THE HUMANITARIAN ASSISTANCE SYSTEM OF THE UNITED NATIONS
A PARTNERSHIP FOR HUMANITY
THE UN CHARTER PRINCIPLES FOR HUMANITARIAN ACTION UN CHARTER ARTICLE 1.3: “ … to achieve international cooperation in solving international problems of an economic, social, cultural or humanitarian character… … through … UN CHARTER ARTICLE 1.4: … becoming a centre for harmonizing actions.”
THE KEY ACTORS Upon request OCHA assists governments in mobilizing international assistance when the scale of the disaster exceeds the national capacity.
HUMANITARIAN PARTNERS Governments U.N. Agencies and Programmes and International Organizations
NGOs (international & local) Civil Society Red Cross Movement Peacekeeping Missions Donor Governments Private companies and individuals Military
A CHANGING CONTEXT IN A CHANGING WORLD Increased number of natural hazards provoking natural disasters.
Fewer new wars, but more long standing complex conflicts.
Fewer refugees, but more internally displaced persons.
More actors who are engaging in humanitarian response.
INSTITUTIONAL FRAMEWORK
CISB
INSTITUTIONAL FRAMEWORK 1991: General Assembly Resolution 46/182 created the Emergency Relief Coordinator as the focal point and voice for humanitarian emergencies.
The same resolution created the Department for Humanitarian Affairs (became OCHA in 1998), the InterAgency Standing Committee (IASC) and the CERF.
INSTITUTIONAL FRAMEWORK UN RESIDENT COORDINATOR
Appointed by the UN SecretaryGeneral.
Plays a critical role in coordinating UN policies, programs and actions.
In case of an humanitarian crisis
becomes accountable to the USG/ERC for the facilitation of the international response.
May be appointed Humanitarian Coordinator (HC)
INSTITUTIONAL FRAMEWORK Inter-Agency Standing Committee Full Members and Standing Invitees Full Members
Composed of NGO consortia, Red Cross and Red Crescent Movement, IOM, World bank and UN agencies.
Standing Invitees Food and Agricultural
International Committee of the
Organisation (FAO)
Red Cross (ICRC)
Office for the Coordination of
International Council of Voluntary
Humanitarian Affairs (OCHA)
Agencies (ICVA)
United Nations Development
International Federation of Red
Programme (UNDP)
Cross and Red Crescent Societies (IFRC)
United Nations Population Fund (UNFPA)
American Council for Voluntary International Action (InterAction)
United Nations High Comissioner for Refugees (UNHCR)
International Organisation for Migration (IOM)
United Nations Children’s Fund (UNICEF)
Office of the High Commissioner for Human Rights (OHCHR)
Facilitate inter-agency decision-making to ensure coordinated and effective humanitarian response on the ground.
World Food Programme (WFP)
Office of the Special Representative of the Secretary General on the Human Rights of Internally Displaced Persons
World Health Organisation
(RSG on HR of IDPs)
(WHO)
Steering Committee for Humanitarian Response (SCHR)
World Bank (World Bank)
HUMANITARIAN COORDINATION TOOLBOX HUMANITARIAN FINANCING TOOLS
Consolidated Appeals Process (CAP) and Flash Appeals
Central Emergency Response Fund (CERF)
Emergency Cash Grants Business contributions / Public-private partnerships
Pooled funding
CLUSTER COORDINATION
THE CLUSTER APPROACH Clusters strengthen partnerships and responses to humanitarian emergencies by clarifying the division of labor among aid organizations.
RESPONSE TO INFLUENZA
UN System Avian and Human Influenza Strategy
UN System Avian and Human Influenza Strategy HOW TO ADDRESS THE PANDEMIC THREAT Diminish Pandemic Likelihood
Preparation to Minimise Pandemic Impact
Engage Stakeholders to:
• Improve virus surveillance • Prevent outbreaks • Contain the disease
• Prevent human infection through public awareness of: - virus transmission - hygiene - poultry keeping
• Respond to livelihood shocks & increased vulnerability • Mobilize required behavioral changes • Prepare for containment response
UN System Avian and Human Influenza Strategy HOW TO ADDRESS THE PANDEMIC THREAT Diminish Pandemic Likelihood
Preparation to Minimise Pandemic Impact
Plan with Stakeholders to: • Contain human influenza outbreaks • Mitigate health & socio-economic impacts
UN System Avian and Human Influenza Strategy
Potential Impacts of a Pandemic Death
Illness
Absenteeism Care
Anxiety
Changed Demand • Water and Sanitation • Access to Telecommunication (Phone and Internet) • Health Care Services • Home-based Services • Cleaning Supplies • Cash Withdrawal • Protection against Insecurity
Decreased Supply
Decreased Demand
• Reduced production
• Retail Trade
• Disrupted supply
• Transportation
• International trade of commodities
• Leisure Travel • Restaurant
Economic and Social Disruption • Lack of Maintenance • Disrupted Supply Chain (Transportation, Rescheduling and reprioritizing of cargo flows, etc.)
• Fuel and power supply • Food Distribution • Emergency Services •Mortuary and Burial services • Refuse collection
Pandemic Preparedness and Response Antiviral drugs
Medical actions
Vaccines, etc Medical care, PPE
Non-Medical actions
Public Health Measures Personal hygiene Travel restrictions Quarantine Social distancing Risk Communication
Food & water supply Power supply Security
Social Services (keep a society running)
Transportation Telecommunication other essential services
(source) Dr T Kasai, WHO WPRO
Pandemic Response Preparedness
Avian & Human Influenza (AHI) can cause a Pandemic, which is not only a health sector issue, but will affect ALL sectors
Supporting national preparedness / contingency planning OCHA becomes a key player with regards to:
A Pandemic will cause National Disasters, not by destruction, but by disruption
Coordination of humanitarian response during a pandemic
Key Points on Multi-Sector Preparedness from New Delhi Road Map By the end of 2008, [each] nation: Para 1. Will have earned the highest-level political commitment and leadership by establishing an inter-ministerial oversight and coordination mechanism to which will ensure collective efforts of stakeholders from different sectors; Para 9. Will have broadened the scope of pandemic preparedness to include continuity of essential services (water, power, food, transport, finance, public order, tourism and health care), involving community – level groups, private entities, civil society and humanitarian organizations, factoring in the impact sickness and the needs of diverse groups (including migrants, refugees and other vulnerable groups); Para 18. Will have incorporated pandemic preparation into national disaster management structures, involving sectors other than health, with a process to review roles and responsibilities for ensuring continuity of services (with meetings at least twice a year).
CONCEPT OF OPERATIONS FOR THE UN SYSTEM IN AN INFLUENZA PANDEMIC GLOBAL LEVEL PROCEDURES
WHO will be responsible for directing and coordinating the international health response to an influenza pandemic including assisting Member States with their health responses.
The operational UN System agencies will contribute to the UN’s response in a pandemic according to their mandate.
OCHA will coordinate responses to potential humanitarian consequences of a pandemic, in close collaboration with leads for humanitarian clusters and other partners.
WHO will have overall responsibility for determining the content of public health communications to be made to Member State governments, to health professionals and to the general public
CONCEPT OF OPERATIONS FOR THE UN SYSTEM IN AN INFLUENZA PANDEMIC COUNTRY LEVEL PROCEDURES
Humanitarian agencies within and outside the UN system are encouraged to work together through a sector or cluster approach to ensure a coordinated response to the situation.
The Resident Coordinator will lead the UN System in high-level national meetings, such as inter-ministerial meetings, to facilitate communication between the UN country team and national authorities.
UN Agencies will seek to be part of national task forces and will work with national authorities to maintain a regular overview of critical sectors.
