Objective 2.1

HIGHLIGHTS

  • An enhanced leadership accountability mechanism for HCs was established. This was in line with the Inter-Agency Standing Committee (IASC) Transformative Agenda (ITA). UN and NGO partners now formally provide input to the appraisal of HCs through the IASC HC Panel. A system is developing for more regular support to help HCs fulfil their challenging role.
  • In line with ITA recommendations, IASC guidance that addresses key policy gaps, supports humanitarian leaders and allows for improved coordination mechanisms has been developed and disseminated. 
  • The Inter-Agency Rapid Response Mechanism (IARRM) was established. It deploys senior staff from across the IASC system who reinforce coordination structures in a sudden-onset crisis.
  • A pool of high-caliber, senior (D-2 and above) HCs was established.

Year In Review

The ITA, adopted by the IASC at the end of December 2011, provided new impetus for strengthening humanitarian coordination leadership. It provided an enabling environment for OCHA to maintain momentum against its five target results to establish effective mechanisms that manage and support accountable humanitarian coordination leaders. OCHA has sought to ensure that humanitarian leaders as individuals have appropriate skills, knowledge and experience for their roles; that it provides adequate management and operational support to these leaders at global and country levels; and that the institutional framework they operate in is also addressed, tackling unresolved policy issues and mitigating the institutional hindrances relating to the place they occupy in the IASC and United Nations system that influence their effectiveness. OCHA also sought to strengthen the overall inter-agency commitment to coordination structures, mechanisms and systems.  

On behalf of the IASC, OCHA helped to strengthen the humanitarian coordination leadership function by ensuring that HCs can perform their tasks effectively. To achieve this at the individual and institutional level in 2012, OCHA has:

  • Promoted dialogue and built consensus among humanitarian partners on key normative issues relating to humanitarian coordination leadership.
  • Expanded the pool of potential HCs through the HC Pool from 39 to 62 members, and created a separate 18-member HC Pool for Level 3 emergencies.
  • Established a constituency of support among IASC agencies for qualified candidates for HC and Resident Coordinator (RC) positions.
  • Improved the leadership, coordination and team-development skills of senior humanitarian officials through workshops, training, individualized learning programmes and annual retreats.

Concurrently, OCHA strengthened its support and management of humanitarian leaders. An enhanced performance framework, including the agreement and signature of ERC-HC Compacts for 97 per cent of incumbent HCs in 2012, has brought greater clarity on HCs’ roles and expectations, and on related commitments for OCHA support. At the same time, the performance-appraisal process has been significantly revised and is now more inclusive. As of June 2012, the process allows all parts of the humanitarian community to incorporate feedback on the performance of individual humanitarian leaders. Balancing the more rigorous appraisal process, more systematic contact and clear channels of communication and support have been established between the ERC and her managers and humanitarian leaders. This enhanced OCHA’s ability to address leaders’ concerns and support them in addressing operational constraints in real time. The establishment of the IASC Emergency Directors Forum in December 2012 to review key country operations has initiated healthy dialogue and fostered inter-agency commitment to address institutional and operational constraints at country level. It ensures greater synergy and coherence between the efforts to support leadership and an effective humanitarian response.

In the past, humanitarian coordination leaders have been hindered by unresolved policy issues around the extent of their role and on the form and function of the coordination architecture within which they work. Endorsement of the concept of empowered leadership by the IASC principals now ensures recognition of the respective responsibilities of HCs, HCTS and inter-agency partners in the critical first months of a Level 3 emergency response. OCHA supported the development and dissemination of the “IASC Coordination Reference Module for Cluster Coordination at the Country Level”. This module was rolled out to the field in late 2012. It includes brief, field-orientated advice on cluster activation/deactivation (including criteria to be used as a basis for cluster review); cluster functions and management; minimum commitments for cluster participation; inter-cluster coordination; and sub-national coordination, shared leadership and performance management. This guidance will help OCHA country offices in their routine support to HCs/HCTs in finding the most efficient and relevant coordination solutions for the country context at the national and sub-national level.

The guidance is complemented by two tools to monitor coordination performance and reinforce regular review of coordination mechanisms: (i) a checklist to monitor progress of coordination performance/cluster activation after the declaration of a Level 3 emergency; (ii) a coordination performance report to be used in all humanitarian responses for an in-depth assessment of the quality of coordination/cluster operations and the production of key deliverables in six categories. Through field validation, by the end of 2012 the tools were being used to review cluster performance on the ground in Pakistan, South Sudan and Somalia, prior to a more comprehensive roll-out in early 2013.

Ensuring stakeholders’ commitment to engage in coordination that supports effective leadership remained a priority in 2012. The 2012 donor-cluster consultations and stakeholder consultation process helped review the donor community’s expectations of cluster performances. This brought an agreement on how to improve burden sharing and therefore predictability in cluster funding, as well as greater clarity on how to harness NGOs’ capacity to play a greater role in cluster coordination. The development of the IARRM crystallized agencies’ commitment to rapidly deploy pre-identified humanitarian leaders and coordination experts in a Level 3 emergency. Increased OCHA engagement with NGOs has been institutionalized at the field and headquarter levels with the introduction of monthly OCHA-NGO dialogue. This has addressed administrative obstacles to NGO work, improved NGOs’ participation in coordination mechanisms, provided a forum to discuss shared operational challenges and allowed regular discussion on implementing the ITA.

Progress against Performance Framework
RESULT 1 Humanitarian leaders have sufficient and adequate skills, knowledge and experience to perform tasks effectively.
INDICATORS
1. Diversified pool of trained Humanitarian Coordinator candidates better prepared for deployment.
BASELINE 2011

In 2011, the HC Pool grew from 27 to 39 members from 14 different agencies. However, there is an insufficient number of HC Pool members who are female, from non-OECD countries, French or Arabic speakers, and/or at the D-2 level. Only a limited number of members are available for immediate deployment. Therefore, the IASC has requested OCHA to continue enlarging the pool, with particular attention to people available for immediate deployment in a Level 3 emergency.

TARGET 2012

Establish a separate window of the HC Pool for senior-level candidates available for immediate deployment in a Level 3 emergency. Use existing networks, identify potential feeder groups and develop new partnerships to identify at least 20 new candidates for the HC Pool. Identify and screen people who have the potential to become effective HCs. 

 

Develop an inter-agency career-development programme for these people, including secondments to UN and non-UN organizations.

 

NEW: Opportunities are provided to non-UN HC Pool candidates to serve as Deputy HCs (DHCs). Staff are mentored for RC assessment training, prioritizing support to internal candidates who meet gender/geographical diversity criteria.  Joint action plan developed with agencies on policies for increased HC applications.

PROGRESS REPORT 2012

The HC Pool for immediate deployment in a Level 3 emergency (the L3 HC Pool) was established in June 2012 and includes 18 people. As part of the Emergency Response Policy Instruction, an SOP is being developed. It will cover issues relating to the funding of deployments, including funding to cover vehicles and equipment, as well as a checklist to address key administrative steps.

 

OCHA aimed to enlarge the HC Pool by identifying and attracting potential leaders in the humanitarian community. A list was compiled of more than 100 candidates, including 40 women and 20 non-OECD candidates. A High-Potential Pool was created, which includes 13 candidates. It fast tracks its members for RC/HC positions by providing them with structured, career-development opportunities in consultation with their organization of origin. In 2012, the HC Pool grew from 39 to 62 members representing 21 different agencies. Due to the low number of HC Pool members who are female, from non-OECD countries and Arabic speakers, OCHA focused its outreach efforts on these groups to ensure an equitable gender distribution and geographic representation. In addition, 13 applicants to the HC Pool were retained for the High-Potential Pool and given career advice on how to pursue the HC track.

 

Membership in HC Pool

Year

2010

2011

2012

2013 (target)

№ members

27

39

62

85

№ of agencies

11

14

21

21

 

The parent organizations of all HC Pool members were briefed on the results, and career-development plans (training and future assignments) have been discussed.

 

Regarding the appointment of temporary DHC assignments, two non-UN members of the HC Pool were selected for shadowing assignments. However, prior to deployment one of the HC Pool members was selected for an RC assignment, and the other shadowing assignment was postponed due to the re-assignment of the sitting RC/HC who was to be shadowed.

TARGET 2013

Twenty new HC Pool members will have been selected (bringing the total to 85 people in the HC Pool), including members available for immediate deployment in a Level 3 emergency.

 

Five first-time HCs and/or non-UN HC Pool members will develop their capacity through sponsored shadowing of an experienced sitting HC for six to eight weeks.

 

Five people will have benefited from the career-development programme.

2. Improved performance of HCs (and RCs performing humanitarian functions) and targeted HCTs.
BASELINE 2011

To date, many HCs have delivered strong results, building the dynamics of trust, collegiality and mutual respect needed for a successful HCT. However, there has been little methodical follow-up with HCs on their challenges and the support they require. OCHA’s field-mission support for coordination, while useful, has been ad hoc (e.g. Côte d’Ivoire, Libya, Kenya and Colombia in 2011). There is currently no consistent means of identifying target country operations where special support and mentoring from OCHA may be needed. Current guidance and coordination documents may be widely available but need to be streamlined and made more relevant, providing HCs with solid guidelines and the types of support available to them.

TARGET 2012

Improved performance of HCs and HCTs in 10 priority countries through: 

 

Tailored learning programmes and more systematized follow-up from HQ. 

 

Offering the HC mentoring programme for all first-time HCs. 

 

HCT team-building programmes to strengthen team performance in selected countries.

 

Targeted field-support missions to support, mentor and build capacity in OCHA offices, complementing the support provided to the HC. 

 

Inter-cluster field-support missions to support coordination with IASC partners.

 

OCHA Coordination Guide published in booklet form online and rolled out in five pilot country offices.

 
ACCELERATED: Development and implementation of ITA action plans in nine selected countries.
PROGRESS REPORT 2012

Twenty-three HCs, including one DHC and three regional HCs, were appointed in 2012, and 21 HCs (91 per cent) received a country briefing. If a designation was made at the end of 2012, the HC's country briefing takes place in early 2013. Out of the 14 HCs ending their assignment in 2012 (HC a.i. excluded), 10 (71 per cent) underwent a debriefing programme. If the HC left at the end of 2012, the debriefing takes place in early 2013. The end-of-assignment debriefings ensure lessons learned are shared with relevant OCHA and IASC colleagues. IASC agencies and HCs provided positive feedback on the effectiveness of this individual approach.

 

Two regional workshops on using humanitarian legal frameworks in humanitarian advocacy were delivered for RCs and HCs in Jordan in February, and in Kenya in November 2012. The RC induction workshop scheduled for October 2012 was postponed to February 2013 due to low participation response. Thirty-two RCs, RC/HCs, DSRSG/RC/HCs, HCs, RHCs and DHCs attended the annual HC Retreat in Switzerland on 30 May and 1 June.

 

The HC mentoring programme was offered to all first-time HCs. A mentor supported HCs in Myanmar, Sudan and Mali. HCs’ feedback suggests that mentoring leads to a significant gain regarding managerial, structural and strategic challenges faced by HCs.

 

Based on extensive interviews with individual IASC members and consultation with the group, a concept on HCT team development was elaborated.

 

Mentoring support missions were deployed to priority countries (Afghanistan, Haiti, Pakistan, Yemen, Chad, DRC, Somalia, Sahel (Mali), Sudan/South Sudan). The project was housed in HCSS, but is now with CRD Geneva and ongoing. Inter-cluster/ITA support missions were undertaken to South Sudan and Chad. They validated elements of the ITA, collected good practice for potential replication and provided support –particularly in Chad–to reviewing the form, purpose and performance of existing coordination structures. Further missions are scheduled for 2013.

 

A first draft of the OCHA Coordination Guide was produced, but quickly became outdated and superseded by the ITA outcomes. OCHA coordinated the development of an IASC Cluster Coordination Reference Module (CRM). The draft guide will be adapted to become a companion for OCHA's FIRST training and will be completed in 2013.

 

IASC developed two tools to monitor coordination performance: (i) a checklist to monitor progress of coordination performance/cluster activation after the declaration of a Level 3 emergency; (ii) a coordination performance report to be used in all humanitarian responses for a more in-depth assessment of the quality of coordination/cluster operations and production of key deliverables in six categories.  

TARGET 2013

Improved performance of HCs (and RCs performing humanitarian functions) in all remaining countries through tailored learning programmes, mentoring and more systematized follow-up from HQ.

 

A strategy on team development drafted and agreed by IASC members. At least five HCT team-development programmes to strengthen team performance in selected countries and create a more enabling environment for HCs to exercise their leadership.

 

A support package on meeting-management for OCHA offices to assemble and disseminate best practices.

 

Inter-cluster field-support missions to at least five additional countries. OCHA Coordination Guide rolled-out in 10 additional OCHA country offices.

 

Coordination performance and sector delivery will need to be connected for their review side-by-side by the RC/HC and HCT (the IASC is developing the mechanism for sector delivery). These performance measures will also need to be connected to funding to demonstrate value for money spent, but also to ensure that resources go to well-managed clusters/sectors and high-impact programmes.

3. Strengthened coordination capacity, skills and knowledge of key humanitarian actors to respond swiftly and cohesively to sudden-onset crises in support of the HC.
BASELINE 2011

Effective HC leadership requires solid backup from staff deployed by IASC partners, including OCHA, who are pre-trained on the importance of coordination and the HC role. In 2011, IASC principals endorsed the development of an inter-agency training for senior standby personnel to enhance the coordination of the IASC response in a sudden-onset crisis.

TARGET 2012

Launch and implementation of annual IASC training (building on existing training models and mainly simulation based) for Level 3 capable staff, including core staff needed to establish an OCHA office, first-line cluster coordinators, senior NGO representatives and senior roster staff from each member organization. Real-time evaluations of major new emergencies show strengthened leadership in the first days/weeks of a crisis, as compared with existing evaluations.

 

EXPANDED: Phased approach adopted for the roll-out of a new, streamlined guidance package, ensuring dissemination to all HCs, HCTs and field-based clusters and partners.  Existing but simplified guidance is incorporated in relevant OCHA and agency-/cluster-specific training programmes and in HC and HCT training by December 2012. OCHA supports capacity-building to cluster coordinators. OCHA priority countries have received effective, on-the-ground support for enhanced coordination structures through field missions and mentoring. ACCELERATED: Key cluster guidance on activation, core tasks and functions, management, minimum commitments for participation, and inter-cluster coordination is fast tracked for endorsement by April. Completion of outstanding guidance (sub-national coordination models, cluster de-activation, transition, co-leadership, performance monitoring) by July.
NEW: Agreement on IARRM concept, articulating key functional areas to be deployed in Level 3 response. Overview of agency capacities completed, and gaps identified and reviewed every six months. Existing and developing agency and inter-agency training for core functions is mapped. Inter-agency training for core IARRM staff developed and implemented by August/September.

 

EXPANDED: Existing surge training for OCHA staff expanded by 50 per cent.

PROGRESS REPORT 2012

ITA guidance was incorporated in relevant OCHA and agency-/cluster-specific training (UNDAC, FIRST, HFCP, individual global cluster retreats, HC trainings). Standard ITA/CRM presentations for use by OCHA, IASC members and other partners.

 

The CRM was disseminated to the field (through the IASC Sub-Working Group on the Cluster Approach, to OCHA offices and through ERC to HCs). Its usefulness was also validated during ITA missions to South Sudan and Chad. The CRM principles and materials are being integrated into the global clusters’ updated training packages. Standard training materials support this, and they have been used in inter-agency trainings and consultation on in-country coordination structures in Mauritania, Burkina Faso and Chad.

 

The IASC developed and endorsed the IARRM concept (OCHA provided significant input into the discussions). It reflected the key coordination-related functional areas to deploy in an L3 emergency, including OCHA’s roles (in coordination, needs assessment, information management, UN-CMCoord).

 

An inter-cluster consultative workshop was held to improve how clusters work together. This was done by testing existing operational procedures on assessment, planning, resource mobilization and monitoring, and by strengthening the definition of the key roles and responsibilities of clusters and OCHA for collective action to respond to a major emergency.

 

An IARRM table-top exercise with IARRM members was held in July 2012 to test IARRM concepts and procedures. Participants discussed or acted on information in a simulated scenario. A regional table-top exercise in Dakar, Senegal, was held in November 2012, supporting regional preparedness to respond to a potential escalation of humanitarian needs in Mali. A country table-top exercise in Pakistan in early December and further exercises are planned.  

TARGET 2013

Real-time evaluations of major new emergencies show strengthened leadership in the first days/weeks of a crisis, as compared with existing evaluations.

 

The CRM will be revised and updated, based on field use, to include additional elements as necessary in mid-2013 (clusters’ roles in preparedness, transitioning clusters, functioning of clusters in low-funding contexts, inter-cluster coordination).

 

A full simulation exercise, combined with a repeat principals’ simulation, will take place in the first half of 2013. It will cover the first 10 days of an emergency response in the field and provide an opportunity to test new procedures and tools.

RESULT 2 Strengthened accountability through improved support and performance management for Humanitarian Coordinators.
INDICATORS
1. More systematic performance evaluation and support to HCs by OCHA leadership through improved tracking and support mechanism.
BASELINE 2011

HC compacts with the ERC provide some structure in identifying the support requirements of each HC, but have not been uniformly applied or systematically reviewed. This resulted in a deficiency of guidance and support for HCs. A more dynamic interface between OCHA senior management and each HC is required to deliver timely, targeted and effective support. At the same time, a more systematic mapping of HCs’ requests for support is required to ensure that OCHA delivers on its promises.

TARGET 2012

Established OCHA system for managing HC performance, providing consistent feedback and guidance on established and changing priorities, using established benchmarks for successful performance (the Humanitarian Coordination Competencies) and mapping support requests.

 

IASC’s increased engagement in HC performance evaluation.

 

Monthly dialogue between all HCs and the CRD Director and Deputy Director leading to improved support and follow-up, thereby enhancing HCs’ performance. 

 

NEW: Annual meeting of inter-agency HC selection and review panel elicits IASC member feedback on HC performance by midyear, which is incorporated into HCs’ ERC performance appraisals. Integration of HCT/HC review into agency-appraisal systems is tracked by July. 

 

NEW: Repository of cluster-specific monitoring models is maintained, and a performance assessment and monitoring tool is developed.

PROGRESS REPORT 2012

To enhance the framework and OCHA system for managing HC performance, OCHA reviewed previous ERC–HC Compacts, developing a sample compact that reflects areas of common concern and the ITA’s final recommendations. In 2011, only six finalized compacts with the ERC were on file. In 2012, the rate of agreed and signed compacts with the ERC increased to 97 per cent, reflecting not only the objectives, expected accomplishments and performance measures for their role in the particular context, but also the specific ERC and OCHA support required for its fulfilment.

 

To build on the positive experience of the more inclusive performance-appraisal process in 2012, the compacts will be refined and developed for the 2013 cycle to include benchmarks on issues including resilience, gender and transition.

 

In line with the ITA, finalization and IASC endorsement for the concept of empowered leadership by the IASC principals ensures recognition of the respective responsibilities of HCs, HCTs and inter-agency partners in the critical first months of a Level 3 emergency response. It will also facilitate reciprocal performance monitoring against these expectations.

 

To increase the IASC’s engagement in HC performance evaluation, the IASC HC Panel, comprised of UN and NGO emergency directors, met in June 2012 to provide feedback on the performance of 31 HCs in 2011. HCs were appraised against three overarching leadership objectives (response preparedness (including contingency planning) and humanitarian response planning, implementing and financing; and humanitarian advocacy). For RCs in countries where Flash Appeals or CERF allocations were made, their inputs were included in the assessments.

 

The ERC’s appraisals fed into the RC appraisal process where applicable. This represents a step forward, but OCHA’s efforts to harmonize multiple performance compacts for RCs/HCs/DSRSGs has proved more challenging, as some stakeholders are still reluctant to move towards shared performance management. Furthermore, only a few humanitarian agencies allow HCs to comment on the performance appraisal of their country representatives, and a 360-degree evaluation, recommended under the ITA, has not yet been introduced.

 

However, the first Emergency Directors’ Annual Review of Country Operations in December 2012, undertaken in line with ITA recommendations, has provided a forum for initial analysis of in-country leadership, both HC and HCT, within key country contexts in advance of the HC performance-appraisal meeting in February 2013.

 

Regular teleconferences are now established with all HCs and the Office of the CRD Director. Logistical and scheduling constraints have affected the ability to ensure a call to some 35 HCs, RHCs and DHCs each month, but some 240 calls were held in 2012. This is in addition to personal contact with the incumbents during regular field missions by the OCHA Director of Operations and Deputy Director. Preparation for the calls includes contact with the HC and OCHA offices in the field to ensure that issues of concern are reflected in the agenda and that there is follow-up on action points.

 

OCHA developed and launched a website (www.clusters.humanitarianresponse.org) at the end of 2012. It is an information platform relating to cluster-relevant issues for all stakeholders.  

TARGET 2013

Completion of ERC-HC Compacts for all RHCs/HCs/DHCs in 2013.

 

IASC UN and NGO feedback informs performance-appraisal process.

 

Increased streamlining, coherence and inter-change between performance monitoring/appraisal systems.

 

Monthly dialogue between all HCs and CRD Director and Deputy Director (100 per cent take place), including systematic preparation and tracking follow up.

RESULT 3 Strengthened support to humanitarian leadership on key operational challenges and gender and protection mainstreaming.
INDICATORS
1. Systematic review of common thematic challenges faced by humanitarian leaders and requiring intervention.
BASELINE 2011

For HCs to be effective, they must be able to promote and implement a humanitarian agenda. But at present there is no coherent tracking of HCs’ activities and impact, the challenges they face and the support required at HQ level. OCHA needs to rectify this and enable its senior management to work closely with UN partners and others to support HCs. 

TARGET 2012

Biannual review of thematic challenges and lessons learned, drawn from the HC Compact/support matrix, compiled to inform guidance, training and policy development.

PROGRESS REPORT 2012

By June 2012, OCHA had compiled two reports summarizing common issues and main points arising from the regular teleconferences with HCs. These informed the orientation of support provided to HCs through CRD, policy development by PDSB and the Annual Review of Country Operations by Emergency Directors in December 2012. Beginning in 2013, a monthly report highlighting outcomes and key action points from HC telecons will be circulated internally to inform other processes taking place.

 

The staffing capacity and role of the Humanitarian Coordinator Support Unit was expanded at the end of 2012, facilitating coherence between the support to the leadership function and the engagement/synergy with the inter-agency emergency directors’ focus on operational concerns in specific countries. The proposed six-monthly review of the unit was postponed to early 2013 pending the recruitment of new staff and its restructuring to take on additional roles.

TARGET 2013

Completion of ERC-HC Compacts for all RHCs/HCs/DHCs in 2013.

 

IASC UN and NGO feedback informs performance-appraisal process.

 

Increased streamlining, coherence and inter-change between performance monitoring/appraisal systems.

 

Monthly dialogue between all HCs and CRD Director and Deputy Director (100 per cent take place), including systematic preparation and tracking follow up.

2. Rapid and predictable gender and protection expertise provided to HCs.
BASELINE 2011

GenCap deploys gender advisers to ongoing humanitarian situations and maintains a roster for the deployment of gender advisers to rapid-onset emergencies. GenCap advisers are also involved in preparedness activities through regional deployments. There are about 40 experts on the GenCap roster.

 

ProCap deploys senior protection officers to support the HC and/or Protection Cluster lead agencies, providing support to cluster coordination (particularly in natural disaster preparedness and response) and for strategic planning for protection.  ProCap also provides technical expertise in specific areas, such as IDP policy and durable solutions, and in setting up a UN SC 1612 monitoring mechanism. There are currently about 25 experts on the ProCap roster.

TARGET 2012

GenCap and ProCap effectively meet all incoming support requests. Consolidated GenCap roster of more than 50 available and well-qualified members. At least 35 available and well-qualified members on ProCap roster.

PROGRESS REPORT 2012

By 31 December 2012, the roster had 29 members for gender mainstreaming and 12 members for the GBV window. Roster members’ availability for deployments varies throughout the year due to competing personal/professional commitments. For this reason, roster members are monitored in an attempt to anticipate what resources will be available to meet the requests.

 

GenCap exceeded the target of 180 deployment months that was set for 2012. This was a significant achievement in meeting the demands on the project, but there remains a need to have more French-speaking roster members ready for deployment. In 2012, GenCap had seven gender mainstreaming members and three GBV experts on initial 12-month deployment-specific contracts. Other deployments reached 12 months due to the extension of their initial deployments.

TARGET 2013

Institutional discussions are initiated to identify a sustainable solution to include gender and protection expertise in coordination structures. 

 

Ensure that response mechanisms are aware of the projects and the resources they provide.

RESULT 4 Roles and responsibilities of HCTs and Clusters clarified and tested (NEW).
INDICATORS
1. Triggers for large-scale emergency response agreed, tested and in place.
BASELINE 2011

No systematic approach for agencies on special procedures for major emergencies.

TARGET 2012

NEW: IASC agreement on concept defining a Level 3 emergency is developed and secured, outlining a system-wide activation procedure, and indicating how this will trigger agency and inter-agency response mechanisms. By mid-April, OCHA leads a simulation of IASC principal-level processes and procedures for the first 48 hours of a Level 3 emergency. Lessons learned are integrated into ITA action plan.

PROGRESS REPORT 2012

IASC endorses IARRM concept (OCHA provided significant input into the discussions), reflecting the key coordination-related functional areas to deploy in an L3 emergency, including OCHA’s roles (in coordination, needs assessment, information management, UN-CMoord).

 

An IASC principals’ simulation exercise was held in March 2012. It tested principals’ ability, based on newly defined protocols, to make key decisions in an L3 context.

 

IASC protocols on Humanitarian System-Wide Emergency Activation, definition and procedures and Responding to L3 Emergencies and the Humanitarian Programme Cycle endorsed and disseminated to the field.

TARGET 2013

A full simulation exercise, combined with a repeat of the principals’ simulation exercise, will take place in the first half of 2013. It will cover the first 10 days of an emergency response in the field and provide an opportunity to test new procedures and tools.

 

An OCHA internal L3 exercise will be held in 2013 to ensure OCHA can respond to an L3 emergency in line with relevant ITA protocols.