International Humanitarian Architecture

Viviana De Annuntiis

OCHA Regional Office for Asia and the Pacific

http://www.unocha.org

TEMPEST EXPRESS – 25June 2014

OCHA

OCHA

Learning Outcomes

At the end of the session

participants will….

KNOW ABOUT OCHA AND ITS

FIVE CORE FIUNCTIONS

EXPLAIN THE THREE PILLARS OF THE

TRANSFORMATIVE AGENDA

OUTLINE THE ROLES AND RESPONSIBILITIES OF KEY HUMANITARIAN

ACTORS

DESCRIBE THE CLUSTER SYSTEM

AT GLOBAL AND COUNTRY

LEVEL

OCHA

Overview

OCHA MandateOCHA Core FunctionsUN AgenciesInternational OrganizationsNGOs Humanitarian Principles

The Emergency Relief Coordinator and the IASC

The Cluster Approach

Coordination at Country Level

Background

The three pillars of the Transformative Agenda

L3 Emergencies

OCHA AND HUMANITARIAN

ACTORS

HUMANITARIAN COORDINATION ARCHITECTURE

THE TRANSFORMATIVE

AGENDA

Who We Are OCHA is the part of the United Nations Secretariat responsible for bringing together humanitarian actors to ensure a coherent response to emergencies.

Credit: OCHA/Tagaza Djibo

General Assembly Resolution 46/182

Credit: UN Photo/Sophia Paris

In December 1991, the General Assembly adopted resolution 46/182. It was designed to strengthen the United Nations response to complex emergencies and natural disasters, while improving the overall effectiveness of humanitarian operations in the field. 

OCHA’s Mission Statement

To mobilize and coordinate effective and principled humanitarian action in partnership with national and international humanitarian actors in order to: Alleviate human suffering in

disasters and emergencies Advocate for the rights of

people in need Promote preparedness and

prevention Facilitate sustainable

solutionsCredit: OCHA/Dan DeLorenzo

6

OCHA’s Global Presence

OCHA has approximately

2,154 staff members in 2014, 75% of whom will

be in the field

OCHA’s indicative budget for 2014 is US$331.8 million, of which over 70% is spent on services in field locations

2014 presence in 50 countries:24 country offices (COs), 7 regional

offices (ROs). 3 liaison offices and 23 Humanitarian Advisory Teams (HATs)

What We Do –OCHA Video

Credit: UNICEF/Shehzad Noorani

POLICY DEVELOPMENT

COORDINATION

ADVOCACY INFORMATION MANAGEMENT

FINANCING

CoordinationOCHA plays a key role in:

• Assessing situations and needs

• Agreeing common priorities• Developing common

strategies to address issues such as negotiating access, mobilizing funding and other resources

• Clarifying consistent public messaging

• Monitoring progress

Credit: OCHA/Akiko Harayama

OCHA assists governments in mobilizing international assistance when the scale of the disaster exceeds the national capacity.

Key Actors

UN-CMCoord What is it?

The essential dialogue and interaction between civilian and military actors in humanitarian

emergencies necessaryto protect and promote humanitarian

principles, avoid competition, minimize inconsistency, and when appropriate pursue common goals.

Credit: Getty Images

PolicyOCHA’s policy work promotes normative standards for humanitarian work and addresses a range of challenges and contexts.

Credit: IOM

InformationManagement

OCHA collect, analyse and share information about the situation

among the various organizations involved and ensure the

coordination system runs efficiently.

OCHA

Advocacy

OCHA speaks out on behalf of the people worst affected by humanitarian situations.

• Public: media interview, public speeches, press briefings, Web stories and social media campaigns.

• Private: quiet diplomacy with governments or negotiations with armed groups is also a crucial element in bringing about change, securing access or building support.

Credit: OCHA/Alex Bahati

Humanitarian Financing

Pooled funds:• Central Emergency Response Fund (CERF)• Common Humanitarian Funds (CHFs)• Emergency Response Funds (ERFs)

Appeals:• Consolidated Appeals• Flash Appeals

All funding information is recorded in theFinancial Tracking Service (FTS) database

Credit: Timothy Allen

What is the Humanitarian Community?

OCHA

25%

25%

50%

United Nations Red Cross/Red CrescentNGO

United Nations 25%

Red Cros

s/Red Crescent25%

NGO50%

A wide group of civilian actors, national or international, UN or non-UN, Governmental or non-governmental who have a

commitment to humanitarian principles and are engaged in humanitarian activities.

The Humanitarian Community

OCHA

UN Agencies

OCHA

UN Agencies, Offices and Programs

WHOUN World Health Organization

OHCHRUN Office of the High Commissioner for Human Rights

UNFPAUN Population Fund

OCHAOffice for the Coordination of Humanitarian Affairs

UNDSSUN Dept. of Safety & Security

UNHCRUN High Commissioner for Refugees

UNICEFUN Children’s Fund

WFPUN World Food Programme

UNDPUN Development Programme (RC/HC heads UNCT)

(UNDAC team, CMCoord Officer)

The‘Big 5’

United Nations DevelopmentProgramme (UNDP)

World FoodProgramme(WFP)

United Nations High Commissionerfor Refugees(UNHCR)

World HealthOrganisation(WHO)

United NationsChildren’sFund (UNICEF)

20

United Nations High Commissionerfor Refugees (UNHCR)

Mandate UNHCR’s Statute (1950):

“…to provide, on a non-political and humanitarian basis, international protection to refugees and to seek permanent solutions for them, until the refugee problem is solved.”

[The final clause was added in 2003 by General Assembly resolution 58/153]

21

United Nations High Commissionerfor Refugees (UNHCR)

UNHCR has a staff of approx. 6,650 people in more than 110 countries assisting 34.4 million uprooted or stateless people.

It leads and coordinates action to safeguard the rights and well-being of refugees, returnees, internally displaced persons (IDP) and stateless persons.

UNHCR works with approx. 687 NGO partners throughout the world.

Global cluster lead for: Protection Emergency Shelter (with IFRC) Camp Management and Coordination (with

IOM)22

United Nations Children’s Fund (UNICEF)

Mandateo Created by the UN General Assembly in 1946 to:

“…[A]dvocate for the protection of children's rights, to help meet their basic needs and to expand their opportunities

to reach their full potential.”

This mandate was extended indefinitely by the General Assembly in 1953.

• 7,200 staff in the field in more than 126 countries• Highly decentralized authority given to country offices• Global cluster lead for:

Nutrition Sanitation, Water and Hygiene Education (with Save the Children) 23

World Health Organization(WHO)

MandateEstablished in 1948, the foundation for WHO’s work in the area of disaster preparedness and response was laid down in Article 2 of the WHO constitution, which charges the Organization to:“…furnish appropriate technical assistance and, in emergencies, necessary aid upon the request or acceptance of Governments”.

Provides leadership on global health matters, shapes the health research agenda, set norms and standards, provides technical support to countries and monitors and assesses health trends.

WHO employs 8,500 people in 147 countries. Currently has approx. 80 partnerships with NGOs, foundations and the

pharmaceutical industry. It operates in a decentralised manner:

HQ sets policy, strategy and guidelines6 regional offices represent the front line for decision and intervention

Global cluster lead for: Health 24

United Nations Development Programme (UNDP)

MandateEstablished in 1965, UNDP is the UN’s global development network, advocating for change and connecting countries to knowledge, experience and resources to help people build a better life.

UNDP has presence in 177 countries. Helps countries build and share solutions to the challenges of:

Democratic Governance Poverty Reduction Crisis Prevention and Recovery Environment and Energy Gender Empowerment, HIV/AIDS

Supports Resident Coordinator (RC) offices Global cluster lead for: Early Recovery

25

World Food Programme (WFP)

Mandate/Mission Statement

Established in 1961 after the 1960 Food and Agriculture Conference. In 1994, WFP was the first UN organisation to adopt a mission statement, which says:

“The policies governing the use of WFP food aid must be orientedtowards the objective of eradicating hunger and poverty. The ultimate objective of food aid

should be the elimination of the need for food aid.”

26

Delivers approx. 4.6 million metric tonnes of food assistance to 109.2 million people in 75 countries annually

Employs approx. 12,390 people

Role in emergency response: Food aid Logistics coordination, services, support and infrastructure to

the humanitarian community Emergency telecommunications coordination, services and

equipment (with UNICEF) Global cluster lead for: Logistics, Emergency

Telecommunications, Food Security (with FAO)

WFP LOGISTICS

The United Nations Humanitarian Response Depot Network (UNHRD) is managed by the United Nations World Food Programme (WFP)

Depots are located in:Europe (Brindisi / Italy)Africa (Accra / Ghana)

Middle East (Dubai / UAE)South East Asia (Subang / Malaysia)

Latin America (Panama City / Panama)

Humanitarian Response Depot (UNHRD)

Shipping

More than half of WFP’s food is transported by sea during

its journey to final destination, making

ocean transportation a crucial link in WFP’s supply

chain.

WFP has on any given day 30 ships at sea, carrying

critical humanitarian assistance for distribution in

more than 70 countries – moving cargoes from 60 load ports to 75 discharge ports

across five continents..

Surface transport

On any given day, WFP has approximately 5,000 trucks on the road – making land transport the most common form of WFP’s logistical line.

UN Humanitarian Air Service (UNHAS)

As of 18 1500W Sep 12

The Logistics Cluster

www.logcluster.org

What does the Logistics Cluster do? - Field

• Prioritize logistics interventions• Collect/share information

• Port & corridor coordination• Transporters & rates• Custom & exemptions• Equipment supplier information

• Provision of common logistics services: • Air services through UNHAS; • Transport fleet (trucks, boats)• Warehousing• Cargo tracking (RITA)

• Advocacy and resource mobilization for logistics initiatives

Logistics Capacity Assessment (LCA)

• LCA is a long-standing tool of WFP Logistics.

• Since 2008, it has provided important logistics information relevant to Logistics Cluster partners and the Humanitarian Community and is shared as an interagency tool via the Logistics Cluster website.

Logistics Cluster – Concept of Operations

Logistics Cluster Coordination2 cells; Port-au-Prince and Santo

Domingo. Coordination meetings: UN organizations, military responders, &

+ 170 organizations

Interagency storage: 37 organizations

have used interagency storage

in PAP

Customs and border crossing:

Facilitation & coordination with authorities Jimaní/

Malpasse border crossing point

Negotiation of four month customs taxes exemption

for all relief cargo in transit for Haiti arriving in

Dominican Republic.

Civil Military coordination: Liaison and coordination with the different

military actors involved in the relief effort for the use of available

military assets (MINUSTAH, US, Canadian, British and French

Military amongst others.)

Staging areas and transit hubs: 2 main

staging areas - S Domingo & PaP

airport. 7 transit hubs, used by + 20

organizations.

Shipping: 2 vessels with derrick for containers and/or roll on-roll off

capabilities chartered for deliveries to inaccessible coastal areas.

Air operations7,300 passengers from + 250 UN Agencies, NGOs, governments &

media. Helicopter; assessment missions to

90 isolated villages & delivery of 650mt (medicines, food, & tents).

Surface transport: 1,183 trucks dispatched:

• 4,664mt of food;• 43,100m³ other relief

commodities for 82 different organizations.

Truck fleet managed by Handicap International/Atlas Logistique; 82 organizations

utilised the common transport service. so far

transported >3,000 m3 relief items for 43 humanitarian

organizations

Logistics Cluster – HAITI

39

IOM is the leading international organization for migration with a programme budget for 2012 exceeding USD 1.3 billion, funding over 2,700 active programmes and more than 7,800 staff members serving in more than 450 field offices in more than a hundred countries.

Non-Governmental Organizations

• NGOs are not part of:– Any government, – The UN, or– The Red Cross/Red Crescent Movement;

• Private humanitarian organizations established by individual charters;• Diverse in size, structure, motive, resources, function & mission;• National or international; secular or faith-based;• Funded by grants or private donations;• Essential to humanitarian operations:

– Implementing partners for UN and donor government projects;– One of the first responders to arrive, last to leave; &– Primary “on-the-ground” humanitarian actors.

40

Red Cross Red Crescent

Movement

OCHA

The Red Cross and Red Crescent Movement comprises nearly 100 million members, volunteers and supporters.

OCHA

www.ifrc.orgSaving lives, changing minds.

Welcome tothe IFRCIFRC

RCRC Movement

National Societies (189 en 2013)

International Federation of Red Cross and Red Crescent Societies

The International Committee

of the Red Cross

The core activities of the ICRC are to:

visit detaineesprotect civilians

safeguard healthcarebuild respect for the law

www.ifrc.orgSaving lives, changing minds.

Welcome tothe IFRC

The IFRC focuses on three key areas:1. disaster response and recovery2. development3. promoting social inclusion and

peace

Humanitarian Principles HUMANITY

• Human suffering must be addressed wherever it is found,

with particular attention to the

most vulnerable in the population, such as children, women and the elderly. The dignity and rights of all victims must be

respected and protected

NEUTRALITY

• Humanitarian assistance

must be provided without

engaging in hostilities or

taking sides in controversies of a political, religious or ideological

nature.

INDEPENDENCE • Humanitarian action must be autonomous from the political, economic, military or other objectives that any actor may hold with regard to areas where

humanitarian action is being implemented

46/182 Guiding Principles

Humanitarian Coordination Architecture

PART II

The Emergency Relief Coordinator

OCHA

The Emergency Relief Coordinator (ERC) / Under-Secretary General for Humanitarian Affairs (USG)

The ERC is the Head of OCHA and is mandated by UN General Assembly Resolution 46/182 to: Process requests from Member States for emergency

assistance Mobilize and coordinate international emergency relief

capacity Negotiate access to populations in need of assistance Responsible for early warning, inter-agency needs

assessments and keeping the international community informed

Chair the Inter-Agency Standing Committee (IASC) Manage the network of Humanitarian Coordinators (HC) Promote a smooth transition from relief to recovery in

emergency response49

______________________________________________________________________ CMCS / Emergency Services Branch / OCHA 50

Valerie Amos

WB

IOM

UNDP

UNHCRWHO NGOs

RC/RC

OHCHR

UNFPA

UNICEFWFP

ERC

Under-Secretary-General (USG) for Humanitarian Affairs

Emergency Relief Coordinator (ERC)

SG Ban Ki-moon

USG USG USG USG USG

IASC / ECHA

OCHA / DPA / DPKO

The Inter Agency Standing Committee

OCHA

The IASC is the primary mechanism for interagency coordination, advocacy and policy development.

The IASC membership includes:

Full Members Standing Invitees

OCHA

OCHA

In 1991 GA 46/182 established how the system was to

be constructed including

Two reviews of the humanitarian system took place in 2005 and 2011, and led to fundamental reforms focusing on:

• predictability • accountability • leadership• partnership

OCHA

What is the Cluster Approach?

OCHA

The Cluster Approach is designed to provide:

Predictability, Accountability

and Partnership in all response

sectors

Better support for national-led response tools

Common standards and tools

58

Four main groups participate in clusters: 1. UN agencies 2. Bilateral

organizations3. Government entities 4. NGOs (national and

international)

OCHA

What benefits do Clusters bring?

1. predictable leadership 2. accountability of

operational partners 3. enhanced partnerships on

the ground4. improved field coordination

OCHA

Clusters should be activated in an emergency when there is:

1. a humanitarian need2. a lack of coordination

capacity3. operational complexity 4. need for improved

emergency response

OCHA

De-activation of clusters is a decision to stand-down one or several clusters because:

1. either the cluster has transferred responsibility for delivery and capacities to national and/or development partners

2. humanitarian needs in a particular sector have sharply decreased or ceased

3. when the criteria applied to activate a cluster no longer apply

OCHA

Global Cluster Leads

OCHA

The Responsibilities of Global Cluster Leads

Normative- Standard setting and consolidation of

best practice

Build response capacity- Training and system development at

local, regional and international levels- Surge capacity and standby rosters- Material stockpiles

Operational support- Emergency Preparedness- Advocacy and resource mobilisation

Credit: INTERNEWS 66

Logistics

WFP

Nutrition

UNICEF

Emergency Shelter

UNHCR & IFRC

Camp Coordination& Camp Management

UNHCR & IOM

Health

WHO

Protection

UNHCR

Food Security

FAO & WFP

Emergency Telecommunications

WFP

Education

UNICEF & SC

Water, Sanitation& Hygiene (WaSH)

UNICEF

Early Recovery

UNDP

Cluster Leads at the Global Level

Coordination at Country Level

OCHA

Coordination structure in a Natural Disasterin a peacetime situation

Humanitarian Country Team (HCT)

Emergency Relief Coordinator (ERC)

UNCT

Plus other UN programmes, funds, Specialised Agencies and IOM

International and local NGOs

Red Cross Movement (ICRC, IFRC)

Other organisations with operational relevance (OOWORs)

Clusters

Resident Coordinator (RC) / Humanitarian Coordinator (HC)

70

The HCT agrees on common strategic issues related to humanitarian action in-country, including:

1. setting common objectives and priorities

2. developing strategic plans and policies

3. agreeing on the establishment of clusters

OCHA

The Cluster Lead Agency (country level) is agreed in consultation with the

HCT and based on the agencies’ coordination

capacity.

OCHA

A “cluster lead agency” at country level formally commits to take responsibility for the leadership, coordination and facilitation of a particular sector or technical area.

For example:

1. WHO - Health2. UNICEF/Save the Children -

Education

OCHA

• A “cluster lead” acts as the ‘provider of last resort’.

• Where there are critical gaps in humanitarian response, cluster leads call on all relevant humanitarian partners to address these.

• If this fails, then the cluster lead as ‘provider of last resort’ may need to commit itself to filling the gap.

• The ‘provider of last resort’ represents a commitment of cluster leads to ensure an adequate and appropriate response .

OCHA

CO

MPL

EX E

MER

GEN

CY

The Inter-Agency Standing Committee (IASC) defines a ‘complex emergency’ as:

“[A] humanitarian crisis in a country, region, or society where there is a total or considerable breakdown of authority resulting from internal or external conflict and which requires an international response that goes beyond the mandate or capacity of any single

agency and/or the on-going UN country programme.”

Pre-2008 UN Missions

Special Representative of the Secretary General (SRSG)

Humanitarian Country Team (HCT)

UNCT

Plus other UN programmes, funds, Specialised Agencies and IOM

International and local NGOs

Red Cross Movement (ICRC, IFRC)

OOWORs

Executive Committee (delegates from Member

States)

Military component

Police/Civilian component

Deputy SRSG

Resident / Humanitarian Coordinator

High Commissioner for Refugees

Cooperative Relationship

78

Integrated UN Presence

• SG’s decision of June 2008 endorsing the recommendations of the UN Policy Committee Meeting concerning integration:

“Any context in which the United Nations has a multidimensional peacekeeping operations or political mission in addition to the

United Nations Country Team”.

• Integrated UN Presence lead by an SRSG

• DPKO or DPA in lead depending whether it includes a multidimensional peacekeeping operation or a political mission

79

Two feet outMinimal structural and

organizational integrationExceptional circumstances;

in highly unstable situations with extremely volatile political and security conditions and/or perception issues

No DSRSG/RC/HCOCHA Field office outside

the missionOCHA’s role to ensure

strategy, planning, roles and communications are coordinated

Relationship between HC / SRSG defined in SG’s note of guidance of 2000

Resident/ Humanitaria

n Coordinator

IntegratedUN

PresenceMissionUNICEF

UNDPWHO

NGOCommunity Red Cross

Movement

UNHCRWFP

OCHA

Beneficiaries

Donors

One foot in / One foot outOCHA’s default position, suitable

in the majority of countries emerging from crisis

HC inside the mission, combined DSRSG/RC/HC

Identifiable OCHA Field Office outside the mission structure, no physical collocation

Autonomy from political and security activities of the mission

OCHA maintains its own administration and resources

Relationship between HC / SRSG defined in SG’s note of guidance of 2006

SG Decision on Integration (2008): scope of integration and requirement for an Integrated Strategic Framework (ISF)

Integrated Assessment and Planning Policy (2013): 4 simple minimum and mandatory requirements for UN-wide planning (not just mission planning)

DSRSG/RC/HC

IntegratedUN

PresenceMissionUNICEF

UNHCRWFPUNDP

WHO

NGOCommunity Red Cross

Movement

OCHA

Beneficiaries

Donors

Two feet in

Full structural and organizational integration

Exceptional circumstances; stable post-conflict settings

DSRSG/RC/HC, HC inside the mission or phased out (DSRSG/RC)

No OCHA field office but OCHA field presence based in the RC’s office

Relationship between HC / SRSG defined in SG’s note of guidance of 2006

IntegratedUN

PresenceMissionUNICEF

UNDPWHO

NGO Community Red Cross

Movement

UNHCRWFP OCHA field

presence in RC office

DSRSG/RC/HC

Beneficiaries

Donors

83

Humanitarian Country Team (HCT)

Emergency Relief Coordinator (ERC)

UNCT International and local NGOs

Red Cross Movement (ICRC, IFRC, NS)

Other organisations with operational relevance (OOWOR)

Clusters

Resident Coordinator (RC)

The Triple-Hatted DSRSG

And other UN programmes, Funds, Specialised agencies, IOM, etc.

Humanitarian Coordinator (HC)DSRSG

UN DOCOSRSG

Coordination Structure in a Complex Emergency situation with an Integrated UN Mission

84

Special Representative of the Secretary General (SRSG)

Military component

Civilian component

Deputy SRSG

UNCT

Clusters

Police component

Integrated UN Mission

International/local NGOsRCM, OOWORs

HCT

ERC

RCHC DSRSG

UN DOCO

COOPERATION COEXISTENCE

HUM

MIL

HUM

MIL

LO

LO

HUM

MIL

LO

LO

HUM

MIL

UN-CMCOORD

Co-Location Liaison Exchange Limited Liaison Interlocutor

UN-CMCoord focuses on

improving the effectiveness and efficiency of the combined efforts

UN-CMCoord focuses on minimizing

competition and de-confliction

Coordination(essential dialogue and interaction)

UN-CMCoord basic strategy ranges from Co-existence to Cooperation. In either side of the spectrum and in between, COORDINATION is necessary in order to

protect and promote humanitarian principles, avoid competition and minimize inconsistency

Peace Time Deployment Peace Keeping Peace enforcement Combat

UN-CMCoord Strategy, Methods & Structures

Liaison: Co-location

Co-location is one form of humanitarian civil-military coordination and often used in disaster response operations.

HUM

MIL

Co-Location

HAITI CASE STUDYJoint Operations

and Tasking Centre (JOTC), established

by MINUSTAH in partnership with

OCHA

HAIYAN CASE STUDY

The liaison strategy set up in Roxas for

the Haiyan response was Co-location

STRATEGY OF COOPERATION

OCHA

Liaison: Liaison Officers Exchange

Exchange of Liaison Officers between military and civilian actors is practiced at both the strategic and the operational level.

Bilateral embassies and political missions have often military advisors within their establishments.

HUM

MIL

LO

LO

Liaison ExchangeSTRATEGY OF COOPERATION

OCHA

Liaison: Liaison Visits

Experience in complex emergencies has shown that visiting military forces on a case –by-case bases has been the preferred arrangement.

Traditionally, many related activities are carried out on an ad-hoc basis.

HUM

MIL

LO

LO

Limited LiaisonSTRATEGY OF CO-EXISTENCE

OCHA

Liaison: Interlocutor

Working with a third party is another way of interaction between military and humanitarian actors.

Although in most situations not a preferred option from a military point of view, it is often the only option to preserve humanitarian principles.

Most commonly, this type of interaction is used to convey messages amongst diverse actors in complex emergency.

HUM

MIL

Interlocutor

CMCOORD

STRATEGY OF CO-EXISTENCE

OCHA

Operational Liaison Arrangements for Humanitarian Civil-Military Coordination

OCHA

Hai

ti 20

10

Paki

stan

Ear

thqu

ake

2005

Mal

i 201

3

Paki

stan

Flo

ods 2

010

Lib

ya 2

011

Indo

nesi

a –

Ace

h 20

04

Leb

anon

200

6

Mya

nmar

200

8

Moz

ambi

que

2000

/200

1

Afg

hani

stan

- 20

01Ir

aq- 2

003

Phili

ppin

es 2

013

LiaisonExchange

(secondment)

Liaison visits

Co-location Conduit or interlocutor

Limited Liaison

Cen

tral

Afr

ican

Rep

ublic

201

4

The Transformative AgendaPART III

OCHA

“In December 2011, the IASC adopted the Transformative Agenda. It focuses on three key areas: better leadership,

improved accountability to all ourstakeholders and improved

coordination. The impact of these changes, which we are now introducing,

will be more lives saved, faster.”

• -Valerie Amos, Emergency Relief Coordinator and Chair

of the Inter-Agency Standing Committee

OCHA

OCHA

Level 3 EmergenciesExceptional in:

OCHA

OCHA

OCHA

Learning Outcomes

At the end of the session

participants will….

KNOW ABOUT OCHA AND ITS

FIVE CORE FIUNCTIONS

EXPLAIN THE THREE PILLARS OF THE

TRANSFORMATIVE AGENDA

OUTLINE THE ROLES AND RESPONSIBILITIES OF KEY HUMANITARIAN ACTORS

DESCRIBE THE CLUSTER SYSTEM AT GLOBAL

AND COUNTRY LEVEL

Questions?