INTERAGENCY HUMANITARIAN COORDINATION IN PEACE OPERATIONS

1. INTERAGENCY HUMANITARIAN COORDINATION IN PEACE OPERATIONS Col (Ret) Peter Leentjes Center of Excellence in Disaster Management and Humanitarian Assistance

2. New Realities in Complex Contingencies • Increasing demand for coherence in multidimensional interventions • Increasing donor government involvement in practical work of agencies and decision making terms • Increased and more frequent military presence in essentially humanitarian activities • New frameworks guide the nature of the intervention and the relationships between component organizations • Focus towards political and security oriented ends • Focus on sustainable peace

3. The Requirement • Manage both the relationship and the separateness of the political / humanitarian community. • Understand the civil-military interface is extremely dynamic and there is no one model • Realize that the coordination structures will remain context dependent Stuart Gordon, Royal Military Academy Sandhurst, 2001

4. OUTLINE • The players in humanitarian operations • Model for civil – military operations • Some principles • If time permits – some perception issues and lessons learned

5. The Players in the Complex Emergency MILITARY OPERATIONS SUPPORT OPERATIONS POLITICAL LIFE SAVING LIFE SUPPORT ECONOMIC & SOCIAL MILITARY CRISIS STABILISATION CIVILIAN 10 years

6. SRSG – Head of Mission – a political diplomatic figure DSRSG – Head of UN programs in Country International Political Staff – support the SRSG Election Monitors – drawn from trusted observers world-wide The Players: Political/Diplomatic

7. United Nations UNOCHA UNHCR UNICEF WFP WHO International/Non-Governmental ICRC Red Cross/Red Crescent CARE MSF The Players: Civilian Organizations • Host Nation • Government • Regional/Local authority • Tribal / traditional leaders • Business • Victims • Donors • Governments • Foreign vs. Individual • Religious

8. United Nations: Lead Agency • Autonomous and independent of the Secretary General or the General Assembly • Lead agency is assigned by Secretary General: • Prior to complex emergencies: UNDP • Bosnia: UNHCR • African drought: WFP • Sudan/Kurdish Crisis: UNICEF • Angola: UNDHA • Somalia: no lead agency • Rwanda: UNHCR • E. Timor: UNOCHA

9. United Nations: Coordination • UNOCHA - designated as the coordinator for the humanitarian assistance but has no authority over the agencies • single focal point of contact for humanitarian assistance in an emergency • information • funding • accreditation • has coordination role with NGOs/IOs

10. Non-Governmental Organizations Broad definition: • Every organization in society which is not part of government, and which operates in civil society Four defining characteristics: 1. Voluntary 2. Independent 3. Not-for-profit 4. Not self-serving in aims and related values

11. NGO Facts and Figures • International orgs deliver 80 % of all aid • NGOs deliver large volumes of aid per year – 20 % of total • 7500 registered NGOs / 20,000 exist • 90 % of all NGO delivered aid is delivered by 30 large NGOs

12. BASIC STRUCTURE PEACEKEEPING MISSIONS Special Representative of the Secretary-General Deputy SRSG Human Rights Force Commander Head Civilian Police Component Head Election Component Head Humanitarian Assistance Component Chief Military Observer Chief Administrative Officer Lead Agency

13. Civil-Military Coordination Model Country AMBASSADOR Governmental Humanitarian Support Policy & Coordination Level Host Nation Combined Force Coord/Policy Humanitarian Coordinator LEAD AGENCY JOC HOC CMCC Battalion/ Region CMCC REGION Field Operational Level Battalion/ Region CMCC REGION Battalion/ Region CMCC REGION Battalion/ Region CMCC

14. Humanitarians Seek From the Military • Security – environment, for personnel, convoys & facilities • Reaction forces to assist personnel in danger • Access to military ports, airfields and facilities • Communications • Transportation assets • Emergency medical support & evacuation • Emergency infrastructure repairs • Information

15. Humanitarians Provide to the Military • Humanitarian work that supports the achievement of the force mission • Trained and experienced personnel • A multiplier effect which allows the Commander to use resources for other missions • Increased security as needs of the population are met • A vital source of information and contacts

16. REMEMBER! • There are those agencies and NGOs that will never work with the Military • However they remain very interested in what is happening. • They derive benefits from the established humanitarian / military coordination and link indirectly into the system established

17. Principles for Provision of Support • The decision to support any humanitarian activity is a command decision based on: • Achieving the force mission • Ensuring force protection • Supporting end state & exit strategy • Meeting political factors deriving from the mandate • Meeting measures of effectiveness

18. Principles for Provision of Support • Last resort – which means all civilian / humanitarian alternatives have been exhausted • Unique capability – which means no appropriate civilian humanitarian resources exist which can do the task • Timeliness – the urgency demands immediate action • Maintain clear humanitarian direction in the use of the assets

19. APPROVAL - REQUESTS FOR ASSISTANCE • Need to confirm legitimacy of the demand • Is the support necessary or already being provided by someone else • What is the priority in relation to other demands • This process is best done outside the military - it does not have the capacity • Use the UN/IO/NGO interface

20. Key Measures to Ensure Effectiveness • Clarity of Mission • Joint Planning • Establishment of a Coordinating Center • Ability to adjust Organizations • Designation of Standby Capacities • Joint Exercises and Training

22. PERCEPTIONS

23. Political/Diplomatic • Civilian Administrators • International Staff • Mission Staff • Local Employees • Contractors • NGO Personnel • Humanitarians • UN Agencies • Governmental Orgs • Human Rights • UN / Other • Civilian Police • Election Officials Military

24. Commanders • Staff Officers • Headquarters • Contingents • Units • Military Observers • International Units • Military Police • Support Structures • Logistics • Transport • Financial • External Military • Airlift CIVILIANS

25. COORDINATING ISSUES • Early Agreement on Responsibilities • Familiarization with Mission and Responsibilities • Common AORs • Establishing Communications Protocols • Liaison • Joint Operations and Information • Interagency Meetings

26. Allstan A B C G F J I D K H E D Administrative Area

27. Allstan Humanitarian Responsibility

28. Allstan 1 4 2 3 2 Military Sectors

29. Allstan 2 1 3 4 Police Sectors 4

30. Allstan

31. LESSONS LEARNED • Successful Civilian-Military operations must start with the same mission • vision and goals need to be established • the context of the mission must be understood • Decisions are made through discussion • military are often in a supporting role

32. LESSONS LEARNED - cont • Success depends on the good will and desire of the players on the ground to make the mission work. • developing understanding • willingness to be educated • quality of leadership is the key

33. LESSONS LEARNED - cont • Develop a joint strategy to prevent being manipulated on the ground. • consensus opinion on how to proceed • do not strip individual agencies of their independence and autonomy

34. LESSONS LEARNED - cont • The Operation will constantly change • leaders collate and direct the changes • technical experts provide input • establish what is doable • the analysis will continue to change

35. LESSONS LEARNED - cont • Agree on common operating procedures • who is in charge in certain situations • How you will pass and accept requests for assistance