUM
MIL
Co-Location
HAITI CASE STUDYJoint Operations
and Tasking Centre (JOTC), established
by MINUSTAH in partnership with
OCHA
HAIYAN CASE STUDY
The liaison strategy set up in Roxas for
the Haiyan response was
Co-location
STRATEGY OF COOPERATION
OCHA
Liaison: Liaison Officers 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
MIL
LO
LO
Liaison ExchangeSTRATEGY OF COOPERATION
OCHA
Liaison: Liaison Visits
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
MIL
LO
LO
Limited Liaison
STRATEGY OF CO-EXISTENCE
OCHA
Liaison: Interlocutor
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.
HUM
MIL
Interlocutor
CMCOORD
STRATEGY OF CO-EXISTENCE
OCHA
Operational Liaison Arrangements for Humanitarian Civil-Military Coordination
OCHA
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LiaisonExchange
(secondment)
Liaison visits
Co-location Conduit or interlocutor
Limited Liaison
Cen
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Afr
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Rep
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2014
The Transformative AgendaPART III
OCHA
“In December 2011, the IASC adopted the Transformative Agenda. It focuses on three key areas: better leadership,
improved accountability to all ourstakeholders 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 EmergenciesExceptional in:
OCHA
OCHA
OCHA
Learning Outcomes
At the end of the session
participants will….
KNOW ABOUT OCHA AND ITS
FIVE CORE FIUNCTIONS
EXPLAIN THE THREE PILLARS OF THE
TRANSFORMATIVE AGENDA
OUTLINE THE ROLES AND RESPONSIBILITIES OF KEY HUMANITARIAN ACTORS
DESCRIBE THE CLUSTER SYSTEM AT GLOBAL
AND COUNTRY LEVEL
Questions?