The Humanitarian System: Roles,

Responsibilities and
Coordination

Module 02
 Learning Objectives
• Have a basic knowledge of the international Humanitarian
System

• Understand the diversity of actors involved in humanitarian

action and be able to identify common principles upheld by all.

• Understand the purpose and importance of coordination

• Be aware of the main humanitarian coordination bodies and

mechanisms.
• List key sources of resource mobilization for humanitarian
response
‘Humanitarian System’ – Network of
Actors
This figure:
•Shows a number of diverse
actors involved in international
and national humanitarian
efforts – affected population,
government, UN agencies,
NGOs, donors, etc

•Provides useful reminder of

the role played by various
actors

•Underscores the need for

strong coordination
Disaster Management
Actors at the country
level

Host
Government

Bi-lateral donors
UN system and Target population
other Agencies

NGOs, Red Cross & other civil society

members
A U S T R A L I A
 WHY REFORM?
Findings from the 2005 Humanitarian Response Review

• Well-known, long-standing gaps

• Limited & inconsistent linkages: UN & non-UN

• Coordination erratic/personality driven

• Insufficient accountability (particularly for IDPs)

• Inconsistent donor policies

 Humanitarian Reform

• Strengthening existing humanitarian

response through greater:
• Accountability

• Predictability

• Leadership

• Partnership
Roles, Responsibilities and Coordination: The 3
Pillars of Reform
1 2 3

HUMANITARIAN HUMANITARIAN CLUSTER

COORDINATION FINANCING APPROACH

Effective leadership Adequate, timely Adequate capacity

and coordination in and flexible and predictable
humanitarian financing leadership in all
emergencies sectors

PARTNERSHIP

Strong partnerships between UN and non-UN actors

 Partnership is the Foundation for
Reform
• Partnership amongst UN and non-UN partners including
government, the civil society organizations, NGOs, CBOs
and international organizations
• Respect for each other’s mandates
• Recognition of agency-based approaches
• Collaborative and inclusive process:
o aims to avoid excessive and unfocused meetings
o builds on the complementarity amongst actors
 Global Humanitarian Platform
• NGOs are major actors in humanitarian assistance

• NGO resources and expertise are often greater – and may

differ from – those of UN agencies
• Weaknesses with IASC … UN-centric, felt as out of touch with
or even irrelevant to the realities on the ground
• 2005 External Review of the IASC recommended the creation
of an outreach mechanism -> Global Humanitarian Platform
• GHP is unique due to:
o Spirit of equality and informality
o Equal status of all three pillars
o Participation of national NGOs
Roles, Responsibilities and Coordination: The 3
Pillars of Reform
1 2 3

HUMANITARIAN HUMANITARIAN CLUSTER

COORDINATION FINANCING APPROACH

Effective leadership Adequate, timely Adequate capacity

and coordination in and flexible and predictable
humanitarian financing leadership in all
emergencies sectors

PARTNERSHIP

Strong partnerships between UN and non-UN actors

 Pillar I: Humanitarian Coordination –
United Nations
• At the top is the Under-Secretary-General for Humanitarian
Affairs and Emergency Relief Coordinator (ERC)
– responsible for oversight of all emergencies requiring UN
humanitarian assistance
– acts as the central focal point for Governmental, intergovernmental
and non-governmental relief activities
– ERC is the Head of OCHA
• OCHA coordinates the UN’s response to complex
emergencies and natural disasters
– supports the Humanitarian Coordinator (HC) at country level in
needs assessments, contingency planning and the formulation of
humanitarian programmes
– OCHA also provides response tools, and advocacy and information
services
 Humanitarian Coordination – The IASC

• Chaired by the ERC, the Inter Agency Standing

Committee (IASC) is an inter-agency forum established in
1992 responsible for:
– coordination
– policy development and decision-making
– IASC comprises the main UN agencies, the International Red
Cross and Red Crescent Movement and the INGO’s

• The IASC focuses on generic policy issues, whilst the IASC

Clusters have specific technical areas of policy and
operational concern
 Coordination: Roles and Responsibilities
•UN has designated Humanitarian Coordinators (HC) in 29 countries,
managed by OCHA, and are responsible for leading and coordinating
the humanitarian action of relevant organisations in-country
•In the rest of the countries, this function is assumed by the UN
Resident Coordinator (RC) who is also the Representative of UNDP .
•The HC/RC ensure the following:
– Coordination and inclusion of the various humanitarian actors
–Coordination and development of a common strategic vision
–Articulation of a common strategic plan for realizing this vision (e.g.
CHAP ― Common Humanitarian Action Plan)
–Efficient and effective division of labour among organizations
(through clusters)
 Coordination: Roles and Responsibilities –
HC/RC (2)
– Timely, effective and efficient implementation of
strategic plan by holding cluster leads
accountable
– By establishing inter-cluster coordination, needs
assessment, monitoring and evaluation
– Ensuring the strategic plan is funded
– All necessary efforts are made to obtain free,
timely and unimpeded access to populations in
need
– International humanitarian and human rights
laws are promoted and respected
 Coordination: Roles and Responsibilities
• Humanitarian coordination is a very demanding function as time is
of critical concern. Is influenced by:
– nature and impact of the crisis
– stakeholders’ capacities
– political commitment of national and international players

• National Government or occupying power has primary

responsibility for the provision (and coordination) of response to
the territory affected by disaster

• Humanitarian agencies have an essential role to play by supporting

the government and respecting their coordination function

• Exceptions are when the authorities are themselves responsible for

abuse and violations, or when their assistance is not impartial
 Coordination: Roles and Responsibilities
• National governments may be able to mount their own relief
operations to help their people depending on national capacity and
scale of the crisis

• The capacity of a national government to coordinate and respond

to a crisis is determined by the existence of:

– Clear, pre-determined, lines of authority and responsibility

– Knowledge and aptitude within the government to manage its
relationship with international agencies
– Availability of reliable information systems
– The capacity to work constructively with the media
– Adequate national technical capacity for programmes designed to
address emergency nutrition problems
 Collaborative Groupings within the Humanitarian
System - Donors
• The Good Humanitarian Donorship (GHD) initiative
comprises representatives of government, donors
and the European Commission’s Humanitarian Aid
Office (ECHO)
• It endorses the principles and good practice of
humanitarian donorship
• By defining principles and standards, it provides a
framework to guide official humanitarian aid and a
mechanism for encouraging greater donor
accountability
 International Red Cross/Red Crescent Movement:
Federation, Committee, National Societies

• International Federation Red Cross & Red Crescent

Societies carries out relief operations together with the
(global) network of national societies:
– Promoting humanitarian values
– Disaster response
(food, food security, nutrition…)
– Disaster preparedness
(pre-positioning of stocks)
– Health and community care

Oct 3, 2023 20
 International Red Cross/Red Crescent Movement:
Federation, Committee, National Societies

• International Committee of the Red Cross

mandated:
– to be the guardian and promoter of international
humanitarian law
– to protect the lives and dignity of victims of armed
conflict and other situations of violence
– to provide them with assistance (health, protection,
detention, tracing, etc).

– Geneva Conventions
– Specific ICRC Statutes used in contexts where Geneva Conventions do not
apply

Oct 3, 2023 21
 National Societies
• Unique network of 187 member national societies which
cover almost every country in the world
• Act as auxillaries to the public authorities of their own
countries in the humanitarian field and provide a range of
services
• Their local knowledge and experise, access to communities
and infrastructure enable the Movement to reach areas
and peoples in need
• During wartime, National Societies assist the affected
civilian population

Oct 3, 2023 22
Oct 3, 2023 23
 International NGOs
NGOs can be distinguished
• by area of speciality
(nutrition assessments, selective feeding, general food rations,
livelihood support, advocacy);

• by the way they work

(whether they are operational or work through local partners);

• by relationship and dependence on donors

(whether mainly dependent on donors that provide only food
assistance or not).

• Sources and mechanisms of funding vary enormously.

Some largely dependent upon government, while others have
developed mechanisms to access large amounts of private and public
funding (→ greater autonomy in strategic direction and geographic
locations)

Oct 3, 2023 24
 Local NGOs
Including church-based groups
• Often have a great connectedness to local populations and their needs
• Are easily accepted by the community
• Have a great deal of understanding of local context and the dynamics
of the population, its characteristics and socio-political environment
• May have experience in diverse emergency situations
• Are usually present before an emergency strikes and remain once the
crisis is over
• Tend to work at lower levels than international NGOs
• Fill gaps that international NGOs may miss

• In general NGOs are responsible for most nutritional surveys

conducted during emergencies

Oct 3, 2023 25
Pillar II: Funding Mechanisms for
Humanitarian Response
Initiatives to Strengthen Humanitarian
Financing

• Central Emergency Response Fund

(CERF)
• Emergency Response Funds (ERFs)
• Pooled Funding
• Good Humanitarian Donorship
initiative (GHD)
 CERF doesn’t replace appeals; it interacts with them

up to 6 months
6 months on

Nutrition
Cluster Flash Appeal –
Multiple donors
SOP Consolidated
Appeals
Process (CAP)
plus CERF
projects Project proposals
 What is CERF?
1. Rapid response grants (2/3 of the $450 million grant facility) – available within
24 hours
– To Promote early action and response to reduce loss of life
– To Enhance response to time-critical requirements
– To Strengthen core elements of humanitarian response in underfunded crisis
• 29 grants were allocated Jan-Sept 2010 to support rapid response to new crises
2. Under-funded crises (1/3 of grant facility)
if no other funding source immediately available, including agencies’ own unearmarked
agency funds and earmarked donor grants. 14 such grants were given Jan-Sept 2010 to
bolster existing under-funded humanitarian operations
3. Loans ($50 million)
• funding committed but not yet paid; or commitment very likely

• Spent within 3 months for life-saving needs (no op costs)

• Launched in 2006, CERF is managed by OCHA, (but can’t access) and only
UN and IOM (International Organisation on Migration) are eligible to apply;
NGOs cannot apply directly
 CERF Decision-Making Process
• CERF funding decisions begin at the country level
• Project proposals are submitted and reviewed by the cluster
members for approach, consistency and to ensure that identified
needs are prioritised
• Decisions are guided by criteria on what constitutes ‘life-saving’
interventions

HC or RC – CERF Approved or
Country Team Secretariat rejected by
ERC

Consultations OCHA

•Life-saving criteria
Consultation with Government. •Funding situation
Prioritisation of Needs. •Humanitarian
Assessment response strategy
Consultations Agency HQ •Country capacity
Life-Saving Maybe, depending Not Life-
on context
Saving
Primary De-mining Infrastructure
Healthcare Reconstruction

Therapeutic Livestock IM systems

Feeding Vaccinations

Emergency General Food Micro-Credit

WatSan Distributions

Shelter/NFI Surveillance systems Preparedness

Plans
Protection Psycho-social Vulnerability
assessments
 Global Nutrition Cluster
• UNICEF is the Global Nutrition Cluster Lead Agency
• Currently more than 30 agencies are part of the Global
Nutrition Cluster (GNC)
• At global level, the GNC focuses on coordination, capacity
development, emergency preparedness, assessment,
monitoring, surveillance and response triggers and
supplies.
• GNC supports country clusters through:
– rolling out a capacity development strategy;
– strengthening and expanding a global roster to improve surge
capacity (e.g., rapid response capacity);
– improving the material resourcing of nutritional emergencies
through establishing supply requirements;
– producing practical tools to improve the consistency and quality
of response efforts
 Pillar III: The Cluster Approach - Aims
•To close gaps, increase predictability, and
strengthen response capacity, coordination and
accountability

•Better linkages with Government/national

authorities

•More strategic responses

•Better prioritization of available resources

 At the Global Level

• Originally IASC designated lead agencies for

9 clusters in key response areas
• Global Cluster Leads are accountable to the
ERC for:
o Strengthening system-wide preparedness and technical
capacity to respond
o Ensuring predictable leadership and accountability in
designated area of work
o Establishing broader partnership bases
o Setting standards and policy
Designated Gap Areas or “Clusters” and Lead Agencies
Technical Water, Sanitation & UNICEF
Hygiene (WASH)
Nutrition UNICEF
Health WHO
Shelter UNHCR (conflict)
IFRC (natural disasters)
Education UNICEF/SC-UK
Agriculture FAO
Cross-cutting Camp Management UNHCR (conflict)
IOM (natural disasters)
Protection UNHCR
Early Recovery UNDP
Common Services Logistics WFP
Telecommunications OCHA/WFP/UNICEF
 Responsibilities of Cluster Leads at the global
level
• Each Lead Agency works with partners to:
– Set Standards and policies
- Documentation and dissemination of ‘best practices’
• Develop response capacity
- Stand-by rosters & surge capacity
- Emergency preparedness
- Provide support to organizations working in the field
- Material stockpiles
• Provide Operational Support
• Advocacy and resource mobilization
 At the Country Level
• Country-level IASC designates Lead Agencies
• Each Cluster Lead facilitates a process that ensures a
well-coordinated and effective humanitarian response
• ‘Provider of last resort’
ensure adequate and appropriate response
• subject to access, security and funding

Ensure agreed priority needs are met

• fill critical gaps

• Cluster Leads at the country level are accountable to the

HC/RC
 “When?” of the Cluster Approach

• Contingency Planning & Preparedness

• Responses to major new emergencies
(sudden on-set)
• Rolled-out in on-going/protracted
emergencies, e.g., Somalia

“Where?” of the Cluster Approach

• Eventually to be used in all countries

with Humanitarian Coordinators
 Partnership =
‘Working together is
an urgent life-and-
•- relationship between groups
•- mutual cooperation & responsibility
death issue’
•- for achievement of specified goal

Global Humanitarian
;Partnership Platform
is essential in –today’s
Geneva,world
July 2007
“
”issues are too complex for any one organisation
 Key tools available through the GNC
• Harmonised Training Package for Nutrition in Emergencies
• Toolkit for Nutrition in Emergencies
• Factsheet: WHO Growth Standards in Emergencies
• Initial Rapid Assessment Tool (developed with Health & WASH Clusters
• Funded updating of NutVal Software (WFP)
• Funded development of Guidelines for Selective Feeding: the Management of
Malnutrition in Emergencies
• Promote use of Sphere Minimum Standards and co-funded the revision of the
Nutrition and Food Security Chapter
• Support for MAM :
– literature review (CDC);
– development of decision tool (tree);
– design of product sheet;
– development of Guidance Note
• Updating of Cluster Coordinators’ training package
• Development of Handbook (in progress: targets practitioners within the nutrition
cluster and other clusters; addresses 13 functional areas for cluster coordination
 Building a stronger, more predictable
humanitarian response system
• Partnership underpins all
humanitarian action
• Strengthened sectoral
coordination
• Stronger and more
accountable leadership
• Flexible, adequate and
timely funding
No longer reform, but the way
we do business!
 What does this mean for YOU?
• Change attitudes and way you
work
– genuine partnerships and
accountability!
• Build on achievements
- ensure, deliver better product
– IMPACT on vulnerable
populations
• Improve preparedness and
contingency planning
• Better linkages to recovery
and development
• Improve support to
governments and local
capacity development
PARTNERSHIP

PARTNERSHIP

PARTNERSHIP
Any questions?