International Assistance

1. International Assistance

2. Donors UN NGOs Government International Donors Industry UN System NATO Humanitarian Imperative NGOs Media CARE Community groups

3. International Assistance UNHCR unicef WFP FAO IFRC WHO 181 / 192

4. Humanitarian Assistance • Action taken to ameliorate human suffering during a humanitarian emergency. Conflict of Objectives? • International Development • Action taken to improve the quality of life for deprived populations in a sustainable manner

5. NGOs

6. What defines them…? NGOs • Not for Profit • Voluntary Body • Local, National International • Narrow / Wide Issue Based What are their origins…? • Religious / Secular Institutions • Political / Social Reformers • Private • Government Backed…

7. NGOs Current Issues…? • Who controls them? • To whom are they accountable? • How ‘independent’ are they? • What difference do they make? • (Who says so? themselves? Beneficiaries?)

8. Donors The European Community Humanitarian Aid Office (ECHO)

10. Donors Potential Opportunities EU list of ‘trusted partners’ Linkage of national / state based DM planning and training initiatives to wider NGO initiatives Inter-agency co-ordination

11. Objectives of OCHA • On behalf of the Secretary General • of the United Nations to direct international • assistance for man-made emergencies and • natural disasters as an integral part of • UN strategies in promoting peace and • respect for human rights

12. UNDP Resident Representative Co-ordination of other UN Agencies in disasters On receipt of a disaster warning, UNDP Res Rep will: • Contact the host government • Alert OCHA • Convene the UN in-country DM Team • Report daily to OCHA

13. Thomas PeterDeputy Chief, Field Coordination Support SectionEmergency Services BranchOffice for the Coordination of Humanitarian AffairsPalais des Nations1211 Geneva 10Tel: + 41 22 917 3143Fax: + 41 22 917 0023E-mail: petert@un.org

14. 1. How has the role of and activity of OCHA changed in recent years in coordinating an international response for natural disasters?

15. OSOCC + Virtual OSOCC • On Site Operations and Coordination Centre (OSOCC) • Virtual OSOCC http://ocha.unog.ch/virtualosocc/(wsj5yyup15wvsznqnigz1cya)/VOLogin.aspx • International Humanitarian Partnership (IHP) • Global Disaster Alert and Coordination System (GDACS)

16. ? ? ? United Nations Disaster Assessment and Coordination (UNDAC) Initial Questions? Dogs? Specialist Equipment? Accommodation? Customs / Immigration? Transport hire? Map? Access? Point of Contact? Radios? Base data? Water? Power? Fuel? Interpreter? Guide?

17. 2. What are the challenges for the UN (OCHA) in coordinating an international response for natural disasters? • Setting up systems for timely and appropriate assistance • Understanding what the international community can offer • Understanding what the stricken country needs • Coordinating international assistance • Questions at Airport / Point of Entry • Questions at Site of Disaster • Operations Meetings • Handover

19. 3. What are the challenges facing the national authorities in coordinating international assistance during a natural disaster? • Loss of infrastructure / key personnel / equipment • Time to make impact assessment • Identification of specific assistance required • Allocating assistance to highest priority need • Coordination of activities • Maintenance of key objectives • Handover when International Assistance departs

20. What should National Disaster Management Agencies be doing in preparation for natural disasters? • Customs - specialist equipment • Liaison - escorts / guides / interpreters • Immigration - agreed lists / protocols • Protocols on market conditions • Legal aspects - criminal liability • Key focal points • Institutional memory • Active participation in training

21. The key is………….. Co-ordination

22. Government Executive and Ministries Emergency Services Representatives Country Disaster Management Team Local Office UNDMT Offices Co-opted UN Agencies NGOs Donors Others

23. Management • Management is primarily about the allocation and control of resources (material and financial) to achieve objectives. • Management requires the capability to deploy a range of techniques and skills to enhance and facilitate the planning, organisation and execution of business. • One of the resources we have is people – but we don’t ‘manage’ people we ‘lead’ them

24. Winning the Hearts and Minds of People in order to Achieve a Common Purpose • It’s about Winning and Achieving • It’s about Hearts (Emotions) and Minds (Intellect) • It’s about a Common Purpose Leadership:

25. 3 Dimensions to Leadership • Downwards – to manage and motivate our subordinates • Outwards – across organisational boundaries - to win the support and co-operation of our Peers, over whom we have no authority • Upwards – to our seniors; by being confident enough to say what we think and feel in an acceptable manner in order to gain their support and commitment.

26. COMMAND • Command is a position of authority and responsibility to which military men and women are legally appointed. • It is all about “Go on” rather than “Come on” • Leadership and management are key components to the successful exercise of Command.

27. Levels of War/Operations • Strategic –The Overall Intent or End State • Operational – The ‘Campaign’ Plan • Tactical – Series of ‘Battles’/Engagements We need Management, Leadership and Command at each Level.

28. Tame Problems • Can be complex - but there is a uni-linear solution to them • Are problems that management can (& has previously) solved • There is a correct procedure for solving them. Thus Heart Surgery is a complex but a tame problem - and so is timetabling; and the Managements problem is to engage in the appropriate process to solve the problem.

29. Wicked Problems - No Simple Solutions: • They are novel, and maybe intransigent problems, so we may well have to learn to live without a unique solution • They may be embedded in other problems – and their ‘solution’ may well generate another ‘problem’ - so they may have no right or wrong solutions - but better or worse developments • This is all about Timely Decision Making!! • Collaborative not Authoritarian Processes are often more appropriate. • They are therefore problems for leadership - not management - and the Leadership role is to ask the appropriate questions in order to address the problem.

30. Critical Problems • Problems beyond Tame & Wicked • Critical Problems are for the Commander • They are often portrayed as a self-evident crisis • There is general uncertainty – with no time for discussion or dissent or worrying about ‘procedures’ • Legitimizes coercion as necessary in the circumstances for ‘public’ good • Leader’s Role is to take the required decisive action – that is to TAKE COMMAND and provide the answer to the problem, not to engage management processes or ask questions.

31. Does this situation require Management or Leadership or Command? • Management: déjà vu (seen this problem before), • Leadership: vu jàdé (never seen this problem before) • Command: The time for action is now!

32. “Just as Water retains no constant shape, so in warfare there are no constant conditions.” Sun Tzu (400-329 BC) Except the constant of ourselves