1. Humanitarian Stakeholders
CENTER FOR EXCELLENCE IN DISASTER MANAGEMENT & HUMANITARIAN ASSISTANCE
Humanitarian Stakeholders
Joyce “JB” Blanchard
DMHA Advisor

2. Discussion Points
International humanitarian assistance and disaster relief
Discuss key actors in the international and regional humanitarian community
Discuss the principles and standards guiding the activities of the humanitarian community
Discuss the humanitarian community’s primary method of organization and coordination
TALKING POINTS:
During this module we will cover these objectives:
Introduce key organizations in the international and humanitarian community
Diverse players, with different mandates, capabilities, resources (funding)
Understand the principles and standards guiding the activities of the humanitarian community
Most try to abide by them, but there are varying degrees of compliance and challenges. Also affects how the military is viewed.
Understand the humanitarian community’s primary method of organization and coordination
Important to note how the military “plugs into” this community-will be covered in later modules

3. TALKING POINTS:
Assisting State Donors:
Provide the funding to allow humanitarian projects to move forward.
Funding:
Donor to UN to INGOs to National NGOs – traditional route
Usually through UN Flash or Consolidated Appeals
Can be through direct funding
Issue is accountability of funds
UN and IOs familiar with accounting standards
Problem with traditional route:
Each layer has admin costs
Admin costs reduce funding amount reaching Affected Population
$16.3 Billion promised to Haiti Response! Delivered? Almost impossible to tell.
Major donors are government organizations that give bilateral aid
May give funds with humanitarian objectives in mind but may be constrained by political or policy issues.
AUS-DFAT (Australia)
CAN-DFATD (Canada)
DfID (United Kingdom)
ECHO (European Union)
JICA (Japan)
USAID (United States)
Private donations by foundations, private individuals, and companies are also a major source of aid funding
International humanitarian assistance increased in 2015 for the third consecutive year, reaching a record high of US$28.0 billion.

4. Affected State TALKING POINTS:
During this module we will cover these objectives:
Introduce key organizations in the international and humanitarian community
Diverse players, with different mandates, capabilities, resources (funding)
Understand the principles and standards guiding the activities of the humanitarian community
Most try to abide by them, but there are varying degrees of compliance and challenges. Also affects how the military is viewed.
Understand the humanitarian community’s primary method of organization and coordination
Important to note how the military “plugs into” this community-will be covered in later modules

5. International Disaster Response
A specific capability to meet requirements
Information Sharing
Task Division Planning
UN OCHA

6. Intergovernmental Organizations
Formed by a treaty between two more countries.
Examples
International Organization for Migration (IOM)
European Union (EU)
United Nations (UN)
Association of Southeast Asian Nations (ASEAN)
International organizations (IO) are formed by a treaty between two or more countries
UN is also an IO
Varied in size, mission and areas of operation. Examples:
International Organization for Migration (IOM)
Leading IO dealing with migration issues;
Rapidly grown over last decade
67 member states in 1998  146 states in 2012.
1,100 operational staff in 1998  7,300+ in 2012
Operates in over 100 countries-in over 400 field locations
Assists in:
Management of movements of migrants
Refugee resettlement to third countries or return to places of origin
Countering trafficking of people

7. United Nations System
UN Charter founded and signed post-WWII (1945). United States under President Franklin Delanor Roosevelt (FDR) played an integral role in establishing the UN.
The United Nations is not a homogenous organization. It is composed of six different principle bodies.
UN humanitarian agencies and the so-called operational or specialized agencies like the WHO, UNHCR, WFP, UNICEF, UNDP, ILO, UNFPA and the rest are not part of the UN Secretariat. These are the UN agencies, funds and programs whose activities are coordinated UNOCHA during emergencies.
Each UN agency reports to its own headquarters and does not have a unified chain of command.
Complex bureaucracy with many different goals and purposes.
Red circles highlight the UN agencies, offices, funds and programmes you are most likely to encounter in an international humanitarian operation. Within the entire UN system there are about a dozen agencies that have involvement in humanitarian response.

8. Emergency Relief Coordinator
Mr. Stephen O’Brien
UN Under-Secretary-General focusing on humanitarian affairs
Primary functions:
- Develop and coordinate strategic humanitarian policy
- Raise humanitarian issues with political orgs
- Coordinate humanitarian emergency response
Ms. Ursula Mueller
Assistant Secretary-General for Humanitarian Affairs and Deputy ERC in OCHA
principal advisor to the USG/ERC, with emphasis on key policy and management issues
exercises managerial overview of OCHA
ERC mandated to:
Strengthen UN response to complex emergencies & natural disasters; &
Improve effectiveness of UN humanitarian operations in the field.
Primary functions of the ERC are to:
Develop and coordinate policy to ensure responses do not fall between UN agency mandates;
Advocate humanitarian issues with political organs, notably the Security Council; and
Coordinate humanitarian emergency responses
Chairs the Interagency Standing Committee.
ERC is Head of OCHA & Chair of IASC
The Under-Secretary-General and Emergency Relief Coordinator (USG/ERC) is responsible for the oversight of all emergencies requiring United Nations humanitarian assistance. He also acts as the central focal point for governmental, intergovernmental and non-governmental relief activities.
The ERC also leads the Inter-Agency Standing Committee (IASC), a unique inter-agency forum for coordination, policy development and decision-making involving the key United Nations and non-United Nations humanitarian partners. The IASC was established in June 1992 in response to resolution 46/182. General Assembly resolution 48/57 affirmed the IASC's role as the primary mechanism for the inter-agency coordination of humanitarian assistance.
In a country affected by a disaster or conflict, the ERC may appoint a Humanitarian Coordinator (HC) to ensure response efforts are well organized. The HC works with government, international organizations, non-governmental organizations and affected communities. An OCHA office will be established to support the HC.
Stephen O'Brien began the role of OCHA's USG/ERC on 1 June He succeeded Valerie Amos (September May 2015).
On 5 January 2017, Ursula Mueller became the Assistant Secretary-General for Humanitarian Affairs and Deputy Emergency Relief Coordinator in OCHA
She will succeed Kyung-wha Kang
The ASG/ DERC is the principal advisor to the USG/ERC, with an emphasis on key policy and management issues. The ASG/DERC supports the USG/ERC in the discharge of her responsibilities as the Secretary-General's main adviser on humanitarian issues.
The ASG/DERC also exercises a managerial overview of OCHA, ensuring effective cooperation between New York, Geneva and the field, and coordinates the OCHA Senior Management Team (SMT) work process.

9. UN Agencies, Offices and Programs
WHO
UN World Health Organization
OHCHR
UN Office of the High Commissioner for Human Rights
UNFPA
UN Population Fund
OCHA
Office for the Coordination of Humanitarian Affairs
UNDSS
UN Dept. of Safety & Security
UNHCR
UN High Commissioner for Refugees
UNICEF
UN Children’s Fund
WFP
UN World Food Programme
UNDP
UN Development Programme (RC/HC)
(UNDAC team, CMCoord Officer)
UN system is a complex entity with many organizations.
Agencies, offices & programmes most likely to meet in the field:
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
Stateless persons - Persons who are not a citizen of any 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
WFP - UN World Food Programme
Mandated to meet the food needs of populations in a crisis
Also uses food for economic and social development
Global lead for the logistics cluster - coordinating logistics for humanitarian agencies
WHO - World Health Organization
UN agency mandated to deal with health issues; mostly a policy focus
Ebola example (poor response)
UNDP - UN 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 (HC) during a response to coordinate humanitarian efforts
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
OCHA - UN Office for the Coordination of Humanitarian Affairs
Core functions: Coordination, Policy, Advocacy, Information Management, and Humanitarian Financing
Mandate is to assist in coordination of humanitarian responses at strategic and field levels
Runs information services: ReliefWeb.int, HumanitarianResponse.info
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
UNDAC is part of the international emergency response system for sudden-onset emergencies
Designed to help the United Nations and governments of disaster-affected countries during the first phase of a sudden-onset emergency.
Deploys on short notice (12-48 hours) anywhere in the world
Deployed upon the request of the United Nations Resident or Humanitarian Coordinator and/or the affected Government
Assessment, coordination and information management are UNDAC's core mandates
Specifically for earthquakes, UNDAC teams set up and manage the On-Site Operations Coordination Centre (OSOCC) to help coordinate international Urban Search and Rescue (USAR) teams responding to the disaster
Reports to OCHA and the UN Resident/Humanitarian Coordinator
UN Civil-Military Coordination (CMCoord) Officers tasked with facilitating coordination of Assisting State militaries’ operations with Humanitarian Community.

10. Led by Emergency Relief Coordinator Mr. Stephen O’Brien
United Nations Office for the Coordination of Humanitarian Affairs (UN OCHA)
Created in 1998 out of UNDHA.
Led by Emergency Relief Coordinator Mr. Stephen O’Brien
Approximately 2,100 staff
50+ countries
Primary Roles:
Coordination (IASC)
Advocacy
Information Management
Humanitarian Financing
Policy
FY2016 budget US$309 million
TALKING POINTS:
UN OCHA led by the Emergency Relief Coordinator (ERC)
The present ERC is Mr. Stephen O’Brien.
ERC mandated to:
Strengthen UN response to complex emergencies & natural disasters; &
Improve effectiveness of UN humanitarian operations in the field.
Primary functions of the ERC are to:
Develop and coordinate policy to ensure responses do not fall between UN agency mandates;
Advocate humanitarian issues with political organs, notably the Security Council; and
Coordinate humanitarian emergency responses
Chairs the Interagency Standing Committee (IASC). Reinforcement Exercise Question
ERC is Head of OCHA & Chair of IASC

11. United Nations Development Program (UNDP)
UNDP established in 1966 as "front-line of a global war on want.”
UNDP Administrator Helen Clark
Administrator of United Nations Development Group (UN Country Teams)
Produces Annual Human Development Report
Core focus:
Sustainable development
Democratic governance and peacebuilding
Climate and disaster resilience
>US$5 billion annual budget
Approx. 6,400 staff (1,100 HQ)
TALKING POINTS:

12. World Food Program (WFP)
Established in 1961
80+ million people food assistance in 82 countries annually
Approx. 11,400 staff (93% in field)
Logistics and food security
US$5.4 billion (2014)
Assets:
5,000 trucks
650 warehouses
70 aircraft
35 fleet workshops
20 ships
81% food procured developing countries
TALKING POINTS:

13. ASEAN Association of South East Asian Nations
A political and economic organization comprised of 10 states:
Brunei
Cambodia
Laos
Indonesia
Malaysia
Myanmar
Philippines
Singapore
Thailand
Vietnam
TALKING POINTS:
Composed of 10 nations
Founded 1967 in Bangkok
ASEAN Secretariat located in Jakarta, Indonesia
2 US Missions with 2 US Ambassadors in Jakarta: Indonesia and ASEAN
Treaty of Amity and Cooperation in Southeast Asia
- Mutual respect for the independence, sovereignty, equality, territorial integrity, and national identity of all nations
- The right of every State to lead its national existence free from external interference, subversion or coercion
- Non-interference in internal affairs
- Settlement of differences or disputes in a peaceful manner
- Renunciation of the threat or use of force
- Effective regional cooperation
“The ASEAN Way”
Consensus driven
Non-interference (frustrating to outsiders)
Multiple regional summits: ARF, ADMM+, APICC
ASEAN Economic Region implemented in 2015; ASEAN Free Trade Area
Vision 2020

14. Regional Coordinating Centers
ASEAN Coordinating Centre for Humanitarian Assistance on Disaster Management (AHA Centre)
Purpose: Promote regional collaboration on disasters
Tools: SASOP, ERAT, JOCCA
Launched: 2011
Location: Jakarta, Indonesia
Website:
TALKING POINTS:
ASEAN getting involved in regional coordination of humanitarian assistance via:
Association of Southeast Asian Nations (ASEAN) Coordinating Centre for Humanitarian Assistance on Disaster Management (“AHA Centre”)
Authority:
AHA Centre concept created under the ASEAN Agreement on Disaster Management and Emergency Response (“AADMER”), 2005, Vientiane, Laos PDR
Launched at the 19th ASEAN Summit, 17 November 2011, Bali, Indonesia
Purpose [AADMER, Art. 20]:
Management of humanitarian response information and data among ASEAN nations & international responders
Facilitation of cooperation and coordination of humanitarian operations among ASEAN nations & international responders
Location:
17th Floor, Agency for the Assessment and Application of Technology (Badan Pengkajian dan Penerapan Teknologi – BPPT), Jakarta, Indonesia
Remains under-resourced and with limited capability
Primarily produces sit-reps and sends ERAT assessment teams
ERAT: Emergency Rapid Assessment Team (deployed to Tacloban, Philippines during Typhoon Haiyan)
SASOP: Standard Operating Procedure for Regional Standby Arrangements and Coordination of Joint Disaster Relief and Emergencyerat Response Operations

15. Regional Coordinating Centers
Regional Humanitarian Coordination Centre (RHCC)
Purpose: Facilitate coordination among assisting state militaries in response to disasters
Tools: Opera, MNCC teams
Launched: 2014
Location: Changi Naval Base, Singapore
TALKING POINTS:
The RHCC is a new center stood up unilaterally by Singapore in September It has been somewhat controversial due to concern that it was an attempt to replace the AHA Centre and usurp its role.
US policy is to support the RHCC through ensuring it is a reinforcing mechanism for the AHA Centre.
Authority:
No regional authority
Under the AADMER Work Programme Singapore was one of the “Lead Shepherds” for Preparedness and Response. (Malaysia is the other)
Purpose:
Focus on supporting a disaster affected state’s military in coordinating assistance provided by foreign militaries
Support and complement other existing mechanisms such as the AHA Centre and UN-OCHA
How:
Fuse information from regional disaster and early warning centers
Distribute the situational picture to the partner militaries through its OPERA C2 Information System (CCIS) web-portal
Propose to assist Affected States with establishing their MNCC
Location:
Changi Command and Control Centre (CC2C), Singapore

16. Regional Coordinating Centers
SAARC Disaster Management Centre (SDMC)
Purpose: Provides policy advisement and facilitates capacity building by conducting studies, research, and training on disaster risk reduction and management in South Asia
Authority: Mandated by SAARC (South Asia Association of Regional Cooperation) member states
Launched: 2006
Location: New Delhi, India
At this time, SDMC is not an operational center which coordinates SAARC member states disaster response efforts
South Asia Association of Regional Cooperation
SAARC Disaster Management Centre (SDMC) was set up in October 2006 at the premises of National Institute of Disaster Management in New Delhi.
The Centre has the mandate to serve eight Member Countries of South Asia Association of Regional Cooperation (SAARC) - Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan and Sri Lanka
Provides policy advice and facilitating capacity building services including strategic learning, research, training, system development and exchange of information for effective disaster risk reduction and management in South Asia.
The SAARC DM Centre started with lofty vision of what it would become, however it has difficulty becoming an effective organization.
Provides training workshops and information sources

17. Nongovernmental Organizations
NGOs are not part of:
Any government UN
Red Cross/Red Crescent Movement
Private humanitarian organizations established by individual charters
Diverse in size, structure, motive, resources, function and 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 and last to leave
Primary “on-the-ground” humanitarian actors
TALKING POINTS:
Non-governmental organizations (NGO)
Not part of: Any government, United Nations system, or the Red Cross Movement [stress this point]
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
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
Ones on the slides are present in virtually every major disaster-and you (military) will see them and support some of them
Humanitarian Principles guide NGO activities
Principled to Pragmatic
Strengths:
Expertise in their professional sector
Small size = less bureaucracy (but note there are some very large ones, like the ones on the slide.
Access to local knowledge
Understanding of operational environment
Weaknesses:
Competing for funding
Small size
Limited resources
Donor dependent
Varying degrees of professionalism

18. Red Cross/Red Crescent Movement
Three Distinct Components: ICRC - International Committee of the Red Cross (Conflict) IFRC - International Federation of Red Cross and Red Crescent Societies (Peacetime, Natural Disaster) National Societies - National Red Cross / Red Crescent Societies (Both)
The International Red Cross / Red Crescent Movement consists of 3 distinct entities with 3 distinct roles:
1. International Committee of the Red Cross – ICRC
Oldest independent, international humanitarian organization
Founded in 1863 by Henri Dunant after witnessing the aftermath of the 1859 Battle of Solferino.
Mandate – To protect and assist victims of armed conflict
Guardian of international humanitarian law and the Geneva Conventions
Activities include:
Prison visits
Tracing missing persons
Family reunification
Providing safe water, food and medical assistance to those in need
Promoting, monitoring & developing international humanitarian law
ICRC operates in situations of armed conflict
2. International Federation of Red Cross and Red Crescent Societies – IFRC
The International Federation of Red Cross and Red Crescent Societies (IFRC) is the world's largest humanitarian organization, providing assistance without discrimination as to nationality, race, religious beliefs, class or political opinions. The IFRC carries out relief operations to assist victims of disasters, and combines this with development work to strengthen the capacities of its member National Societies. The IFRC's work focuses on four core areas: promoting humanitarian values, disaster response, disaster preparedness, and health and community care.
The IFRC operates in peacetime, natural disaster
3. National Red Cross / Red Crescent Societies
The unique network of National Societies - which cover almost every country in the world - is the IFRC's principal strength. Cooperation between National Societies gives the IFRC greater potential to develop capacities and assist those most in need. At a local level, the network enables the IFRC to reach individual communities. The role of the field delegations is to assist and advise National Societies with relief operations and development programs, and encourage regional cooperation. National Societies operate in both complex emergencies and peacetime, natural disasters

19. Humanitarian Principles
HUMANITY
NEUTRALITY
IMPARTIALITY
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
Humanitarian assistance must be provided without engaging in hostilities or taking sides in controversies of a political, religious or ideological nature.
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
TALKING POINTS: Reinforcement Exercise Question
(Build slide, pictures turn to text defining the principles)
Humanity – Save lives and alleviate human suffering wherever it is found.
Also seek to protect the health of beneficiaries, ensure respect for the beneficiaries and promote mutual understanding, friendship, cooperation and lasting peace among all peoples.
Impartiality – Aid is given in a non-discriminatory manner.
Aid is given without regard to a person’s nationality, race, religious belief, class or political opinion.
Aid is given on the needs of the beneficiary population and their own abilities / inabilities to meet those needs.
Neutrality - Do not take sides in wars, conflicts, hostilities or political, racial, religious or ideological controversies.
Aid agencies do not support one side over another
Aid agencies do not or decide which side is good or bad or which side is right and who is wrong. Deciding who is good / bad, right / wrong is a political decision and aid agencies are apolitical.
Aid agencies do not punish the civilians in need because the military or political decisions of those in control.
The last point frequently clashes with military operations in stability operations and counter-insurgencies. Most of you have experience with a carrot and stick approach to getting popular cooperation. A good example is the MajGen Mattis’ intent for the 1st Marine Division in 2003: “No better friend, no worse enemy.”
Independence - Aid agencies are not governmental foreign policy instruments.
While they must abide by the laws of the governments of the countries where they are established and where they operate:
Aid agencies do not actively implement governmental policy; and
Aid agencies are not accountable to governments. Rather:
Aid agencies implement their own humanitarian agenda; and
Aid agencies are accountable to the beneficiaries they serve and their donors.
Controversy within HA community on levels of independence amongst some agencies. What support do they accept from the military?
In addition to the 4 fundamental humanitarian principles, the Red Cross Movement produced the Code of Conduct which lists 10 principles (including the four) which form the basis of humanitarian work. Hundreds of organizations have voluntarily become signatories to the Code of Conduct. The Code includes the following:
Humanitarian Imperative
Non-Discrimination
Neutrality
Independence
View Beneficiaries with Dignity
Reduce Vulnerabilities
Inspire Accountability
Respect Culture and Custom
Build Local Capacity
Involve Beneficiaries
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.
INDEPENDENCE

20. Standards in Humanitarian Action
The Code of Conduct for The International Red Cross and Red Crescent Movement and NGOs in Disaster Relief
The principle of ‘Do No Harm’
TALKING POINTS:
Sphere’s philosophy based on two core beliefs:
First, that those affected by disaster or conflict have a right to life with dignity and, therefore, a right to assistance;
And second, that all possible steps should be taken to alleviate human suffering arising out of disaster or conflict.
Over 400 organizations from 80 countries have contributed to developing the Sphere Project Minimum Standards
Key Actions – Suggested activities and inputs to help meet the minimum standards.
Key Indicators – Qualitative or quantitative ‘signals’ that show whether the standards are being attained.
Provide ways of measuring and communicating the impact or result of programs and the methods or processes being used.
They are to be read in conjunction with the Guidance Notes.
These are your measures of performance.
Guidance Notes – Include specific points to consider when applying the standards and indicators.
Provide guidance on tackling practical difficulties and advice on priority issues;
Include critical issues relating to standards and indicators;
Help use indicators properly in context;
Describe dilemmas faced in response or gaps in current knowledge.
Why is it important to YOU:
Sets you up for easier coordination as you deal with NGOs
Example: you are a logistician tasked with temporarily providing water purification units to an IDP camp. How much potable water capacity is required?
Sets you up for easier transition
Provides a goal for transition to the Affected State or humanitarian agencies supporting the Affected State
Allows staffs to answer the question: “How are we doing?”
DO NO HARM? Ask class for examples
SUPPLEMENTAL NOTES:
For Reference – Topic breakdown within sectors:
Minimum Standards in Water Supply, Sanitation & Hygiene Promotion
Water Supply, Sanitation & Hygiene Promotions (WASH)
Hygiene Promotion
Water Supply
Excreta Disposal
Vector Control
Solid Waste Management
Drainage
Minimum Standards in Food Security & Nutrition
Food Security & Nutrition Assessment
Infant and Young Children Feeding
Management of Acute Malnutrition and Micronutrient Deficiencies
Food Security
Minimum Standards in Shelter, Settlement and Non-Food Items
Shelter and Settlement
Non-Food Items: Clothing, Bedding & Household Items
Minimum Standards in Health Action
Health Systems
Essential Health Services

21. Sphere Project Minimum Humanitarian Standards
Measures of Performance
Measures of Effectiveness
Core Standards
Four Sectors:
- Water - Shelter
- Food - Health
TALKING POINTS:
Sphere’s philosophy based on two core beliefs:
First, that those affected by disaster or conflict have a right to life with dignity and, therefore, a right to assistance;
And second, that all possible steps should be taken to alleviate human suffering arising out of disaster or conflict.
Over 400 organizations from 80 countries have contributed to developing the Sphere Project Minimum Standards
Key Actions – Suggested activities and inputs to help meet the minimum standards.
Key Indicators – Qualitative or quantitative ‘signals’ that show whether the standards are being attained.
Provide ways of measuring and communicating the impact or result of programs and the methods or processes being used.
They are to be read in conjunction with the Guidance Notes.
These are your measures of performance.
Guidance Notes – Include specific points to consider when applying the standards and indicators.
Provide guidance on tackling practical difficulties and advice on priority issues;
Include critical issues relating to standards and indicators;
Help use indicators properly in context;
Describe dilemmas faced in response or gaps in current knowledge.
Why is it important to YOU:
Sets you up for easier coordination as you deal with NGOs
Example: you are a logistician tasked with temporarily providing water purification units to an IDP camp. How much potable water capacity is required?
Sets you up for easier transition
Provides a goal for transition to the Affected State or humanitarian agencies supporting the Affected State
Allows staffs to answer the question: “How are we doing?”
SUPPLEMENTAL NOTES:
For Reference – Topic breakdown within sectors:
Minimum Standards in Water Supply, Sanitation & Hygiene Promotion
Water Supply, Sanitation & Hygiene Promotions (WASH)
Hygiene Promotion
Water Supply
Excreta Disposal
Vector Control
Solid Waste Management
Drainage
Minimum Standards in Food Security & Nutrition
Food Security & Nutrition Assessment
Infant and Young Children Feeding
Management of Acute Malnutrition and Micronutrient Deficiencies
Food Security
Minimum Standards in Shelter, Settlement and Non-Food Items
Shelter and Settlement
Non-Food Items: Clothing, Bedding & Household Items
Minimum Standards in Health Action
Health Systems
Essential Health Services

22. Donors: Major Agencies and Sources
Australian Department of Foreign Affairs and Trade
Canadian Department of Foreign Affairs, Trade and Development
U.K. Department for International Development
European Commission Humanitarian Aid and Civil Protection
Japanese International Cooperation Agency
United States Agency for International Development
Assisting State Donors
Provide the funding to allow humanitarian projects to move forward.
Funding:
Donor to UN to INGOs to National NGOs – traditional route
Usually through UN Flash or Consolidated Appeals
Can be through direct funding
Issue is accountability of funds
UN and IOs familiar with accounting standards
Problem with traditional route:
Each layer has admin costs
Admin costs reduce funding amount reaching Affected Population
$16.3 Billion promised to Haiti Response! Delivered? Almost impossible to tell.
Major donors are government organizations that give bilateral aid
May give funds with humanitarian objectives in mind but may be constrained by political or policy issues.
AUS-DFAT (Australia)
CAN-DFATD (Canada)
DfID (United Kingdom)
ECHO (European Union)
JICA (Japan)
USAID (United States)
Private donations by foundations, private individuals, and companies are also a major source of aid funding

23. National Disaster Management Coordination

24. Humanitarian Country Team
Resident/Humanitarian Coordinator (RC/HC)
UN Country Team
UNDP (UN Dev’t Programme)
OCHA
UNICEF (UN Children’s Fund)
WFP (World Food Programme)
WHO (World Health Org.)
FAO (Food & Agriculture Org.)
UNHCR (UN Refugee Agency)
UNFPA (UN Population Fund)
UN-Habitat & other UN specialized agencies
IOM (Int’l Org. for Migration)
Humanitarian Country Team
World Bank & other International financial institutions (IFIs)
Red Cross & Red Crescent Movement
ICRC
IFRC
National society
NGO community
International
and national NGOs
Other organizations with operational relevance (OOWOR)
TALKING POINTS:
Large block is the “Humanitarian Country Team”, encompassing UN agencies, NGOs, donors, financial institutions involved in capacity building/development. Reinforcement Exercise Question
Led by Resident Coordinator, also head of the UNDP.
Has no command authority, leads by consensus
Smaller blue block, “UN Country Team” ae UN agencies plus the IOM. Reinforcement Exercise Question
RC has no command authority over these agencies except UNDP
During a crisis, in most cases the Resident Coordinator is designated by the ERC as the Humanitarian Coordinator with responsibility to coordinate the international humanitarian community in crisis response.
OCHA officers help the RC/HC execute this responsibility. Reinforcement Exercise Question
RC/HC: key player and one that JTF commander should meet if possible. He/She has ambassadorial rank status.
Clusters

25. Cluster Approach 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
TALKING POINTS:
Cluster Approach created as part of Humanitarian Reform following Indian Ocean tsunami in 2004.
The “Cluster System” is NOT a “UN Coordination Platform”. It is comprised of UN and other humanitarian organizations.
Cluster Approach: The Cluster Approach is the principle construct, utilized by the international humanitarian community, to facilitate a coordinated humanitarian response to an Affected State. The Cluster Approach ensures predictability and accountability in international responses to humanitarian emergencies, by clarifying the division of labor among organizations, and better defining their roles and responsibilities within the different sectors of response.
The Cluster Approach designates lead entities to coordinate response efforts for specific mission areas. Requirements are identified by participating organizations, in collaboration with the Affected State, and UN member and other humanitarian organizations volunteer to fulfill them. Cluster leads have no authority to assign missions; they must meet requirements using coordination, collaboration, cooperation, and communication.
Depending on the type of contingency operation, the extent of military operations and degree of interagency involvement, coordination with civilian agencies may occur at the embassy, the JTF HQ, the Civil-Military Operations Center (CMOC), or Cluster meetings.
Military will not typically engage directly with the Clusters, but coordination should occur through the HuMOCC.
Possible exception: Logistics Cluster and working directly with WFP civ-mil officer
Cluster Approach: The UN Cluster Approach is the principle construct, utilized by the international humanitarian community, to facilitate a coordinated humanitarian response to an Affected State. The Cluster Approach ensures predictability and accountability in international responses to humanitarian emergencies, by clarifying the division of labor among organizations, and better defining their roles and responsibilities within the different sectors of response.
The UN Cluster Approach designates lead entities to coordinate response efforts for specific mission areas. Requirements are identified by participating organizations, in collaboration with the Affected State, and UN member organizations volunteer to fulfill them. Cluster leads have no authority to assign missions; they must meet requirements using coordination, collaboration, cooperation, and communication.
Depending on the type of contingency operation, the extent of military operations and degree of interagency involvement, coordination with civilian agencies may occur at the embassy, the JTF HQ, the Civil-Military Operations Center (CMOC), or UN Cluster meetings.

26. Technical surge capacity Trained experts Increased stockpiles
Global Cluster Leads
The cluster leads, together with their partners, provide the following support to strengthen field response:
Technical surge capacity
Trained experts
Increased stockpiles
Standardized technical tools
Agreement on common methods and formats
Best practices and lessons learned
Lead Agencies of clusters in-country (at field level) responsible and accountable for:
Identifying needs and gaps in that discipline
Coordinating response operations in that discipline
Raising response issues with Humanitarian Country Team as part of larger humanitarian response
Providing technical surge capacity for responses
Providing trained experts to lead cluster coordination in the field
Increasing stockpiles of goods & pre-positioning stockpiles
Standardizing technical tools, including information management
Finding agreement on common methods and formats for needs assessments, monitoring and benchmarking
Developing best practices and lessons learned from field tests

27. Sector or Area of Activity Global Cluster Lead Symbol
Food Security
UN Food and Agriculture Organization
World Food Program
Camp Coordination
UN High Commissioner for Refugees
International Organization for Migration
Early Recovery
UN Development Program
Education
UN Children’s Fund
Save the Children UK
Emergency Shelter
UNHCR and International Federation of the Red Cross/Red Crescent Society
Emergency Telecommunications
UN Office for the Coordination of Humanitarian Affairs (owns process),
World Food Program (telecoms)
Health
World Health Organization
Logistics
World Food Program
Nutrition
Protection
UN High Commissioner for
Refugees
Water, Sanitation, Hygiene
TALKING POINTS:
11 Global Clusters
Agencies agree to be “Lead Agencies” for each Cluster at global level.
Lead Agencies of global clusters (at strategic level) responsible and accountable Exercise Question
Establishing standards & policy
Establishing training
Securing emergency response funds and materials
Coordinating that discipline within larger humanitarian assistance policy level discussions
Note Sectors or Areas: POINT OUT LOGISTICS Cluster and that WFP leads this cluster.
National Level Clusters
Some countries have adopted the cluster system to their own Disaster Management system, sometimes modifying the UN system. Example is the Philippines, where UN cluster leads are aligned with Philippine national government departments. Concept of Support – Cluster Approach to better synchronize efforts with a more comprehensive needs-based relief and protection
The number of Clusters established in a disaster depends on the needs and is typically determined by the Humanitarian Country team in consultation with the Affected State government.

28. National Cluster System
The Indonesian
National Cluster System
Indonesia National Cluster
Indonesia Lead Government Agency
International Community Co-lead Agency
Education
Lead: Kementerian Pendidikan dan Kebudayaan;
Co-Lead: Kementerian Agama
UNICEF
Health
Lead: Kementerian Kesehatan;
Co-Lead: Kepolisian Negara Republik Indonesia (POLRI)
WHO (Health) UNICEF (WASH)
Logistics &
Equipment
Lead: Badan Nasional Penanggulangan Bencana (BNPB);
Co-Lead: Kementerian Sosial
Co-Lead: Tentara Nasional Indonesia (TNI)
WFP
Early Recovery
Lead: Kementerian Dalam Negeri
Co-Lead: BNPB
UNDP
Displacement &
Protection
Lead: Kementerian Sosial Co-Lead: POLRI
IFRC, UNICEF
UNFPA
Infrastructure & Facilities
Lead. Kementerian Pekerjaan Umum dan Perumahan Rakyat
UNICEF WFP
Economy
Lead: Kementerian Pertanian
Co-Lead: Kementerian Koperasi dan Usaha Kecil dan Menengah)
FAO
Search & Rescue
Lead: Badan Nasional Pencarian dan Pertolongan (BNPP, formerly “BASARNAS”)
Co-Lead: TNI
OCHA
UNCLASSIFIED 25

29. Discussion Points
International humanitarian assistance and disaster relief
Discuss key actors in the international and regional humanitarian community
Discuss the principles and standards guiding the activities of the humanitarian community
Discuss the humanitarian community’s primary method of organization and coordination
TALKING POINTS:
During this module we will cover these objectives:
Introduce key organizations in the international and humanitarian community
Diverse players, with different mandates, capabilities, resources (funding)
Understand the principles and standards guiding the activities of the humanitarian community
Most try to abide by them, but there are varying degrees of compliance and challenges. Also affects how the military is viewed.
Understand the humanitarian community’s primary method of organization and coordination
Important to note how the military “plugs into” this community-will be covered in later modules

30. Discussion

31. Coordination Tools and Mechanisms of the “Big 3”
TALKING POINTS:
describes the various tools and mechanisms that are being coordinated by the AHA Centre, UN OCHA, and IFRC in four components of the Humanitarian Programme Cycle (i.e. assessment, response planning, funding mechanisms, and monitoring).