List of Annexes:
Annex A
Detailed budget
Annex B
Report by the Director-General to the Executive Board at its 113th session
Annex C
Health Action in Crises: Strategic Priorities for the World Health Organization
Annex D
WHO multi-donor Rapid Response Mechanism for emergency response
Annex E
Minimum standards of preparedness for WHO Offices
Annex F
Standards for WHO surge capacity
Annex G
Functions of Health Action in Crises at global, regional, sub-regional and country
levels
Annex H
Overall programme supervision and terms of reference for the Global Steering
Group
Annex I
Guidance on human resource management
Annex J
Inter departmental Collaboration
J.1. WHO/HAC Overview of Ongoing Programme Synergies
J.2. Functional Relationship of SEARO SDE Staff and Staff Contributions to SDE
Programmes
Annex K
Overview of inter-agency working mechanisms
Annex L
Description of WHO/HAC Training Courses
Annex A Detailed budget
(further details available upon request)
SUMMARY BUDGET FOR 2004 TO 2006 BY REGION
AFRO
Total estimated budget
8,663,070
Funding available
5,298,985
of which, WHO contribution
4,204,818
Percentage of total covered by WHO
Contribution requested from Partners
Percentage of total requested from Donors
AMRO
Total estimated budget
48.5%
3,364,086
38.8%
11,626,080
Funding available
8,431,240
of which, WHO contribution
2,782,500
Percentage of total covered by WHO
Contribution requested from Partners
Percentage of total requested from Donors
23.9%
3,194,840
27.5%
EMRO
Total estimated budget
5,861,800
Funding available
2,562,550
of which, WHO contribution
Percentage of total covered by WHO
Contribution requested from Partners
Percentage of total requested from Donors
712,426
12.2%
3,299,250
56.3%
EURO
Total estimated budget
5,871,817
Funding available
3,370,376
of which, WHO contribution
1,633,460
Percentage of total covered by WHO
Contribution requested from Partners
Percentage of total requested from Donors
27.8%
2,501,441
42.6%
SEARO
Total estimated budget
4,944,476
Funding available
1,469,319
of which, WHO contribution
Percentage of total covered by WHO
Contribution requested from Partners
Percentage of total requested from Donors
548,550
11.1%
3,475,157
70.3%
WPRO
Total estimated budget
4,312,610
Funding available
1,683,280
of which, WHO contribution
Percentage of total covered by WHO
Contribution requested from Partners
Percentage of total requested from Donors
159,000
3.7%
2,629,330
61.0%
GLOBAL-HQ
Total estimated budget
16,549,923
Funding available
10,997,489
of which, WHO contribution
Percentage of total covered by WHO
Contribution requested from Partners
Percentage of total requested from Donors
2,300,730
13.9%
5,552,434
33.5%
TOTAL
Total estimated budget
57,829,777
Funding available
33,813,239
of which, WHO contribution
12,341,484
Percentage of total covered by WHO
Contribution requested from Partners
Percentage of total requested from Donors
21.3%
24,016,538
41.5%
Annex B
Geneva, Switzerland
19 January 2004
Report by the Director-General to the Executive Board at its
113th session
Monsieur le Président, Mesdames et Messieurs les membres du Conseil exécutif, Excellences,
Mesdames et Messieurs,
Il y a un an je m'adressais à vous pour vous remercier de la confiance que vous aviez placée en moi
comme nouveau Directeur général de l'Organisation mondiale de la Santé. Beaucoup de choses se
sont passées depuis ma prise de fonction le 21 juillet dernier. Plus récemment, nous avons travaillé
avec le Gouvernement iranien à la suite du terrible tremblement de terre de Bam. Nous avons lancé
une très ambitieuse initiative pour permettre aux personnes vivant avec le SIDA d'accéder au
traitement salvateur. Et nous avons commencé une série de campagnes de vaccination dans les six
derniers pays endémiques, dans la perspective de l'éradication de la poliomyélite.
[[English version: Mr Chairman, members of the Executive Board, excellencies, ladies and
gentlemen,
The last time I addressed a session of the Executive Board was one year ago to thank you for your
confidence in me as the next Director-General of WHO. A lot has happened since I took office on
July 21. Most recently, we have been working with the Iranian Government following the terrible
earthquake in Bam. We have launched a highly ambitious initiative to get life-saving treatment to
people living with AIDS. And, we have started a series of massive immunization campaigns in the
last six endemic countries to complete the global eradication of polio.]]
The French delegation will agree that my French is improving.
There have also been celebrations to mark the 25th anniversary of the Alma-Ata Declaration on
Primary Health Care. I had the pleasure of attending these in Kazakhstan, Brazil and here, in
Geneva. They provided a great opportunity to see WHO's work in perspective, beyond our day-today tasks. It is clear that however much the world has changed since 1978, and continues to change,
the health of all people remains the guiding rationale for all of our activities.
We were fortunate to have my three predecessors at our meeting in Geneva - Dr Brundtland, Dr
Nakajima and Dr Mahler. Their many achievements over the past three decades continue to guide
our present and future work. Our Organization continues to evolve in the regions also. This is the
last meeting of the Board that Dr Uton will attend as Regional Director for South-East Asia. He will
be greatly missed.
When the WHO Representatives met here in November, to discuss our work in countries, we sensed
the real possibility of reclaiming and reinventing the vision of health for all for the specific
challenges we now face. The same potential was evident in our discussions during the retreat of the
Executive Board in Accra, so kindly hosted by Ghana.
Some of you attended the Second Consultation on Macroeconomics and Health here in October,
and the High-Level Forum on the health Millennium Development Goals earlier this month. Both
meetings have helped to clarify the urgent resource needs countries are facing, and the options for
meeting them.
But recent months have also brought shocks and disasters. During the last year, the lives and health
of around two billion people in more than fifty countries have been put at risk by a series of crises.
Some of these have been sudden and catastrophic, like the earthquake that destroyed much of the
city of Bam on 26 December. They call for a focused response to preserve the health of survivors.
The reaction of the Iranian people and their institutions was extraordinary and effective. We are
working closely with them on restoring essential services.
Other crises, such as the violent conflicts that continue to affect many people in Iraq, Liberia and
the Palestinian Territories, stay with us for much longer periods. Civilians, especially women and
children, usually suffer most, and much more from unprevented and untreated illness than from
bullets and bombs.
Then there are the crises that develop more slowly but have a profound long-term impact on
society, such as those caused by HIV/AIDS, tuberculosis and malaria, or by the epidemic of arsenic
poisoning in the Ganges delta.
The devastation caused by all three kinds of crisis can be reduced in the first place by measures of
prevention; then, where these fail, by a well-prepared response. Even as attention is focused on the
most immediate needs, however, it must turn to the repair and recovery of the systems needed in the
longer term. We are refocusing our work to become more effective in helping communities and
countries respond to health crises.
Rebuilding and strengthening health systems is the overall theme of the World Health Report for
2003, published last month. The report is subtitled "Shaping the future" and reflects the changes
now in progress in WHO as we take up the challenges of achieving the Millennium Development
Goals, maximizing disease control and tackling the global health workforce crisis. It will be
followed this May by our Report for 2004 which will focus on HIV/AIDS.
We launched our detailed strategy for reaching "3 by 5" on 1 December. It sets out the actions
needed to get three million people onto antiretroviral therapy by the end of 2005, with clear
milestones for progress. HIV/AIDS has become a disaster in many countries, and threatens to do so
in many more. The technical means exist for mitigating and preventing the devastation it is causing,
and reducing the present toll of 8000 deaths a day. The aim of the "3 by 5" strategy is to mobilize
the people and funds to make use of those means. In so doing, it will build up preventive measures.
It will also catalyse action throughout the health services that will strengthen their capacity to meet
the many and varied demands they face.
We held events in key locations around the world to launch the strategy. They were strongly
supported by our partners and received wide and favourable coverage. On World AIDS Day, I was
in Zambia, with the Chairman of the Board of the Global Fund, Secretary Thompson and his
delegation, and was delighted to see the wholehearted commitment of the local and national health
authorities there.
That was only seven weeks ago. Already thirty-one countries have appealed to WHO for support for
AIDS prevention and treatment scale-up. Seven country planning missions have been completed,
and a further thirteen will be completed by the end of February. We will be appointing the first
twenty country team leaders during the next two or three weeks. They will then set up country
support teams to help deliver the "3 by 5" target.
We have started up the AIDS Medicines and Diagnostics Service (AMDS) to assist countries in
purchasing drugs and diagnostics and improving distribution systems. Simplified treatment
guidelines have been finalized and widely disseminated. These explain the requirements for
managing antiretroviral treatment and allow for the training of large numbers of key health workers.
In all this activity, the Global Fund and UNAIDS are playing a crucial role, as well as national and
international efforts.
Meanwhile, we are in the midst of an all-out effort to complete polio eradication in the last six
endemic countries. With the health ministers of those countries, and our other main partners in this
effort, I signed a strongly-worded declaration last week on carrying out the last crucial
immunization campaigns. At this point, the stakes are higher than ever before. There is an
unprecedented opportunity for success during the coming months, with the multiple immunization
of 250 million children, mainly in India, Nigeria and Pakistan. But, there is always the danger of an
explosion of new infections in the polio-free countries, until transmission is finally broken
everywhere. We experienced the same danger in the regions now polio-free, recently in the Western
Pacific, even more recently in Europe. Complacency would be fatal for this fifteen-year, threebillion dollar effort.
Immunization activities in many countries have built up systems that can increasingly be used for
other child health activities. Reduction of child and maternal mortality rates is not only a moral and
practical necessity, but a commitment made by all countries in the Millennium Development Goals.
Eleven million children and over half a million mothers die each year from largely preventable
causes. Effective and affordable interventions exist, such as skilled attendance at birth,
immunization, breastfeeding and integrated management of childhood illnesses. We must make a
concerted effort to turn these possibilities into reality.
Our agenda items on family and reproductive health will help us outline the way forward on these
closely-related issues and will involve us in increasingly close partnerships with other parts of the
UN system, especially UNICEF and UNFPA.
At present, there are daily reports of suspected cases of SARS. So far this year, there have been just
two confirmed cases. We are also working closely with national authorities in Asia on avian
influenza surveillance and control activities. With continued vigilance globally, and with quick
concerted action on the ground, we can greatly reduce the danger of large outbreaks.
To monitor these and other potential emergencies, we are building a situation room. Officially
known as the Strategic Health Information Centre, it is a large room with the latest communications
technology, visual display systems and software, to facilitate quick and accurate decision-making
for public health. It will serve the three functions of crisis management, integrated programme
management and information dissemination. Although it is still under construction, I would like to
invite the members of the Board to a demonstration of this facility during the lunch break on
Wednesday. The situation room should be in full operation by the time of the World Health
Assembly in May.
Another vitally important part of our work against epidemics is the International Health
Regulations. Work is progressing as planned on the revision of these. Regional consultation
meetings will be held in our six regions between March and June.
The revisions reflect the many changes that have occurred in the world since the current
Regulations came into force in 1971. As globalization progresses, countries continue to become
more dependent on each other for their health and safety, and the need for closer cooperation and
coordination increases. Environmental factors play an important part in this, especially to ensure
safe food and water supplies and to prevent biological, chemical and nuclear accidents. Prevention
of road traffic accidents is another area in which much more must be done. "Road safety is no
accident" will be the slogan for World Health Day this April.
Global cooperation is also indispensable for noncommunicable disease prevention. For these
diseases, there are three very straightforward preventive measures that everyone can take when they
are properly informed and supported by sound policy. They are: avoid tobacco use, be physically
active and have a healthy diet. Since the adoption by the World Health Assembly of the Framework
Convention on Tobacco Control last May, eighty-five countries and the European Community have
signed the Convention, and five countries have ratified it. I urge all countries that have not yet
signed or ratified the Convention to do so as soon as possible. After the 40th country has ratified the
Convention it will come into force and help save millions of lives.
The questions of diet and physical activity have been of concern to some in the food industry and in
agriculture. Unlike tobacco, food is a fundamental requirement for health. The aim is to have in
place a Global Strategy on Diet, Physical Activity and Health, which sets out policy options for
governments to support good food and healthier living. As a public health community, we have for
too long neglected preventive measures for cardiovascular disease, diabetes, obesity, cancer and
other chronic diseases. It is time to act decisively, and in a spirit of positive interaction, with all the
parties concerned. These include the food industry, as well as consumer groups and the health
services.
Health systems are a key item on our agenda for the coming week. In many countries, these have
been suffering the combined effects of instability, conflict, and under-funding due, in part, to heavy
external debt. The result, especially for the poorest people, is less access to essential services,
unaffordable out-of-pocket expenses and further exposure to the diseases of poverty. This
perpetuates the cycle of poverty.
The need to strengthen national health systems is the most pressing reason for our commitment to
shifting resources to countries. This is reflected in the Programme Budget for 2004-2005. The goal
was to increase the amount of the budget allocated to countries and regions, rather than
headquarters, from 66% to 70%. We have succeeded in this in the plans outlined in the documents
for this session of the Board, and will now work hard to ensure that they are fulfilled. We are also
pressing ahead to increase this proportion to 75% for the 2006-07 biennium.
Community participation, a fundamental principle of the Alma-Ata Declaration, can be a highlyeffective means of strengthening health systems, but this also requires skilled management, reliable
information systems, and financial and political support. These are areas in which our input can
have multiple effects since, wherever health systems improve, the whole health situation can
improve. Adequately-trained and supported personnel are the key to making health systems work
for the people who need them most, and this is a major component for all our programmes.
These are just some of the practical realities by which we are turning our goals into results in
countries. I wish us all a productive and rewarding week.
Thank you.
Annex C
-Health Action in CrisesStrategic Priorities for the
World Health Organization
Discussion document
13 January 2004
WORLD HEALTH ORGANIZATION
DEPARTMENT FOR HEALTH ACTION IN CRISES
GENEVA
A
Background
A crisis is a result of systems being overwhelmed. People are exposed to a crisis when local and
national systems are unable to meet their basic needs. This is usually because the systems are
overwhelmed, either because demands increase suddenly or because the systems are breaking down
(or both). System break down may be because the underpinning institutions, such as government
ministries or local authority departments, are weakened.
Crisis resolution and prevention through system strengthening. A crisis will be resolved when
systems have been repaired and are strong enough to withstand demands. Crisis may be prevented
or mitigated if systems are developed to anticipate factors that trigger crises (such as earthquakeresistant infrastructure, or contingency planning adopted as a routine) and are resilient enough to
handle the majority of crises.
Crises may be triggered by:
§
Sudden catastrophic events - like earthquakes, hurricanes and sudden toxic spills;
§
Complex and continuing emergencies - including over 100 violent conflicts, associated
displacement and often dramatic political transformations;
§
Slow onset processes - such as the gradual breakdown of a country’s social institutions due
to economic downturn, populations affected by chemical poisoning (such as Arsenicosis in
south Asian communities), or the impact of an inflating level of a fatal disease (such as
increasing HIV prevalence, particularly in Southern Africa).
Crisis affects billions of people. As many as two billion people in more than 50 countries face
threats to health because they are at risk of being exposed to crisis conditions. They experience high
rates of suffering and death principally as a result of common illnesses made more dangerous by
crisis conditions. It will be difficult to ensure equitable development and to realize the Millennium
Development Goals if the health aspects of crises do not receive their share of attention.
Preparation for the health aspects of crises could be improved. Generally, the ability of local
and national authorities to prepare for the health aspects of crises is not as good as it could be. The
quality of national and international responses to risks to health during crises is unreliable. Too
often, vulnerable groups experience excessive suffering and deaths rates are unnecessarily high.
WHO is developing an Organization-wide strategy for Health Action in Crises. WHO’s
Member States have requested that the Organization pay increased attention to the health aspects of
crises and contribute to better crisis preparedness and more rapid response, especially within
countries. The Director-General has responded with a process for the rapid development of an
Organization-wide strategy for better Health Action in Crises (HAC), capacity-building within
HAC co-ordination units in Regional Offices and Headquarters, and the full engagement of
technical and general management departments in supporting HAC work throughout the
Organization. Funding partners want WHO to provide direction and demonstrate leadership.
B
Proposed Strategic Goal
WHO is reliable and effective in supporting communities and health stakeholders as they prepare
for, and respond to, the health aspects of acute and long-term crises so as to minimize suffering and
death and open the way to the recovery of sustainable healthy livelihoods.
C
Proposed Strategic Objectives
Within two years, WHO will have the following capacities:
1. All of WHO will have a focus on crises. All of WHO’s work and programmes will take
account of the potential for, and consequences of, people’s health being affected by crises, and
contribute to a reduction of suffering through better anticipating the possibility of crisis
conditions.
2. WHO will contribute to in-country capacity to prepare for, respond to and recover from
the health aspects of crises. The intention is to ensure that all health stakeholders make coordinated efforts to reach agreed standards for best practices through WHO Regional Office and
Headquarters groups, offering an agreed level of service to country teams so as to enable the
following tasks:
§
Help local and national systems prepare for and mitigate the potential effects of crises;
§
Mend and rehabilitate damaged systems and contribute to their recovery and
reconstruction in ways that mitigate the effects of further crises, promote health equity
and contribute to the realisation of development goals;
§
Maintain life and health when systems have failed.
Particular attention will be given to these objectives in crisis-prone settings.
3. WHO’s country teams will provide these services in ways that support national
institutions, within the overall response of the international community.
4. When demands on WHO country teams are acute, they will be able to draw on additional
“surge” capacity from WHO Regional Offices and Headquarters. This will be provided
through the time-limited deployment of WHO health crisis multidisciplinary response and
recovery teams.
D
Critical Elements of the WHO Contribution
WHO has an operational role prior to, during and after crises to ensure adequate local-level
capacity for specific functions. WHO should ensure that, within a crisis-prone and/or crisisaffected location, there is the capacity to implement best practices with regards to the health
aspects of crises, as follows:
1. Assess situations prior to or during crises, analyze assessments and anticipate future events,
develop strategies, and implement and then review crises in relation to the health aspects.
§
Obtain data, usually through others, on risks faced by people in communities prone to,
and affected by, crisis and on the health situation of those people, with an emphasis on
trends, vulnerabilities and inequities;
§
Analyse data, develop scenarios and display them via Web sites, co-ordination centres,
and Humanitarian Information Centres;
§
Assess critical areas of the health system and identify main weaknesses that affect the
capacity to address health needs and require immediate remedial action;
§
Monitor progress in responding to the crisis together with other sectors and report
results at regular intervals.
2. Ensure technical back-up for, and co-ordination of, effective preparation, mitigation, response
and recovery.
§
Be there early, engage partners, access necessary inputs, help guarantee that gaps are
filled, anticipate the possible health consequences of a crisis, help enable the resilience
of health infrastructures and systems, optimize and enhance local and national response
to crises, and be ready to call for and absorb external assistance when needed;
§
Convene actors and secure agreement on what is to be done;
§
Co-ordinate implementation of action, fill gaps as necessary and monitor who does
what;
§
Enable policy people and implementers to access technical advice, systems and wider
support as needed;
§
Have a rapid response and intervention capacity alongside other UN agencies working
in crisis, using and enhancing whatever local capacity is available as part of the
response to shattered coping systems.
3. Work effectively with, and strengthen, the systems that influence health and are implemented
via local or national institutions.
§
Convene different stakeholders, encouraging consensus on priorities and best practices,
setting standards for health action, implementing life-saving interventions, and
contributing to system repair and recovery within central and local government as well
as civil society;
§
Draw on lessons from the past, and using this expertise, prepare for, mitigate and
improve responses to future crises;
§
Contribute to the combined effort of the international humanitarian community by
implementing the above measures, thus earning the right to lead on health sector issues.
Where the capacity does not exist, WHO needs to be more proactive. WHO may need to
ensure that gaps are filled through encouraging other health actors to fulfil the role, or through
undertaking vital operations.
E
Improving WHO Performance
WHO needs to change the way in which it works, not only within HAC and EHA
departments, but within all concerned departments and units at the Country Office,
Regional Office and Headquarters levels. The following functions are critical elements of the
cross-WHO service for Health Action in Crises.
1. Ensuring effective linkages between country teams and technical programmes in
Regional Offices and Headquarters (“programme support offices”) on HAC issues.
§
This function is essential for enabling the whole of WHO to focus on the reality of
countries in crises by developing capacity, working with and through partners, and
participating in the inter-agency response to crises.
§
It improves co-operation among all departments within the Organization and facilitates
co-ordination of different technical actors in emergencies.
§
It helps all technical and administrative specialists within the Organization—and
beyond—to recognise the importance given by senior management to crisis issues and
to adopt a “can do” attitude.
2. Providing operations support for HAC before and during crises.
§
This function gives priority to ensuring that all WHO offices and crisis response teams
satisfy minimum standards of security, connectivity, transport capacity, cash handling
and administration, logistics and supplies management, co-ordination capacity, media
management and communication.
§
The function also guarantees access to satisfactory technical, administrative and logistic
personnel who are pre-trained, equipped, and supported by simplified administrative
procedures (one signature policy, revolving funds, systems for urgent money movement
and rapid mobilization of human resources).
§
The function requires a backbone of skilled people within WHO and a network of
available professionals who are ready to move on short notice, prepared to provide upto-date technical assistance within the local political and institutional context, and skilled
in crisis preparation, situation assessment, building strategic consensus around the
response, devising implementation and monitoring mechanisms, and supporting system
recovery.
3. Gathering intelligence on health in crises and learning lessons.
§
This function ensures that WHO tracks what is happening in pre-crisis and crisis
settings, monitors, analyses and evaluates progress, and learns from experience.
§
It also enables WHO to provide effective training to its own staff and those from other
organizations who are preparing for, or responding to, the health aspects of crises.
4. Maintaining effective working relationship with partners for Health Action in Crises.
§
This function leads to effective working relationships between WHO and other regional
and international groups committed to more effective health outcomes for people at risk
of, and affected by, crises.
§
It includes full participation in UN System processes—in particular, the UN Office for
the Coordination of Humanitarian Affairs (OCHA) and the Executive Committee on
Humanitarian Affairs (ECHA)—at the country and international level and effective
working relationships with NGOs (such as the Red Cross Movement) and bilateral
agencies.
§
It entails involvement with the Inter-Agency Standing Committee (IASC) and its
associated bodies, the Consolidated Appeal Process and transition issues, and close
working relations with other agencies committed to health action, particularly UNICEF.
5. Communicating HAC information to key audiences.
§
This function ensures that information is made available in ways that help different
groups (donors, development workers, NGO staff, specialists from diverse sectors, and
other stakeholders) understand the issues.
§
It also helps them appreciate the potential to achieve meaningful results and share views
through debate and discussion—in person, via video- or tele-conferences, and on the
Internet.
§
It encourages attention to crisis preparation and response issues by members of the
WHO Executive Board, WHO Regional Committees, and other international bodies.
6. Mobilizing, managing, tracking, and reporting on resources for Health Action in Crises.
§
Working within the context of the Consolidated Appeal Process, WHO will mobilize
critical resources for health, distributing these resources to national and international
bodies and across agencies as per agreed upon strategies.
§
WHO will track the onward distribution of resources, managing their utilization and
reporting on results obtained.
Annex D
WHO Multi-donor Rapid Response Mechanism for Emergency Response
1. Description
As extra-budgetary funds are almost always earmarked for specific operations and the allocation of regular
budget to this area of work is insufficient, when disasters strike, it is essential to be able to make funds
available for immediate response activities. Also, if response activities are too costly to be carried out with
existing country office funds, WHO intervention could be severely limited until specific donor contributions
come in and resources can reach the field. In order to overcome this problem, WHO is setting up a MultiDonor Emergency Revolving Fund to have ready access to immediate funding and/or other resources that
can be deployed immediately.
2. Operational Implications
2.1 Qualification
Exceptional events such as natural or man-made disasters, international conflicts, civil wars, drought,
epidemics, mass displacement, refugee crises, disease outbreaks, and all emergencies where human lives are
massively threatened will qualify for assistance.
2.2 Activation of the Fund
Decisions about the activation of the Fund and the allocation of resources for specific activities for amounts
up to and including USD 80,000 are taken by the Representative of the Director-General for Health Action in
Crises or the HAC Geneva officer in charge, based on a well-documented request from a Regional/Country
Offices, which should include a simple plan of action. WHO/HAC will inform the donors who have
contributed to the Multi-Donor Rapid Response Fund by fax or e-mail within 48 hours of activation about
the decision and the reasons that justified the decision. The plan of action provided by the Country Office
will be included in this communication. For interventions requiring an amount above USD 80,000, separate
decisions will be taken and partners will be provided with a justification.
2.3 Replenishment of the Fund
After activation of the Fund, an emergency appeal will be issued or donors contacted individually for
donations for the particular emergency. If funding is received through these appeals the amount borrowed
from the Fund will automatically be replenished from such donations. If donations are not sufficient, or are
so specific that they cannot be used to replenish the Fund (e.g. in-kind donations), an appeal for
replenishment of the Fund will be issued on an annual basis. More frequent appeals for replenishment may
be issued in cases where the remaining resources in the Fund fall below a specified critical minimum amount
(e.g. USD 150.000) at any time during the year. This appeal will also include a report on all interventions
that were carried out during the reference period with funding through the Fund and the impact this funding
had for WHO’s response capacity. If no replenishment should be required after 12 months, WHO will still
issue an annual report to participating donors.
2.4 Management and Reporting
The proper management of and reporting on the Fund is essential. All actors involved need to subscribe to a
strict set of business rules. Allocations from the Fund will be put at country and regional offices’ disposal for
limited periods of time. Any outstanding balance of the allocation at the time of completion and liquidation
of all commitments incurred in regard of the activities within the given time-frame will be returned to the
Fund and users shall submit a report and assessment findings within 30 calendar days to HQ for inclusion in
the annual report. Users also commit to approaching and briefing funding partners (actual and potential) that
are present in the country/ies in question and to undertake efforts to mobilize the resources necessary to
cover for the loan from the Fund.
Annex E
Minimum standards of preparedness for WHO Offices
Operational Implications
All WHO Country Offices should be prepared, enabled and ready to deal with a crisis. The
following aspects should be covered by a preparedness plan to be activated immediately once the
Government and the UN Country Team declare a state of emergency.
1. Operating procedures: activated automatically once the Government or the UNCT have declared
a state of emergency (Day 1)
Human resources
• Implement WHO procedures for quick recruitment of new temporary staff (APW, SSA STC etc.:
see manual)
• Reassign tasks within the office – designate technical and logistics/admin focal points and
assign secretarial/driver support
• Review overtime and leaves to ensure all staff get adequate rest
• Activate measures and mechanisms for managing staff’s stress
Administration
• Circulate a list of revised office functions (in office, to MOH and partners, to regional office
(RO) and HQ)
• Facilitate emergency visa and travel arrangements for arriving experts/surge teams
• Arrange personal and administrative support to incoming experts
• Implement WHO emergency administrative procedures (see manual)
Finance
• Arrange with HQ and RO and obtaining additional cash and budget lines for immediate
expenditures
• Implement agreed emergency financial procedures (6% programme support costs, reports and
others)
2. Information management: activated as from Day 1
Internal
• Inform RO of the event(s)
• Submit regular situation reports to RO/HQ according to agreed timing and standard formats
• Inform WHO offices in neighbouring countries if and as appropriate
• Identify information needs and set information flow policies and guidelines
• Open a special file (hard copy and e-copy in a shared folder on the server) – set up a common
email address to be used for information sharing
• Provide country profile and briefing packages to new staff, visiting experts and surge teams
• Organize/attend teleconferences
• Arrange translation services (live translation of meetings, accompany experts on visits, translate
documents (those received from MOH as well as WHO documents to share with MOH)
• Provide regular briefing and circulate updates to office staff
External
•
Support MOH in taking the lead for coordinated rapid health assessment
•
•
•
•
•
Promote consensus, organize, coordinate, participate and ensure national participation in rapid
need assessments.
Disseminate defined protocols (case definitions, formats, methodologies etc. ) and promote
their use for data collection , analysis and reporting
Translate and disseminate technical reports and guidelines
Prepare information packages and/or bulletins, etc to share with UN Agencies, NGOs, donors,
public.
Deal with media according to defined policies
3. Coordination: (on-going) activated around the crisis as from Day 1
• Establish regular contacts with emergency focal points for decision making and technical
support roles at RO and HQ
• Keep Resident/Humanitarian Coordinator and others partners informed on WHO functions,
activities and staff changes
• Take the lead in organizing international support to the MOH
• Chair and/or co-chair, and provide secretarial support to health coordination mechanisms and
meetings
• Promote set-up of donor task forces on health
• Strengthen or promote the establishment of emergency health unit at MOH liasing with other
emergency government bodies
• Make arrangements with other UN agencies and NGO for temporary loans of staff, warehouse
and office space, meeting rooms and vehicles.
4. Logistics: activated as from Day 1
• Re-arrange office space including setting up of an emergency operation room and equipped
work spaces for incoming experts
• Strengthen office ITC capacity
• Reach understanding and coordinating with RO on fast procurement procedures and cash flow
• Reach agreements on expediting or getting exemptions for national custom clearance
procedures
• Reinforce/establish warehouse capacity and supply tracking system
• Promote the implementation of drug donation guidelines
• Strengthen office transport capacity
• Establish/reinforce office emergency power supply
• Ensure stocks of emergency supplies for the office ( including fuel, water, food rations)
• In the case of epidemics, ensure supplies of PPE, vaccines and treatments for staff who may be
exposed/at risk of exposure.
5. Security : upgraded as from Day 1
• Certify that staff and premises comply with Minimum Operation Security Standards (MOSS)
requirements
• Provide security information packages for incoming experts, surge teams
• Maintain daily coordination with UN designated official for security and updating all staff
• Establish protective measures for the staff
• Consider arrangements for larger safe deposits
• Certify medical evacuation procedures
6. Decision : ( at least for sudden events) consult with partners at country level and with RO
and, at the end of Day 1, decide whether to call for surge capacity support. ( see also below,
Annex F)
-From a checklist for WHO country office in emergency developed by WHO Representative to Viet
Nam. 2003
Annex F
Standards for WHO Surge Capacity
Mobilizing regional surge capacity: performance expected in the first three months
Note: All WHO country offices must be prepared and ready to request additional surge assistance
from the RO, not later than 24 hours after the Govt or the UNCT has decided that external assistance
is needed. RO, in turn, must be instructed and empowered to mobilize the surge team not later than 24
hours after receiving the WR/CLO’s request.
The list below specifies what the WHO Country Office can expect from the surge team.
1. Logistic, Security and Administrative Support
♦
Starting no later than: on arrival of the surge team;
♦
Reaching at least: Supporting 100% of the WHO emergency activities;
♦
Producing at least: additional office facilities as needed; MOSS compliant, full participation
in I/A threat analysis and security system; security briefings for all WHO staff from day one (1) after
arrival; cash available, vehicles ready to roll, procedures for medical stabilization and evacuation;
additional recruitment and local purchases as needed; inventory and logistics in place from day ten (10)
after arrival; and
♦
With at least these characteristics: all staff security-conscious, trained and updated; office, staff
accommodation and vehicles MOSS compliant; first aid and medical stabilization kits to cover all staff;
medical evacuation for international and national guaranteed with 48 hours notice. Cash, office
equipment and procedures supportive of operations. Cash, equipment and supplies properly tracked.
Administrative and financial reports as from day 30.
♦
Duration: at least 3 months
2. Support for Coordination.
♦
Starting no later than: one (1) day from the arrival of the surge team;
♦
Reaching at least: 80% of health stakeholders;
♦
Producing at least: Identification of partners' capacities and roles; organization and secretarial
support to regular health coordination meetings involving local/national health authorities. Consensus
on the need to share information and build local capacities. Consensus on denominators and levels
of aggregation/ disaggregation for assessments, analysis and planning. Consensus on standards,
protocols, case definitions, flows of information and essential packages of health care. Health
NGO/project data base; joint plans of work and monitoring tools. Code of conduct and arbitrage
mechanism. Donor task force for health. Stronger national capacity to do the same; and
♦
With at least these characteristics: involving national/local health authorities and connecting
with UNCT. Updated WHO, WHAT, WHERE information widely disseminated; action-oriented
meeting minutes regularly produced and disseminated; health NGO/project data base easy to maintain
and update; plans easy to monitor. Essential packages addressing at least ARI, measles, diarrhoeas,
Malaria (if applicable), Reproductive Health, HIV/AIDS, malnutrition.
♦
Duration: at least 3 months
3. Support for Rapid Assessment of Priority Health Needs.
♦
Starting no later than: one (1) day from the arrival of the surge team
♦
Reaching at least: 25% of the accessible population;
♦
Producing at least: a clear map of conditions of accessibility, coverage, needs and residual
capacity of local systems. Conclusions on the nature and scope of the crisis; identification of health
and nutrition priorities; recommendations for immediate action; enough material for formulation of first
project(s) and information to stakeholders. Identification of health care delivery units/partners upon
which to build surveillance system. Stronger national and local capacities to do the same; and
♦
With at least these characteristics: assessments conducted and analysed involving national/local
health authorities and other partners, using common, or compatible, standards, protocols and case
definitions. Report to include information on health status, determinants, risks to health and
performance of health system. Reports circulated 24 hours after the completion of the assessment.
Findings easy to consolidate and update in widely-shared database. Clear health priorities formulated
and recommendations on how to meet needs while strengthening local capacities/systems.
♦
Duration: Function available whenever new areas become accessible for at least 3 months
4. Support for Public Information
♦
Starting no later than: one (1) day from the arrival of the surge team (and recognizable not later
than seven (7) days after));
♦
Reaching at least: the public, national and international operational partners, the public, the
donors, international media, if present;
♦
Producing at least: identification of most appropriate audiences, media and channels; list of
addressees; clearance procedures. Consensus with partners on key messages. Press conferences
and/or daily situation updates if needed; emergency fact sheets/public advisories from day seven (7);
weekly newsletter from day 15; monthly bulletin from day 30. Stronger national capacity to do the
same; and
♦
With at least these characteristics: Short, factual, regular, user-and media-friendly; reporting on
and reflecting the concerns and the activities of all stakeholders as well as WHO’s.
♦
Duration: 3 months
5. Support to Surveillance and Health Information System.
♦
Starting no later than: with the first assessment (and recognizable not later than seven (7) days
after));
♦
Reaching at least: 50% of the accessible population and 50% of the health care delivery units
that can generate data;
♦
Producing at least: List and map of recognized reporting units; consensus and guidelines on
threats under surveillance, case definitions, formats, timelines and flows of information; procedures and
tools (sheets, etc) to monitor the functioning of the system. Surveys where needed and feasible.
Regular updates on health threats and performance of health services. Understanding of what is
the coverage of health facilities for interpreting data. Consensus on mechanisms and procedures for
decision-making and follow-up action. Complementary information from WHO in neighbouring
countries. Stronger national and local capacities to maintain and enlarge the system; and
♦
With at least these characteristics: clearly linked to coordination and supportive of decisionmaking. Providing information on mortality, acute malnutrition and context; information on epidemicprone diseases, indicators for other emerging hazards and indicators on access to and performance of
health care delivery units. Clear format of presentation.
♦
Duration: 3 months
6. Leadership by Service
♦
Starting no later than: one (1) day from the arrival of the surge team (and recognizable not later
than seven (7) days after the first assessment));
♦
Reaching at least: 80% of health stakeholders;
♦
Producing at least: strong and visible involvement/contribution of national authorities;
Information for all international partners on national health priorities, capacities, service delivery
network/programmes and focal points. An overall vision of the public health aspects of the crisis, a
strategy to properly address them and to phase out external emergency assistance. Regular situation
reports. Re-orientation of all WHO country programmes according to the priorities identified in the
assessment and through coordination with partners. Call-down experts for specific problems; guidelines
to give away and a network of rapid communication for scientific reference and technical back-up; and
♦
With at least these characteristics: A vision that is wide enough and a strategy that is flexible
and clear enough to accommodate the concerns of all partners, as well as frequent and fast changes in
the situation. Situation reports that reflect the concerns and the activities of all operational partners.
Guidelines that are appropriate to the context (translations, etc). A standing service of technical and
scientific support that is accessible to all health partners.
♦
Duration: 3 months
7. Gaps identified and filled by WHO
♦
Starting no later than: with the first assessment and completed in 15 days;
♦
Reaching at least: 80% of accessible target population whose needs are not addressed by others;
♦
Producing at least: Where the capacity does not exist WHO needs to be proactive to ensure that
gaps are filled – through encouraging other health actors to fulfil the role, or through undertaking vital
operations itself; and
♦
With at least these characteristics: Plan of Action for WHO to fill the gaps. Working operational
arrangements, MoUs, etc. with NGOs and other health service providers to ensure full coverage of
affected population.
♦
Duration : 3 months
8. Planning and resource mobilization beyond three (3) months
♦
Starting no later than: 15 days from the first assessment;
♦
Reaching at least: 80% of health stakeholders;
♦
Producing at least: A plan for longer term support to the health sector if the crisis persists. A
strategy for the health sector including priorities for response and overall resource requirements (for
example as part of an inter-agency appeal). A plan for WHO’s longer term involvement within this
overall health sector response. This will include information on the key roles that WHO will continue to
perform and the resources required to do so: financial, human resources and material, particularly if the
capacity of country office needs continued increased capacity; and
♦
With at least these characteristics: Involving national/local health authorities and connecting
with UNCT. Involving donor representatives in country and contacts through permanent missions in
Geneva. Financial requirements for overall health sector requirements. Resource requirements for
WHO staff and operational roles.
♦
Duration: 12 months
Part II: Managerial and Administrative Notes
Description:
The standard is to ensure continuity of technical support by a team of a maximum of (six)6 members for at
least three (3) months -- within this a degree of flexibility is needed. Ideally, at least two team members must
be retained as team members throughout the three (3) months. This may be divided into an initial shorter
mission followed by a longer mission (minimum one month, but ideally up to three (3) months)).
Team profile - The SC team will be mobilized on request of WR/LO, when security conditions permit, to
support local capacity for assessment (communicable diseases, water and sanitation, nutrition) surveillance
(epidemiology and statistical data collection) and emergency coordination activities. The team members will
have been pre-identified, and support for internal re-deployment negotiated for short periods -- initially of
three (3) months, and definitely not less than one (1) month. They will have been trained, briefed and
equipped and ready for deployment within 48 hours of a request. Teams will be supported by a logistician1,
also responsible for security and with basic WHO administrative training. A public
information/communication team member will ensure dissemination of information to partners, other sectors
and through public media channels. Where necessary, IT support personnel will also be re-deployed. SC team
information will be managed via an internet-based specially designed site which will incorporate function to
support information sharing.
Operational Implications
Internal re-deployment - All EHA/HAC sub-regional and country focal points and ICT staff would be
candidates for SC teams, supplemented by RO/HQ technical department staff, identified by EHA/HAC
Regional Advisers. Sub-regional or country focal points would be mobilized to undertake first health/needs
assessment and request draw down of human resources required within 48 hours. ROs would be responsible
for completing administrative arrangements using SC funds.
Support during re-deployment - short-term rotation of staff could be negotiated to fill gaps arising during
internal re-deployment. If longer-term re-deployment is foreseen, funds would be available to recruit
replacement staff.
1
It is anticipated that the Logistician will have a key role in facilitating the team's functions and providing additional support to the WR/LO. It may
therefore be strategic to immediately recruit from the external roster of primed candidates to ensure continuity.
Funding/Cash - SC funds will be pre-positioned at RO level and topped up from HQ as required. Experience
shows that cash can be required to support SC teams' work (supplies, fuel, incentives) and procedures will be
set up to ensure availability also via SC funds.
SC team information - An internet site is being established at HAC/HQ level for global use. It would contain
details of the regional SC teams, contact details, training schedules, important regional early-warning
information, links to country profiles as well as basic administrative and personnel information. "How to do"
instructions will be posted and there will be the ability to download necessary templates.
Location /number of teams - for discussion. It is proposed that AFRO region identifies two teams and other
regions identify one team for re-deployment. The skills-mix would be ensured at regional level and agreement
reached with supervisors for terms of release for internal re-deployment. As a contingency for absences
which preclude mobilization, SC team members could be loaned to other regions or draw on external
resources.
Identifying external resources - Initial identification of candidates would be the responsibility of EHA/HAC
staff globally. Persons with minimum qualifications and appropriate technical expertise and regional
experience would be registered by EHA/HAC staff on the internet site, where a lightweight tailor-made roster
system will be established to which all EHA/HAC staff would have coded access. Clearance procedures may
be put in place at regional level, if desired, to ensure profiles meeting minimum requirements are available.
Mechanisms for the release of candidates from collaborating centres, such as CDC and EPIET and SMI will
be used to further strengthen the pool of external candidates.
APWs and retainers - Engaging a number of key external people who can achieve release from present
duties at short notice on a "fidelity APW" will be pursued.
Terms of reference - Generic terms of reference will be established for each of the different functions of the
SC teams based on standards for surge capacity. These will be available on the SC internet site.
Training - a separate paper will be developed on training aspects of SC.
Establishing surge Capacity teams
Initially six teams will be piloted, trained and ready for mobilization
1. Three teams will be designated Rapid Response Teams (RR);
2. Three teams will be identified as Interim Support Team (IS); and
3. One team will be envisaged which will deliver Sustainable Support Team (SS)2.
Two Rapid Response Teams (RR) will be ready for mobilization by March 2004 through arrangements
agreed for internal deployment of WHO staff.
Remaining RR Team, IS Teams and SS Teams will be identified and preparatory work will commence in
April 2004 when the HAC/HQ Induction Briefing will take place in Geneva. It is hoped that most teams will
be in place and ready to be mobilized by third quarter 2004.
Methodology for internal mobilization
1. Regional Offices and HAC/HQ would nominate technical staff for the Rapid Response teams providing
CVs to HAC/HQ;
2. HAC/HQ will gather nominations and make proposals for regional and global teams and disseminate
planned teams; and
2
The availability of specialists from the Global roster will dictate the personnel and there will be one
to three (1-3) months to complete recruitment of this team.
3. HAC/HQ will locate on its website an area under password, where surge capacity planning and information
on teams available, training, etc. will be accessible by RO and HQ.
Methodology for external mobilization
1. Regional Offices and HAC/HQ would nominate appraised external candidates for the Interim Support
teams and Sustainable Support teams providing CVs to HAC/HQ;
2. HAC/HQ will investigate and identify possible sources of external candidates from collaborating centres,
such as Centre for Disease Control (CDC), European Programme for Intervention Epidemiology Training
(EPIET), Swedish Institute for Infectious Disease Control (SMI), etc. to develop a global web roster;
3. HAC/HQ and Regional Offices will identify sources for recruitment of consultants e.g. International Health
Exchange (IHE), accessing numerous candidate databases such as DBM, entering into already established
WHO networking agreements such as Proctor & Gamble for Communications personnel.
Annex G
Functions of Health Action in Crises at
Global, Regional, Sub-Regional and Country Levels
GENERAL PURPOSE
WHO/HAC Function
Management Board:
( senior staff in ROs and HQ)
To improve the performance of WHO
in enabling all stakeholders
to better address the health dimensions of crises
for the benefit of affected communities
•
•
•
•
•
•
•
•
•
Innovate, navigate and animate HAC/EHA network
Decide on strategic direction and delegate tasks
Consolidate inputs from regions/countries
Negotiate global support
High level diplomacy
Identify strategies and action to be taken
Review progress and performances
Identify required resources and their potential sources
Allocate or reallocate resources
Programme administration and management: from HQ with regional
concurrence and support
•
•
•
•
•
Plan and manage HAC resources (staff & funds)
Negotiate and establish HAC administrative tools
Provide senior management with support on planning
Recruit and manage (FT and ST) staff for core functions, surge
capacity and/or special assignments
Financial tracking of programme implementation
OBJECTIVES 1. Effective WHO capacity in order to provide sufficient support for effective health
action before, during and after crises
Area
Preparedness
In Country Office
In Sub-regional office
In Regional office
1-To assist the official
counterpart in MOH to
develop, coordinate and
monitor a situation analysis,
including:
- vulnerability assessment
and risk analysis
- mapping of MOH and
stakeholders capacities to
respond to health risks;
2- Assist MOH in developing
a logistic plan, if required;
3- Assist in
developing/updating a
national preparedness and
disaster management
programme;
4- To liaise and collaborate
with MOH, UN agencies,
NGOs, Red Cross/Crescent
to coordinate training
workshops in public health,
nursing, water and sanitation,
first-aid and trauma, etc.;
5- Assist WR in preparing
WHO country workplan for
emergency activities;
6- Preparation of project
proposals and liaison with
partners at country level;
7- Support MOH in relevant
training activities for
preparedness; and
8- Follow up and preparation
of regular reports on
preparedness activities.
1- Prepare sub-regional
situation analysis by
consolidating country ones;
2- Supervise, assist and
coordinate activities
implemented at country level;
3- Prepare inter-country
strategies and project
proposals;
4- Finalize, clear and channel
to RO country proposals;
5- Contact with donors and
collaboration with other
partners;
6- Identify sub-regional
logistic capacity and
preposition of supplies; and
7- Finalize and send to
regional office activity and
donors reports.
1- Prepare regional situation
analysis by consolidating
country/sub-regional ones;
2- Supervise, assist and
coordinate activities
implemented at country/subregional level;
3- Prepare regional strategies
and plans, and project
proposals;
4- Finalize, clear and channel to
donor/HQ project proposals
submitted from countries and
sub-regions;
5- Contact with donors and
collaboration with other
partners;
6- Identify regional logistic
capacity and preposition of
supplies;
7- Liaise with WHO
collaborating centres and other
specialized institutions with
capacity in preparedness;
8- Organize/support relevant
training activities;
9- Development of guidelines
on disaster management and
liaise with technical units on
public health issues;
2. Global synergies through
enhanced co-ordination,
institutional knowledge and
competencies
Mostly at HQ with progressive
devolution to regional offices
•
•
•
•
•
•
•
10- Clear and dispatch activity
•
and donors reports to donors or
HQ, as relevant; and
11- Monitoring and evaluation
(programmatic and
administrative).
Source and disseminate
information on countries in
crisis or at high risk;
Identify and record earlywarning signals on
breakdown of country
structures and likely
scenarios;
Manage field
reconnaissances,
assessments, lessons
learned exercises and
evaluations to feed into
country profiles, strategies
and plans;
Maintain information base
for internal and external
clients;
Develop strategies for
attracting and investing
resources in line with
regional and global HAC
priorities;
Feed health intelligence
into capacity building and
project cycle management;
Manage CAP process and
all project development
with
internal/regional//country
partners; and
Ensure continued interdepartmental collaboration
on health issues in crises;
build awareness of specific
features, systems,
procedures, standards and
protocols
3. Prompt action through
rapid response mechanisms
From HQ in consultation and
coordination with regional
offices
•
Prepare and gear up for
acute emergencies;
•
Develop contingency plan
based on intelligence and
needs;
•
Liaise with partners to
improve and test shared
plans, systems and
procedures;
•
Develop HAC logistics
capacity globally also with
partners
(e.g. UNJLC and LSS);
•
Develop supply networks;
•
Develop kits for emergency
interventions;
•
Liaise on standard kit
content and their
development;
•
Set up and run surge
capacity: maintain roster
and arrangements; and
•
Preparatory mission and
security briefings for surge
personnel.
Response
1- Assist national health
actors in identifying public
health concerns/threats,
assess the impact and
requirements after the
disaster has occurred;
2- Develop a specific
response strategy in
collaboration with partners
and MOH (if possible) and
identify resources needed for
WHO’s intervention;
3- Assist WR on the
implementation of the internal
WHO emergency response
plan for the office;
4- To coordinate, or assist
MOH in coordinating
stakeholders
responses/interventions;
5- To participate in interagency mechanisms,
including UNDAC, UNJLC,
UNSECOORD, etc.;
6- Collect the relevant health
information;
7- Preparation of situation
reports (with adequate
frequency) and assisting WR
in the dissemination of public
health information and
concerns;
8- Initiate project proposals
on WHO’s response and be
involved in the preparation of
joint proposals for the health
sector, including involvement
in the CAP;
9- To facilitate customs
clearance and distribution of
supplies delivered by WHO;
10- To assist in-coming
technical experts in their
missions;
11- Prepare regular reports
on response activities
12- Identify policy gaps
1- To assist the country office
in responding efficiently by:
- identifying and sending
human, material and financial
resources needed in the
appropriate phase from
neighbouring countries or
regional office.
- alert the regional office on
the resources needed.
- maintain regular contact
with the country office,
travelling to the country if
necessary/possible.
- liaise with donors and
potential partners present at
sub-regional level.
2- To participate in relevant
coordination mechanisms set
up at sub-regional level.
3- To assess the impact of
the crisis on neighbouring
countries in the sub-region
and to take the appropriate
measures.
4- Finalize and send to
regional office country or subregional activity and donor
reports.
1- To assist the country/subregional office in responding
efficiently by:
- identifying and sending
financial, material and human
resources needed in the
appropriate phase from
neighbouring countries or
regional office and liaise with
technical departments in the
Regional Office and HQ.
- maintain regular contact with
the country, sub-regional office
and HQ
- liaise with donors and
potential partners in
collaboration with HQ.
2- Regularly brief regional
senior management and seek
fast track decision making
3- To participate in relevant
coordination mechanisms at
regional and global level, in
collaboration with HQ (i.e.
donors conference, CAP
presentations).
4- To assess the impact of the
crisis in neighbouring countries
in the region and to take the
appropriate measures.
5- Collecting and disseminating
information through various
means: press releases, HAC
web-site, partners meetings,
etc.
6- Clear and dispatch activity
and donors reports to donors or
HQ, as relevant.
7- Explore the capacity in other
regions when appropriate.
8- Monitoring and evaluation
(programmatic and
administrative).
•
Support regional offices in
preparing proposals for
country level
implementation
•
Ad hoc/generic project
design for resource
mobilization and liaisons
with donors
•
•
•
•
•
•
•
Liaise with GMG for
security procedures,
MOSS equipment, etc.
•
Coordinate UNDAC
collaboration
•
Activate rapid response
funds
and monitor regions and
•
countries in project
implementation: maintain
“rolling reporting” system,
identify implementation
delays/problems, maintain •
financial tracking, follow-up
on donation extensions,
ensure reporting by agreed •
deadlines
Develop strong links with
partners - UN and others –
and optimize ways in which
•
to work with them
Gather intelligence and
provide regular analyses
on partners and their areas •
of interest
Support and staff needs
assessments and surge
teams
Provide mission support for
surge teams
Liase with partners to
ensure synergy and best
concerted actions in the
field
Network with partners to
source supplies and their
delivery
Manage donor
relationships for in-kind
donations
Liaise with donors, submit
projects and follow up on
process
•
Support the development
of training capacities and
strategies for Regions
adapting global trainings
and learning material
Provide mission support to
surge capacity teams/
individuals
•
Monitor operations and
keep track of lessons
learned
•
Participate in Lessons
leaned and evaluation
exercises
Organize and conduct
learning events at global,
regional, sub-regional, and
where indicated, country
levels aimed primarily at
WHO staff and key
operational partners
Recovery
In collaboration with technical
expert from sub-region,
region or HQ:
1- Work with MOH and other
authorities in establishing the
priorities for the health
system recovery in the
framework of national
economic rehabilitation
(Ensure that evaluations on
the economic effects of the
disaster/crisis reflect
appropriately the impact on
the health sector).
2- Update human resources
and physical infrastructure
inventories in the country.
3- Assist MOH in preparing
and developing and initiating
medium term recovery plans.
4- Assist MOH in setting up
working groups to examine
and make recommendations
on the policy issues on health
care delivery, public health,
legislation, human resources,
medicines, primary health
care, etc.
5- Incorporate
recommendations in plans for
health sector recovery in the
appeals for funds.
6- Assist MOH in the
coordination with partners'
interest in recovery efforts
(i.e. World Bank, IMF,
bilateral and multilateral aid,
etc.)
7- Preparation of regular
reports on recovery activities.
1. Identify human resources
to assist country offices in all
the recovery process.
2- Prepare recovery
plans/strategies at subregional level, if required.
3- Liaise with WHO
collaborating centres and
other partners to pool
expertise/knowledge
resources.
4- Support countries’ efforts
in coordinating with partners
interest in recovery efforts
(i.e. World Bank, IMF,
bilateral and multilateral aid,
etc.).
5- Finalize and send to
regional office country reports
on recovery activities.
1. Identify human resources to
assist sub-regional or country
offices in all the recovery
process.
2- Prepare recovery
plans/strategies at sub-regional
level, if required.
3- Liaise with WHO
collaborating centres and other
partners to pool
expertise/knowledge resources.
4- Support countries’ efforts in
coordinating with partners
interest in recovery efforts (i.e.
World Bank, IMF, bilateral and
multilateral aid, etc.)
5- Clear and dispatch activity
and recovery reports to donors,
HQ, partners, press, as
relevant.
6- Draw upon and disseminate
best practices from within and
other regions to support the
recovery plan in collaboration
with all relevant technical.
7. Collaboration, if appropriate,
with other regions.
8- Developing mechanisms for
transitioning EHA/HAC
programmes into a
development framework.
9- Provide neutral and
authoritative advice on sensitive
issues.
•
Ensure WHO inputs into
training and competency
building activities of
partners: by co-designing/
reviewing curriculum;
providing resource
persons, material and
sponsoring participants.
•
Develop, test and
disseminate self-learning
material and distance
learning material for WHO
staff and partners.
•
Produce, select,
consolidate and
disseminate management
tools and best practice
guidelines for health action
in crises.
•
Assist the Regional Focal
Points to produce, adapt
and improve dissemination
of best-practices
guidelines in an interdepartmental context.
•
Liaise internally to partake
in WHO donor policy and
funding opportunities.
•
Arrange events to highlight
HAC strategy and technical
work; write statements,
issue updates on HAC
progress; develop, renew
and secure advocacy
material.
Reporting lines: sub-regional focal point: administrative supervisor in WR of location; technical supervisor is DPM. Overall
support, guidance and supervision provided by Regional focal points and Programme Manager.
Sub-regional functions: are regional responsibilities delegated to an inter-country office.
Annex H
Overall Programme Supervision and Terms of Reference
for the Global Steering Group
As one of improved monitoring and evaluation for this proposal, WHO proposes the
establishment of a Global Steering Group, as well as a Regional Steering Group, where
needed. The aim of these groups is to reinforce the monitoring of the project by joint
action and peer guidance.
Composition
The Global EHA/HAC Steering Group will be composed of the Representative of the DG
on Health Action in Crises, the Programme Manager and Regional EHA/HAC focal
points.
At the Regional level, Steering Groups will be composed of: the regional EHA/HAC
team, sub-regional focal points and country EHA focal points.
Responsibilities
Global EHA/HAC Team shall be responsible for:
1.
2.
3.
4.
5.
6.
Advice on reporting mechanism (templates, frequency, etc.);
Deciding on allocation of funds received;
Advice on best management practices;
Monitoring of EHA staff performance;
Developing fund-raising strategies; and
Advice on human resources.
Mechanisms of working
1. Regular reporting through a standard template.
- From CO (through SRO) to RO in the first year on a monthly basis, afterwards
on a quarterly basis.
- From RO to HQ in the first year on a quarterly basis, and in the second and
third year on a six-month basis.
- HQ/HAC will compile a six-month report to all stakeholders.
-
Follow existing reporting frequencies (six-month reporting) considering
that at the beginning higher frequency may be needed.
Senior regional advisor to meet at least once a year
Build in a reporting function globally
2. Face-to-face meetings.
- Meetings between country EHA team and sub regional/ regional EHA team.
For the first year, two meetings, followed by one meeting each in the subsequent
years.
-
Meetings between regional EHA FP and HQ/HAC, on a six-month basis.
Funding partners may be invited to these meeting.
3.
-
Feedback mechanism.
peer group review by country reports reviewed by fellow countries and SR/RO
peer group review of SR consolidated reports by SR FP and RO team
peer group review of RO consolidated reports by global EHA/HAC team, with
donor participation
global consolidated report sent to all stakeholders
feedback posted on internal/external website
4. Regular and ad hoc field support visits.
- SRO (RO) FP to visit country EHA teams
5. Evaluation
- End of first year and after three years, (team should consist of an external
evaluator and one person from the region/ one from another region, donor
participation)
To be developed:
- Reporting template and standard form for peer reviews
- ToR for field support visits
- ToR for evaluation team
- ToR for different meetings
Annex I
Guidance on Human Resource Management
Managing human resources is considered one of the most important and least well managed
aspects of work in crises and WHO faces challenges very similar to many other agencies. Lessons
learnt over the last few years, indicate clearly the need for improved human resource management
in the areas of:
1. Recruitment - agreeing on and actively seeking people with the right profile and with
clear ToRs
2. Preparation - through briefings to give guidance on technical issues and procedures
3. Supervision and support - including training and continuous learning
4. Performance Review/Appraisal
5. Feedback and corrective action, if required
1. Recruitment:
The appropriate profile of staff that are recruited to take forward WHO's work is key to the
success of any programme. For work in crises, people are needed who can take decisions in the
field, who can connect well with supporters who provide backing from WHO regional and
headquarter offices, who can adapt to rapidly changing conditions and can contribute towards a
team effort with other players. Apart from having sound educational/professional background and
relevant experience, the following qualities are considered essential.
COMPETENCIES1
Competencies are the product of knowledge, attitude and skills people must have to provide
RESULTS. The international community identifies the following as key competencies for people
who work in emergencies.
• Strategic vision
• Ability to prioritize, organize, manage
• Judgement
• Ability to build & motivate teams
• Ability to care for teams
• Emotional intelligence
• Ability to communicate & negotiate
• Ability to analyze & adapt one’s leadership approach
FOUNDATIONAL KNOWLEDGE2
Prospective staff or consultants should have a good knowledge of the principles of emergency
preparedness & response, understand or be given a thorough briefing on Agency Mandate,
demonstrate understanding of the Humanitarian System and display political & cultural
sensitivity.
QUALITIES3
Ideally staff should have the following qualities:
• They are not put off by apparently impossible challenges
• They will always be positive with others who are committed to humanitarian action, equitable
development and achieving results
•
•
•
•
•
•
•
•
They will always be ready to facilitate the work of - and give credit to other health actors that
are effective in pursuing equitable health outcomes
They are good at anticipating what might happen, enabling others to share in (and contribute
to) their analyses, and working relentlessly to ensure that there are adequate assets in the
(potential or actual) crisis to respond to the majority of possible outcomes
They combine network building diplomacy and persuasion with occasional, well chosen and
evidence-based firmness
They are keen advocates of their cause, but they are also honest and open about the
challenges they face and do their best to express the reality as they see it
They are responsive, yet strive to be reliable, credible and predictable
They are able to formulate strategies and plans
They are ready to help colleagues recognize their own role in the different mission statement,
each is able to transmit her/his own views to colleagues and maintain good inter-personal
relations; able to understand how her/his own skills, knowledge and objectives can best
benefit team's agenda; ready to recognize opportunities for her/his own objectives in team's
agenda
They are willing to be accountable
WHO's recruitment procedure is currently being reviewed with an emphasis on the above
competencies. This means that future recruitment notices will focus on core competencies that
will be assessed during the recruitment process.
The WHO Director-General J.W. Lee has introduced an initiative for staff mobility that aims at
rotating staff between different departments and between global, regional and country offices.
The program also looks at broadening the sources through which new human resources are
recruited. The sharing of human resources between agencies is encouraged.
2. Briefings and Inductions
HAC has already a well established system for Induction Briefings for new and existing staff. The
department has conducted seven induction briefings at HQ level for over 130 WHO Country
Representatives (WRs/CLOs), HAC/EHA regional, sub-regional and country focal points as well
as key staff from HQ and partner agencies. We plan to continue Induction Briefings and will
constantly review their content and methodology at both HQ and Regional level. Regional offices
will be supported to conduct similar briefings at regional, sub-regional, and where needed, at
country levels.
This process will be supplemented by the dissemination of printed and electronic information and
learning materials through the internet, intranet, CDs and other channels.
3. Supervision and Support
Supervision arrangements for HAC staff have been clarified and agreed upon at all levels of the
organization.
• Supervision of focal points in countries and sub-regional offices is the responsibility of
the HAC/EHA regional focal points. The latter are also supported by the DPM (technical
issues) and WR of the country of location (for administrative issues)
• HAC/EHA Regional Focal points will be supervised by the Programme Manager in
Geneva in collaboration with the Regional line of Command (DPM) and will be
supported by Desk Officers and technical officers in Geneva
•
•
•
The Programme Manager in Geneva will be supervised directly by the Representative of
the Director General on Health Action in Crises who in turn reports to the Director
General.
For staff who are posted as part of the additional surge capacity in the response to crises,
lines of supervision will be stated clearly in ToRs. In some instances they may be
supported and supervised jointly by country, regional and or global staff. (Please see the
annex on surge capacity for detailed information)
The Global Steering Group (made up of the Representative of the Director General for
HAC, the Programme Manager and all six Regional HAC/EHA Focal Points) will
provide support for performance appraisal in the context of programme implementation.
They will provide, when needed, guidance on managing staff (recruitment, supervision,
performance appraisal and corrective action). Please see annex on Global Steering Group.
Supervisors have the responsibility of identifying learning needs of staff under their supervision
and facilitating this support where required through nomination to training courses or self
learning courses. A new requirement is being introduced currently in WHO requiring all staff to
spend 5% of working time on learning activities and for management to allocate 2% of the salary
for this purpose per year.
5. Review and Appraisal
Supervisors must conduct performance appraisals at the beginning of, at mid-term and at the end
of each year in accordance with WHO requirements. There is a simple tool available for this.
WHO will not renew contracts unless a performance appraisal has been conducted in the required
format.
6. Feedback and corrective action
Supervisors have the responsibility of regular feedback to staff and for taking appropriate
corrective action where needed. This may sometimes involve enhancement of skills and
knowledge through formal or on-the-job training. Resources, although limited, are available for
this through the Department and through WHO. The WHO compulsory learning requirement (5%
of time and 2% salary as mentioned above) can be used for this.
Supervisors will have the responsibility of transferring or terminating the contracts of staff who
consistently fail to perform despite corrective action.
1
3
&2
IASC Task Force on Training from an Inter-agency survey or core competencies for
crises work, 2003;
David Nabarro, WHO,HAC, November 2003
Annex J
Inter-Departmental Collaboration
Collaboration with the technical departments is structured around the themes of disaster
preparedness, response, recovery and mitigation or around overarching themes. An overview
prepared in October 2003 reveals that HAC has been working with 34 different departments,
totaling some 300 activities (302 activities).
Annex J.1 summarizes the main collaborative efforts between the department of Health Action in
Crises and other technical departments in Geneva.
Annex J.2 is a summary of interdepartmental collaboration at regional level, using our Regional
office in South East Asia (SEARO) as an example.
Annex: J.1
WHO/Health Action in Crises Overview of Ongoing Programme Synergies, March 2004
Summary of Collaboration between HAC and Technical Departments
HOW WHO'S TECHNICAL DEPARTMENTS ARE ACTIVE FOR
HEALTH ACTION IN CRISES:
Programme area
Collaborating WHO
Departments and/
or Programmes
Regional Offices
for which the process is most relevant
and
Theme
Details of Projects/Activities
Preparedness
EMRO, SEARO, EURO and AFRO
1.
Biological Chemical
and Radiological
threats Workgroup
-
Multi-hazard approach: assessing country
preparedness mechanisms
Activities underway in Thailand, Jordan and Greece
2.
CCO - Cooperation
and Communication
-
Integrating HAC concerns in Country Cooperation
Strategy (CCS) for countries in crisis
-
3.
CDS Communicable
Diseases
-
Pre-positioning critical stocks
Daily Alert exchanges
Geographical Information Support Team
Research in Emergencies
Adding a section to the CCS guidelines on
countries in crisis
- Country Cooperation Strategies - missions to
Sudan, Angola, Mozambique
- Pre-positioning of cholera stocks
- Feeding directly into HAC daily staff meetings
Response
Mostly AFRO
Joint projects work with Cholera Task Force
Cholera kit revision process
Manual on TB control in Complex Emergencies
Video TB control in Complex Emergencies
Technical Guidance for Afghanistan/Iraq
Crisis/Liberia (rapid health assessment forms,
case management guidelines
- SMART/Mortality/Malnutrition project
CDS Communicable
Diseases
-
2.
PHE - Protection of
Human Environment
-
Joint projects for Water and Sanitation in CE
Submission of proposal by PHE and HAC to the
Italian expertise fund: "Preparation of a training
package based on the book "Environmental
Health in Emergencies and Disasters"
- Technical Hazard Sheet on Vegetation Fires
- Technical Hazard Sheet on Chemical Incidents
3.
NHD - Nutrition for
Health and
Development
-
Nutritional assessments
Joint missions to crisis countries
Training workshop for Southern African crisis
-
Technical Guidance for Afghanistan/Iraq
Crisis/Liberia/oPt/South African crisis
- Selection of candidates for missions
- Infant feeding in Emergencies - training manual
- Aide Memoire "Infant feeding in Emergencies
4.
EDM- Essential
Drugs and Medicine
Policy
-
Re-assessing NHEK
-
5.
HIV
-
6.
MNH - Mental
Health and Substance
Dependence
7.
8.
CCO - Cooperation
and Communication
CAH - Child and
Adolescent Health
Joint projects for Communicable diseases in complex
emergencies
-
1.
UNFPA staff member on secondment funded by
HAC
-
-
Workshop April 2004
Guidelines HIV/AIDS in complex emergencies
(English and French
-
-
-
Guidelines for Mental Health in emergencies;
“psycho-social support” debate;
Ad-Hoc strengthening of WHO caught in crises
- Children in Complex emergencies
- WHO Child and Adolescent Health Strategy
- Collaboration with UNICEF
Co-authors on brief article on custodial
psychiatric hospitals in emergencies (Lancet,
2003)
- Mental Health in Palestine (oPt), Sri Lanka, and
Guinea
CCO grant for strengthening telecommunication
between WHO office in Njamena and Abeche
-
Paper on Child Adolescent Health in
Emergencies
- Development Inter Agency training module
"Infant Feeding in Emergencies
MPS - Making
Pregnancy Safer
-
Safe Motherhood in Crises
10. TMSTelecommunications,
CDS, Polio
-
Interdepartmental Emergency Telecom Unit
9.
11 SPT - Support
Services, Procurement
and Travel
-
Telecom/ Data transmission Technical Advice
Inter Agency working group on emergency
telecommunications
-
PA follow-up/ Technical Procurement Advice
Collaboration with UNJLC as logistic expert
-
Kit revision process
Shipment of Goods/Timing of delivery/Specific
Custom requirements for crises
Reception and Dispatch of goods
Evacuation
First Aid Kits
Collaboration with Logistics Support System
Collaboration with UNJLC and Fritz Institute
process
-
- Training of staff
- Cnsultations on strategies and procedures
12 SES - Security
-
13 RHR - Reproductive
Health and Research
-
Joint evaluation NPE, National Research Council,
Round table forced Migration
- Reproductive Health Consortium
- Inter Agency evaluation of Reproductive Health in
Emergencies
-
14 GMH - Gender and
Women's Health
-
-Dialogue and projects on Gender Based Violence in
Liberia and DRC
Liaison on security
Health of women
Gender issues
Inter agency working group on protection from
sexual exploitation and abuse
- Inter Agency Taskforce on Gender and Humanitarian
Assistance
Project in occupied Palestine terriotries
Project Afghanistan
Fact sheet on Gender and Health in crises
15 GMG - General
Management
-
16 EHT - Essential Health
Technology
-
5% discussion
Procedures
Agreements
Allotments
Employment agreements
Developing contracts for recruitment and
secondments
Blood safety
-
Project in DPRK Emergencies
Recovery
EMRO, AFRO
Mitigation
1.
EIP
-
Frameworks of analysis, “Toolkit”
2.
CCO
-
Linking relief, reconstruction and development
3.
HRH
-
Developing guidance for Human resources
Development in Post conflict settings
- joint publication
4.
CMH
-
Technical Input into mission of CMH (Commission
of Macro Economics) to Sudan, to ensure linking with
post conflict issues
- joint planning for Sudan
5.
GOV/WUN
-
No partner in HQ yet.
Topic dealt by
PAHO/PED.
Transition
-
Interaction in context of Framework Team on
failing systems
- ECHA/UNDG working group on transition
issues
There is a demand on the part of member states from
all regions
Overarching
themes
WPRO, PAHO, SEARO, AFRO
- Special issue of newsletter for World Water Day
- Mission to PNG
1.
Natural disasters
PHE/WSH
-
2.
HIV & GenderBased violence
HIV and VIP
-
3.
IDP, Health and
Human Rights
ETH
-
Research and Ethics in emergencies
UNDG/ECHA working group on action to mainstream
Human Rights at country level
- Taskforce on Humanitarian Protection and human
rights to incorporate health dimension
Survey "Health as a Bridge for Peace
interventions in WHO"
- Ethics guidance for data collection and
research in emergencies
- Paper co-written
Competency
Building
Across WHO involving
28 different technical
departments"
-
-
4.
IASC Task Force on Natural Disasters
Strengthening health services for prevention and
treatment for women in crisis situations
Induction Briefing
Emergency Health Learning Kit
Virtual Health Library for Disasters
-
-
-
5.
Health intelligence
Liberia, Southern Africa
Tools & References for Emergency Health
Management
Essentials for Emergencies - review
SPHERE handbook
Technical Hazard Sheets for the Web page
Technical feedback on WPRO emergency
response manual
Manual Communicable Disease Control in
Emergencies
Development of a matrix on Reproductive
health and essential health technology
Development Inter Agency training module
"Infant Feeding in Emergencies
Technical input for HELP course
Staff attended Health as a Bridge for Peace
training
Staff sent for HELP and UNDAC training
Training in health intelligence in complex
emergencies
Global WR meetings
Across WHO involving
19 different technical
departments
- Contribution to Newsletter Health in Emergencies
- Contribution to EHA/HAC web page services
- Contribution to EWS debate in IASC/WG
- ongoing
- ongoing
KMS - Knowledge
Management Sharing
-
-
Translations with KMS (previously named IMD)
WEB working group
WEB team Coordination
WHO main web page editing
6.
Evaluation
CDS, NHD, MSD,
CCO, RHR
-
Working group on developing Evaluation of Joint
Assessments
- ALNAP
7.
Mass Casualty
management
VIP
-
Technical input in projects
8.
Consolidated Appeal
Process
Across WHO
-
Technical input in CAP projects
9.
Inter Agency Issues
Across WHO
Institutional ( mostly GOV and regional offices)
Technical ( mostly technical departments
6.1. Country evaluation WHO
6.2 Institutional Strategy Paper evaluation
See Annex K for more details
Annex J.2
Functional Relationships of SEARO SDE Staff and Staff Contributions to SDE Programmes
(08.01.2004)
Programmes
Tobacco Free
initiative
TFI
Non
Communicabl
e Diseases
NCS
Disability &
Injury
Prevention
DPR
Health Action
in Crisis
HAC
TFI
Dr Khalilur
Rahman
NCS
Dr Jerzey
Leowski
Advocacy NTD
FCTC, GYTS
Economic
analysis
Multisectoral
approach
TOB prevalence
Surveillance
systems for risk
factors;
Sustainable
incorporation of
basic info on
tobacco
consumption;
CBI
Second hand
smoke;
CBI smoking;
FCTC;
Risk factor
analysis;
GYTS
NCD Prevention
network in SEAR;
NCD Info base
DPR
Dr
Madan
P
Upadhya
y
HAC
Dr Luis Jorge
Perez
H&B
Dr Vijay
Chandra
Abuse prevention
through behaviour
change
Active ageing
HPE
Dr Sawat
Ramaboot
FOS
PCS
Alexander von Hildebrand
WSH
Terrence
Thompson
Providing data on
health impacts from
pesticide use in
tobacco, to complete
burden of disease
from TOB
Advocacy materials
for comprehensive
tobacco control
ISM for
Country Profile
CAH for Healthy
Schools
SHP for FCTC,
UDA, PRSP,
Tobacco and
economic study
Management of chronic
diseases in
emergencies
(for preparedness work)
Community based
control of risk factors;
Surveillance on
magnitude of alcohol
abuse
Integrated NCD
prevention
Healthy settings
approach
Provide data on
noise pollution for
policy development
Provide data on
acute poisoning
Access to sanitation
for disabled groups
Trachoma control
Training in
Awareness and
Prevention for
Emergencies at the
Local Level (APELL)
- Training in
Preparedness and
response to
chemical and
radiological
emergencies
Vulnerability
assessment of urban
and rural water
systems; Solid
waste disposal;
Assessment of Post
emergency
sanitation and water
quality monitoring
Integrated
surveillance
systems;
CBI rehabilitation
for elderly
Deafness;
Vision 20/20;
Locomotor
disability;
Rehabilitation;
Injury and
violence;
Health of the
elderly
Mass casualty
management;
Physical rehabilitation;
Development of
university curricula
Harm from alcohol
(accidents, violence);
Mental health of the
elderly
Health promoting
schools
Guidelines for
management of
chronic diseases
in emergencies
ETC Package
Pre hospital
care
Disseminate best public
health practices in
emergencies
Promote operational
Research
Enhance CB
emergency
preparedness
Mental health in
Internally Displaced
People (IDP’)
Preparedness for
mental health needs of
disaster prone
communities;
Health promoting
schools
Community Based
Interventions (CBI)
NUT/ /FCH
ISM for network
CDS/ CSR
SHP for NCD as SD
component
Provide data on
indoor air and
pollution as a major
risk factor in SEAR
Food quality,
handling and
hygiene in
emergencies
Collaboratin
g
SEARO
UNITS
Polio; IMCI
CAH; HRH
NUT
ISM for Country
Profile
ISM
CDC: BCR
preparedness
NUT
DAF: Rapid
recruitment
BFO: Rapid EB
OI: News releases
MSO: Rapid
Mental Health
& Behaviour
H&B
Health
Promotion
HPE
Food Safety
FOS
TOB as a
gateway for drug
and substance
abuse
WNT Day
FCTC
Healthy Settings
Advocacy
Legislation on
banned OT
advertising
Modules for
behavioural
change at
community level
Promoting
healthy lifestyles;
Healthy settings
approach;
Developing NCD
networking
(national,
regional, global)
Biological and
chemical
determinants of
NCD (eg. cancer)
Community
Based
Interventions
CBI
Refractive
error in
schools
Support mental health
activities;
Develop University
curricula;
Support HIV/AIDS and
blood bank programme
managers
Vulnerability
assessment at
community level
Management of
temporary shelters
Advise regarding
foodborne disease in
disaster situations.
- Training of first
respondents in the
management of
poisonings
purchases
Training in Pesticide
management to
reduce suicide
CAH for IMCI
HIV/AIDS
NUT
SHP for Model
development for
implementation of
community based
approaches
Mental health healing;
Community based
services;
Community based
rehabilitation;
Mental health needs for
vulnerable groups;
Suicide prevention;
Surveys on
neuropsychiatric
disorders;
Prevention of harm
from substance and
from alcohol abuse
Integrated approach
Health promoting
schools
Adolescent M.H.
Alcohol advocacy in
schools
Model for CB projects in
neuropsychiatry
Guides for
integrated
approaches
Dissemination of
health promotion
Capacity building
Healthy settings
Research
documentation
Monitoring and
evaluation
Provide Healthy
Cities Nutrition
and food safety
issues in the
urban context –
industry and
household
Provide Education
materials on sound
management of
chemicals in schools
and in other Healthy
settings
PHAST;
WSH in Healthy
Settings
RDOC
IO
ISM for HPE
dissemination
Healthy markets
Strengthens
policy, legal, and
regulatory
development,
laboratory and
epidemiological
capacity for food
borne disease
surveillance and
control;
Encourages cooperation
between GO
agencies,
clinicians, food
producers,
processors, and
consumers;
- Deliver data on
chemical residues in
food
- Inputs on scientific
guidance for food
safety related to
chemicals;
- Contribute with
elements on risk
analysis of food
borne chemical
hazards
- Exchange data on
water quality in the
food industry
including processing
and serving
establishments
- Deliver inputs on
water quality:
Inadequate
sanitation and poor
hygiene, including
unsafe drinking
water
Integration of safe
water and food
hygiene strategies
OEH for risk
assessment
SHP for
intersectoral
linkages; Poverty
alleviation;
Promotion of
Chemical
Safety
PCS
Provide data on
tobacco growing
in SEAR
Support regional
study on
pesticide use in
tobacco
APW for 6000
US$ to Indian
NGO,
TOB
Provide training for
poison centre staff in
preparedness and
response, as first
respondents in
BCR emergencies
Include indoor air
quality into new
CBI projects
Arsenic
mitigation;
Fluorosis; ORH
Water,
Sanitation and
Health
WSH
Programmes
Provide data on
indoor air and
impact on
cataract
NCS
Access to
sanitation for
disabled
groups;
Integrated
management
of Trachoma
DPR
Provide data on
pesticide related
suicides in SEAR
WSH in emergency
prevention, mitigation
and response
EHA
H&B
Support research
studies to evaluate
impacts of
environmental
education in schools
Inputs on
Surveillance for
pesticides and
chemical food
poisonings
Management of
pesticides /
chemicals to reduce
exposure;
Prevention /
response to
chemical incidents;
Management of
poisonings;
Management of
biomedical waste
Children
Environmental
Health
Provide inputs ion
the management of
arsenic
contamination
Promotion of
Hygiene and
sanitation;
Healthy Settings
Integration of
safe water and
food hygiene
strategies
Provide inputs into
chemical
contamination of
drinking water
Drinking water
quality surveillance
and control;
Promote sanitation
and hygiene;
Capacity building;
Enhance
partnerships;
Evidence and
information for
policy in WSH
WSH in
emergencies;
HPE
FOS
PCS
Provide inputs in
hospital wastewater
management
WSH
OEH for worker
safety;
CAH for HECA;
MAL for IVM;
VSQ , NUR, BCT,
HIV AIDS for
HCWM;
CDS for BCR
ISM for Healthy
Settings
SHP for promotion
of WS, relation to
WSS and evidence
for policy
SEARO
UNITS
Annex K
Overview of Inter-Agency Working Mechanisms
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
ECOSOC
Humanitarian
Segment ****
The Humanitarian Segment of the UN Economic and Social Council, five
years after its inception, allows for substantial debates with all
stakeholders involved in humanitarian assistance, e.g. donors, recipient
countries and agencies. In order to alleviate suffering in crises, health was
recognized in 2003 as one of the crucial areas to be addressed through
cooperation.
HLWG**
Humanitarian Liaison
Working Group
The HLWG composed of major donors3 and UN agencies, the Red Cross
Movement, IGOs and NGOs4 meets regularly in New York and Geneva to
discuss issues of common concern/interest at the Ambassadorial and
Technical level. Norway currently chairs the Geneva meetings.
OCHA ****
UN Office
for the Coordination
of Humanitarian
Affairs
General Assembly Resolution 46/182 (1991) led to the creation of the UN
Department of Humanitarian Affairs. OCHA was established in 1998,
pursuant to the UN Secretary-General’s Reform Programme. OCHA is
mandated to mobilize and coordinate the collective efforts of the
international community, in particular those of the UN system, to meet in
a coherent and timely manner the need of those exposed to human
suffering and material destruction in disasters and emergencies. One of
the OCHA’s core functions is the coordination of humanitarian emergency
responses to complex emergencies and disasters through the Inter-Agency
Standing Committee (IASC) and the UN Executive Committee on
Humanitarian Affairs (ECHA).
In a given country, upon the occurrence of a complex emergency, or when
an already existing humanitarian situation worsens in degree and/or
complexity, the United Nations Emergency Relief Coordinator, on behalf
of the Secretary-General and after consultation with the IASC, will
Humanitarian
Coordinators
(HCs)***
WHO Focal Point(s)
WHO Objectives
Within WHO, the gatekeeper for the
ECOSOC Humanitarian Segment is HAC in
Geneva.
David Nabarro, Representative of the DG
for Health Action in Crises,
[email protected]
Tanja Sleeuwenhoek,
[email protected]
Within WHO, the gatekeeper for HLWG
meetings in Geneva is HAC
David Nabarro, [email protected]
V. Pressley-Guillot,
[email protected]
Tanja Sleeuwenhoek,
[email protected]
Within WHO, the gatekeeper of relations
with OCHA and the IASC Secretariat is
HAC in Geneva
Keeping health high on the
humanitarian agenda, as health is
central to human survival and
securing broad agreement that
health – for all, especially poorest –
is one of the central purposes of any
humanitarian response.
David Nabarro, [email protected]
Tanja Sleeuwenhoek,
[email protected]
HAC is the gatekeeper for WHO
concurrence on the appointment of HCs.
David Nabarro, [email protected]
3
Advocating for health action in
crises.
Keeping health high on the interagency humanitarian agenda,
ensuring WHO can better work in
emergency settings.
Ensuring that designated HCs have
knowledge of WHO as a technical
agency and aptitude and attitude for
UN system coordination in
Australia, Austria, Belgium, Canada, Denmark, Finland, France, Germany, Greece, Iceland, Ireland, Italy, Japan, Luxembourg, Netherlands, New Zealand, Norway, Portugal,
Russian Federation, Spain, Sweden, Switzerland, Turkey, United Kingdom, United States, the E.U. Commission and the E.U.Council.
4
FAO, ICRC , ICVA, IFRC, IOM, OCHA, OHCHR, SCHR, UNDP, UNHCR, UNFPA, UNICEF, UNRWA, WPF, WHO and the World Bank.
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
designate a Humanitarian Coordinator for that country. Depending on
the context, the Emergency Relief Coordinator, in consultation with the
IASC, may assign the functions of Humanitarian Coordinator to the
Resident Coordinator for that country, who therefore becomes Resident
and Humanitarian Coordinator5.
The UN Executive Committee on Humanitarian Affairs (ECHA) is one of
the four Executive Committees created by the UN Secretary-General in
the framework of the 1998 UN reform aimed at enhancing the
coordination with the UN system. ECHA membership includes UN
Agencies and Programmes and the UN Departments of Political Affairs
and Peacekeeping Operations. WHO and FAO are observers. Through
ECHA, the UN humanitarian agencies input into the UN Report of the
Secretary-General’s on the Work of the Organization.
ECHA**
UNDG**
UNDG Technical
WG n Iraq
Reconstruction
****
IASC***
Inter-Agency
Standing Committee
5
WHO Focal Point(s)
WHO Objectives
Tanja Sleeuwenhoek,
[email protected]
preventive and life saving functions,
including technical guidance from
WHO.
Within WHO, HAC is the gatekeeper for
interaction with ECHA.
Keeping health high on the interagency humanitarian agenda,
securing consensus for humanitarian
space with the military and
peacekeeping stakeholders of the
UN system, e.g. DPKO and DPA.
David Nabarro, [email protected]
Tanja Sleeuwenhoek,
[email protected]
The United Nations Development Group, created as a key figure of the
UN Secretary-General’s reform programme, brings together UN entities
dealing with development issues. It is led by an Executive Committee
comprised of UNDP, UNICEF, UNFPA and WFP, and chaired by the
UNDP Administrator. Membership includes WHO.
GOV/UNI is the gatekeeper for WHO
relations with UNDG
In preparation for the Donor Conference on the Reconstruction of Iraq to
be held in Madrid, Spain on 24 October 2003, the UN Development
Group Technical Working Group on Iraq Reconstruction coordinates
inputs by sector, rather than by agency, based on common needs
assessments. WHO is the Task Manager for the UNDG/World Bank
health sector situation assessment.
The IASC was established in June 1992 in response to General Assembly
Resolution 46/182 that called for strengthened coordination of
humanitarian assistance. The IASC provides a unique forum for
discussions bringing together UN humanitarian agencies, IOM, three
consortia of major international NGOs and the Red Cross movement
represented by ICRC and IFRC. The Secretariat for IASC is the Office
for the co-ordination of humanitarian affairs (OCHA), headed by the
Emergency Relief Coordinator, Jan Egeland, who took up his functions in
September 2003. The IASC meets at the executive level twice a year to
discuss broad policy issues brought before it by agencies.
Within WHO, HAC is the gatekeeper for
relations with the UNDG Technical WG on
Iraq reconstruction. Focal Points:
D. Nabarro, [email protected]
M. Jama, [email protected],
Re-establishing the functioning of
the Iraq health system.
Within WHO, the gatekeeper for relations
with the IASC is HAC.
Securing broad agreement at Head
of Agency level that health – for all,
especially poorest – is one of the
central purposes of any
humanitarian response.
See General Assembly Resolutions 47/199 and 48/209.
Peter Mertens, [email protected]
David Nabarro, [email protected] and
Tanja Sleeuwenhoek,
[email protected]
Enhancing greater United Nations
visibility/unity at the country level.
WHO has one of the largest country
representations in the UN system.
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
IASC-WG ****
Inter-Agency
Standing Committee
Working Group
IASC Weekly
meetings**
The IASC Working Group, formed of senior representatives of the
agencies, meets four times a year to recommend policy options to the
IASC and resolve the more technical and strategic challenges of day-today operations in the field. Key IASC instruments are the CAP, which is
the only consolidated inter-agency fundraising mechanism for
humanitarian action, and IASC Subsidiary bodies, which involve different
IASC members of the Working Group to address difficult issues, such as
HIV/AIDS in emergency settings, chaired by WHO, the CAP, internal
displacement, transition issues, etc.
The IASC weekly meetings aim at information sharing on breaking and
ongoing emergencies and thematic issues. They take place in New York
and Geneva and are attended by humanitarian technical staff.
WHO Focal Point(s)
WHO Objectives
Within WHO, the gatekeeper for relations
with the IASC WG is HAC
Advocating for better health action
in crises, promoting focused
analysis of, and actions to improve
the health sector at local and
national levels.
David Nabarro, [email protected]
Tanja Sleeuwenhoek,
[email protected]
Within WHO, the gatekeeper for of
relations with the IASC is HAC.
Tanja Sleeuwenhoek,
[email protected]
Enhancing full and proper attention
to health issues, particularly among
vulnerable populations, especially
among poor people.
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
Cross Cutting Issues
Action 2 **
Armed Groups *
CAP****
The purpose of the Working Group on Action 2 is to allow UNDG and
ECHA agencies to participate in the finalization of the draft Plan of
Action submitted by OHCHR to both Executive Committees. In
particular, the Working Group focuses on developing a strategy for
implementing the Plan, identifying how the UN system agencies can
collaborate to advance the objectives and the focus of the Plan, as well as
the activities that each agency will individually undertake to contribute to
meet the Plan objectives.
WHO Focal Point(s)
Within WHO, the gatekeepers for
interaction with UNDG/ECHA on Action 2
are ETH and WUN, together with HAC
Helena Nygren-Krug, ETH,
[email protected]
Cecil Haverkamp, WUN,
[email protected]
Tanja Sleeuwenhoek, HAC,
[email protected]
In 2001, the UN Secretary-General, in his Report to the Security Council
on the Protection of Civilians in Armed Conflict, noted that “in order to
gain meaningful and regular access to vulnerable populations within
different combat zones (…) the consent of many parties has to be
obtained. They may include a range of armed groups and other non-State
actors”. In the same Report, the SG “requested the Inter-Agency Standing
Committee to develop a manual for access negotiations and strategies […]
that should guide negotiators to be consistent, transparent, accountable and
credible during negotiations, and in seeking to obtain safe, sustained,
timely and unimpeded access”. In response the IASC set up an informal
Reference Group, comprised of OCHA, OHCHR, UNHCR, UNICEF,
UNDP, WHO and WFP, to oversee the development of a manual on Field
Practices on Negotiation with Armed Groups.
Within WHO, HAC is gatekeeper for interaction with this informal Reference Group.
In April 1998, the IASC-WG established the Sub Working Group on the
Consolidated Appeal Process in order to give consideration to measures
addressing weaknesses of the CAP Process. The concept of consolidated
appeals was laid down in GA resolution 46/182. Membership of the
IASC Sub Working Group on the CAP includes FAO, IOM, OCHA
(secretariat), UNDP, UNFPA, UNHCHR, UNHCR, UNICEF, UNV,
WHO, WFP, ICRC, IFRC, ICVA, SCHR. Background information on
the CAP SWG is available on line: http://www.reliefweb.int/cap/. The
yearly CAP Launch provides WHO with an opportunity to confirm WHO
commitment to an inter-agency process and to the CAP, which we
consider a major fundraising mechanism. WHO sees the Launch as an
essential forum where WHO advocates for health action in crises as a key
to survival. Products include the Consolidated Appeal Process
Guidelines, the IASC Review of the CAP and Plan of Action for
Strengthening the CAP (2002) and Technical Guidelines for Consolidated
Within WHO, HAC the gatekeeper for the
CAP SWG
Isis Pluut, HAC, [email protected]
Rayana Bu-Hakah, [email protected]
Andre Griekspoor, [email protected]
V. Pressley-Guillot,
[email protected]
WHO Objectives
Mainstreaming human rights in at
the country level. WHO is uniquely
placed, as WHO leads on “Right to
Health”, is part of the UN system
and of UN country teams.
Remaining abreast of the latest
developments in the field of
negotiating with armed groups, as
staff safety is an important aspect of
humanitarian action and because
WHO has to negotiate access to all
populations, even those living in
areas outside government of state
control. Disease does not respect
man-made borders. For the interest
of public health, we need to work
with all actors.
Reflecting health issues and
challenges faced by countries in
emergencies, advocating for a
balanced view and presentation of
the health needs and challenges in
countries faced by humanitarian
crises, and ensuring all aspects of
saving live, protecting populations
and responding to the most urgent
needs, are covered and presented in
a balanced manner. HAC is
actively involved in this important
working group.
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
WHO Focal Point(s)
Appeals Process (2002).
Civilians in Armed
Conflict
****
Contingency
Planning ****
The “Protection of Civilians in Armed Conflict” is an umbrella concept of
humanitarian policies that brings together protection elements from a
number of fields, including international humanitarian and human rights
law, military and security sectors, and humanitarian assistance. The
concept first arose in the Secretary-General’s report on the Situation in
Africa of 13 April 1998 (S/1998/318 or A/52/871), in which he identified
protecting civilians in situations of conflict as a “humanitarian
imperative”. The ECHA Implementation Group strives to ensure that
civilians everywhere will be afforded the basic human dignity each
individual deserves. A roadmap or plan of action on POC will be
presented to the Security Council in December 2003 that identifies which
components of the UN system hold responsibility for implementing each
of the Secretary-General’s 54 recommendations on protection, as set out in
his first two reports on the subject.
As per revised TOR of February 2002, the IASC Taskforce on
Preparedness and Contingency Planning, chaired by WFP Rome and
UNICEF Geneva, aims to strengthen and mainstream inter-agency
contingency planning processes and approaches across the UN system,
and to explore and develop other preparedness and early warning
approaches and methods that can help enhancing the UN and IASC
partners’ overall preparedness capacity. This process, which builds on
initial work undertaken by the main UN humanitarian operational agencies
in the field, has brought together UNICEF, WFP, UNHCR as well as
UNDP, WHO, IFRC, ICRC, IOM, in nearly all the countries in the subregion. The IASC guidelines on contingency planning can be accessed
on line: http://humanitarianinfo.org/iasc/IAContingencyPlanGuide.pdf
Within WHO, the gatekeeper for POC is
HAC, together with GOV and WUN
Alessandro Loretti, [email protected]
Richard Alderslade, [email protected]
Peter Mertens, [email protected]
Within WHO, HAC is the gatekeeper for
relations with the IASC TF on preparedness
and contingency planning
Alessandro Loretti, Coordinator EHC,
[email protected]
WHO Objectives
WHO and UNICEF are in the
process of developing guidelines for
Inter-Agency Needs Assessments.
Ensuring human security, which is
essential to the very definition of
Health, access to and the delivery of
Health care and the protection of
investment in Health development.
WHO’s Health as a Bridge to Peace
concept is based on the perception
that health workers are in a unique
position to understand the needs for
and contribute to the protection of
civilians in armed conflict.
Incorporating health dimensions in
inter-agency contingency planning
and preparedness activities. WHO
has been committed to this process
from the onset.
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
DMTP ***
EFCT ***
Emergency Field
Co-ordination
Training
Field Information
Management
****
Framework Team **
The United Nations Disaster Management Training Programme (DMTP)
is a learning platform addressing crises, emergencies and disasters for the
UN Member States, the UN System and international and nongovernmental organizations. The Programme was launched by the United
Nations Development Programme (UNDP) and the Office of the United
Nations Disaster Relief Co-ordinator in co-operation with UN Agencies in
1990 and has been endorsed by the Resolution of the General Assembly
46/182 at its 78th Plenary Meeting on 19 December 1991. DMTP has
raised awareness of the need for a more effective crisis and disaster
management to reduce risks and vulnerabilities. Member
Agencies/Organizations include: FAO, IBRD, IOM, OCHA, OHCHR,
UNCHS, UNDP, UNEP, UNESCO, UNFPA, UNHCR, UNICEF,
UNITAR, UNOPS, UNV, WFP, WHO and WMO and ICRC, ICVA,
IFRC, NRC and SCHR. DMTP is located in the Bureau for Crisis
Prevention and Recovery (BCPR), Disaster Reduction and Recovery Unit
(DRRU) of the United Nations Development Programme (UNDP),
Geneva. http://www.undmtp.org/
OCHA’s Emergency Field Co-ordination Training aims to enhance coordination knowledge and skills of OCHA staff and staff from
collaborating UN Agencies and NGOs so that they can render efficient
support and service to the interagency co-ordination of complex
emergencies. The focus of the EFCT program is on humanitarian coordination concepts and models as well as interpersonal skills, effective
teamwork and co-ordination tools and mechanisms. WHO senior staff
regularly participates in this training programme.
http://www.reliefweb.int/training/ti846.html
With the overall aim of strengthening humanitarian information
management at field level, and setting the scene for identifying gaps (in
procedures, tools and skills) of UN staff in key areas of information
management and learning activities undertaken, or to be undertaken, the
IASC WG decided in September 2003 to establish a short-term IASC
Taskforce on Strengthening Field Information Management, with possible
intention to develop in a longer term IASC Taskforce on Field Information
Management. The TF is co-chaired by OCHA and WHO with members
from UNICEF, UNHCR, UNDP, UNICEF and UNJLC.
Created in 1995 to better coordinate planning and operational activities
among the humanitarian, peace-keeping and political actors of the UN
Secretariat in regards to peace-keeping missions, the Framework for
Coordination Mechanism evolved to act as a mechanism for early warning
and preventive action among ten UN participating departments,
WHO Focal Point(s)
WHO Objectives
Within WHO, the gatekeeper for relations
with UNDMTP is HAC.
Incorporating health action in crises
dimensions in system-wide training
and capacity building tools for
comprehensively addressing crises
and disaster management. The
DMTP system provides a
mechanism for assessing and
improving capacities of national and
international partners for enhanced
coordination and collaborative
efforts in disaster preparedness and
response.
Gaya Gamehewage, HAC,
[email protected]
Within WHO, the gatekeeper for relations
with EFCT is HAC.
Gaya Gamehewage, HAC,
[email protected]
Enhancing overall coordination for
the management of emergencies
through training WHO country
representatives in this inter-agency
mechanism.
WHO is the co-chair of the Taskforce on
Strengthening Field Information
Management.
Strengthening humanitarian
information management at field
level.
Alessandro Loretti, [email protected]
Within WHO, WUN, GOV/UNI and HAC
are the gatekeepers for relations with the
Framework Team.
Richard Alderslade, [email protected]
Peter Mertens, [email protected]
Remaining abreast of breaking
emergencies to avoid failing
systems through analysis of political
and soco-economic indicators
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
Gender *
GIST **
Geographical
Information Support
Team
HIV/AIDS in
Emergency
Settings****
Human Rights and
Humanitarian Action
***
WHO Focal Point(s)
programmes, offices and agencies. The overall goal of the Framework
Process is to produce a swift and integrated UN system-wide response in
the form of a comprehensive preventive action strategy to potential crises.
FT membership includes the UN Departments of Political Affairs (DPA)
and Peacekeeping Operations (DPKO), OCHA, UNDP, OHCHR,
UNICEF, UNHCR, WPF, FAO, WHO and the World Bank. The
Framework Team (FT) normally meets monthly to review/prioritize
countries/situations of concern and forwards them, as appropriate, to
Executive Committees on Peace and Security and Humanitarian Affairs.
The decision to establish a Reference Group on Gender and Humanitarian
Assistance was taken by the IASC-WG in November 1998. This group is
co-chaired by WFP and UNICEF. Membership includes FAO, OCHA,
OHCHR, UNHCR, UNDP, IOM, UNFPA, ICRC, IFRC, WHO, SCHR,
ICVA, and InterAction (the three latter agencies are represented by
OXFAM). The Gender and Humanitarian Assistance Resource Kit can
be accessed on-line. Key documents include the Policy Statement for the
Integration of a Gender Perspective in Humanitarian Assistance (1999)
and the Gender and Humanitarian Assistance Resource Kit (CD-ROM)
(2001).
The Geographic Information Support Team (GIST)
https://gist.itos.uga.edu/ is an inter-agency initiative that promotes the use
of geographic data standards and geographical information systems
(GIST) in support of humanitarian relief operations. The GIST also
identifies data resources to support preparedness and emergency response.
Alessandro Loretti, [email protected]
The Inter-Agency Standing Committee (IASC) Task Force on HIV/AIDS in
Emergency Settings is a subsidiary body formally established by the IASC
Working Group in March 2002. The TF is tasked with facilitating interagency work for the control of HIV/AIDS in emergency settings. It is
chaired by WHO and its membership includes Civil and Military Alliance
(CMA), FAO, The International Centre for Migration and Health (ICMH),
ICRC, ICVA, IFRC, IOM, OCHA, UNAIDS, UNDP, UNFPA, UNHCR,
UNICEF and WFP. The revised Guidelines for minimum HIV
interventions in emergency settings have been finalized.
In June 1998, the IASC WG decided to establish a Task Force on
Humanitarian Action and Human Rights. Its membership includes
ICRC, OCHA, OHCHR, UNHCR, ICVA, UNICEF, WHO and WFP.
The TF was tasked to enhance the understanding and implementation of
the legal framework among humanitarian actors. Products include:
Growing the Sheltering Tree: Protecting Rights Through Humanitarian
Within WHO, HIV/TSH with HAC are the
gatekeepers for relations with the IASC TF
on HIV/AIDS in emergency setting.
Within WHO, HAC is the gatekeeper for
interactions with the IASC Taskforce on
Gender
Rayana Bu-Hakah, HAC,
[email protected]
Manuela Colombini, FCH/RHR
[email protected]
Tanja Sleeuwenhoek,
[email protected]
Within WHO, RMD and HAC are the
WHO gatekeeper for relations with GIST
Johan Lemarchand, [email protected]
Sandro Colombo, [email protected]
Michel Tailhades, [email protected]
Lianne Kuppens, [email protected]
Within WHO, ETH is the gatekeeper for
interaction with the IASC TF on Human
Rights and Humanitarian Action
Helena Nygren-Krug, ETH
[email protected]
Asako Hattori, ETH, [email protected]
WHO Objectives
Mainstreaming health aspects in
inter-agency emergency activities.
Setting common standards for
strengthened field management
capacities in support of inter agency
coordination prior, during and after
a crisis.
Raising awareness of a broad target
audience on the impact of
HIV/AIDS in emergency settings,
including issues of prevention and
care. WHO, through HAC, funds
the Chair of the IASC TF on
HIV/AIDS in emergency setting.
Incorporating health dimensions in
human rights and humanitarian
action. WHO is uniquely placed as
WHO leads on “Right to Health”.
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
Humanitarian
Financing ***
Internal
Displacement ***
WHO Focal Point(s)
Action (2002) and Frequently Asked Questions on International
Humanitarian, Human Rights and Refugee Law.
Tanja Sleeuwenhoek,
[email protected]
One of the outcomes of the International Meeting on Good
Humanitarian Donorship (International Meeting on Good Donorship
(June 2003) has been the creation of the Good Humanitarian Donorship
Implementation Group (GHDIG). This group is Geneva-based and chaired
by Canada.
During discussions among the IASC members in the
July IASC-WG meeting and as a result of the first meeting of the GHDIG
on
15 July at which OCHA was present, an IASC Task Force on
Humanitarian Financing has been established, chaired by OCHA, which
will coordinate with the IASC Sub Working Group on CAP and with the
GHDIG on those issues which will benefit from close cooperation
between humanitarian agencies and donors. As a first step, the TF will
identify issues in the humanitarian Financing studies which call for action
on the side of the IASC – in particular the study on needs assessment - and
the Stockholm Principles and Implementation Plan, and to draft a
programme of work.
In July 2000, the IASC established a Senior Inter-Agency Network on
Internal Displacement, comprising senior focal points in concerned
organizations, to carry out reviews of selected countries with internally
displaced populations and to make proposals for an improved inter-agency
response to their needs. Notwithstanding the creation of the IDP Unit in
2002, the IASC decided the Network should continue to exist as an inter
agency support and advisory mechanism for the IDP. WHO, through
HAC/EHA, participates in the Senior Inter-Agency Network meetings.
Products include: Manual on Field Practice in Internal Displacement
(1999) and the IASC Policy Statement on Protection of Internally
Displaced Persons (1999). The issue of protection and assistance of IDPs
is a standing IASC agenda item. The Mandate of the Representative of
the Secretary- General on Internally Displaced Persons focuses on
developing appropriate normative and institutional frameworks for the
international protection and assistance of Internally Displaced
Populations. The RSG on IDPs, Dr Francis Deng, was appointed in 1992,
following international concern about the growing numbers of internally
displaced persons around the world in need of protection and assistance.
The RSG was requested to examine human rights issues relating to
internal displacement and to prepare a comprehensive study of existing
laws and mechanisms for the protection of IDPs.
Within WHO, HAC is the gatekeeper for
interaction on humanitarian finance and
humanitarian futures.
Rayana Bu-Hakah, [email protected]
Andre Griekspoor, [email protected]
Oliver Stucke, [email protected]
Within WHO, HAC is the gatekeeper for
interaction with the Inter-Agency Senior
Network on internal displacement.
Alessandro Loretti, [email protected]
Tanja Sleeuwenhoek,
[email protected]
WHO Objectives
Improving knowledge about flows
of humanitarian funding in the face
of a competitive aid environment
and designing strategies for a
coherent inter-agency vision and
improved intersectoral coordination.
Integrating essential public health
concerns in the agenda of the
OCHA Internal Displacement Unit
and contributing to efforts to
optimize the health outcomes for
and prospects of Internally
Displaced People.
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
WHO Focal Point(s)
WHO Objectives
Within WHO, AMRO/PAHO and HAC are
the gatekeepers for inter-action with ISDR
Mainstreaming disaster
management, incorporating a public
health aspect in country resilience to
natural hazards and related
technological and environmental
disasters, in order to reduce
environmental, human, economic
and social losses
Promoting cooperation, playing a
neutral broker role, especially in
countries where there are scarce
resources.
ISDR ***
International Strategy
for Disaster
Reduction
At the end of the 1990s, the United Nations created the ISDR as a
successor body to the IDNDR (the International Decade for Natural
Disaster Reduction), to help communities focus on long-term, pro-active
disaster prevention strategies to improve the resilience of communities.
The Inter-Agency Task Force on Disaster Reduction is chaired by the
Emergency Relief Coordinator. Membership includes among others:
WHO, PAHO, FAO, UNESCO, ITU, WMO, UNDP, UNEP and WFP.
MCDU **
Military and Civil
Defense Unit
And
MDCA
Military and Civil
Defense Assets
The OCHA Military Civil Defense Unit is the result of the
acknowledgement of the ever-increasing use of military and civil defense
assets (MCDA) in humanitarian emergencies, a process begun after the
Gulf War. The origin of this decision stems from a number of
recommendations by experts, leading to a fundamental, non-binding
document written in 1994; called the "Oslo Guidelines
http://www.reliefweb.int/mcdls/mcdu/oslo_guidelines/oslo_guidelines.htm
l, which establishes basic principles on the use of MCDA in natural,
technological and environmental disasters, in times of peace. In March
2003, the Guidelines on the Use of Military and Civil Defence Assets To
Support United Nations Humanitarian Activities in Complex Emergencies
http://www.reliefweb.int/mcdls/mcdu/GuidelinesCE/guidelinesCE.html
were agreed upon. The Consultative Group on the Use of MCDA is
convened annually in Geneva bringing together all Member States,
international, national and regional organizations interested in the use of
MCDA. In addition, the MCDU reports to an Advisory Panel meeting
two times a year. The AP consists of the major UN Agencies, the ICRC
and IFRC, as well as representatives from DPKO, IOM and the NGO
community.
In July 2003, the IASC-WG decided to establish a small Taskforce on
Natural Disasters, follow-up on the recommendations of the 2000 Report
of the IASC Reference Group on Natural Disasters and examine proposals
put forward by the IFRC. The Group is co-chaired by OCHA and IFRC
and members will include WHO, UNDP, UNICEF, WFP and ISDR. The
Taskforce will report back to the IASC-WG in November 2003.
Within WHO, HAC is the gatekeeper for
interaction with the MCDU and on MCDA.
The Taskforce on the protection form sexual exploitation and abuse in
humanitarian crises was set up in the wake of recent allegations of
widespread sexual exploitation of and violence against refugee and
internationally displaced children by humanitarian workers and
Within WHO, HAC is the gatekeeper for
relations with the IASC TF on protection
from sexual exploitation and abuse.
Natural Disasters ***
Protection from
sexual exploitation
and abuse ***
Jean-Luc Poncelet, [email protected]
Alessandro Loretti, [email protected]
Alessandro Loretti, [email protected]
Christine Chomilier, [email protected]
Tanja Sleeuwenhoek,
[email protected]
Within WHO, HAC is the gatekeeper for
relations with the IASC Taskforce on
natural disasters.
Isis Pluut, HAC, [email protected]
Tanja Sleeuwenhoek,
[email protected]
Emphasizing the link between
natural disasters and development,
focusing not only on capacity
building at local and national level
but also on assisting the health
sector in their contingency planning
and promoting enforcement of
stringent construction standards for
hospitals to resist natural hazards.
Incorporating essential public health
concerns in the work of the TF,
contributing to the overall
protection of civilians in armed
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
Sanctions *
(sunsetting)
Telecommunications
**
WHO Focal Point(s)
WHO Objectives
peacekeepers in West Africa, which highlighted the vulnerability of
refugees, IDPs and other victims of conflict to abuse and exploitation,
especially the risks faced by women and girls. Products include the Plan
of Action and Core Principles of Codes of Conducts on Protection from
Sexual Abuse and Exploitation in Humanitarian Crisis.
The IASC TF on the humanitarian consequences of sanctions looks at how
adverse humanitarian consequences of sanctions regimes could be
minimized. The TF is composed of OCHA, UNHCR, UNICEF, WFP,
FAO, WHO, OHCHR, INTERACTION, and several NGOs, and is
chaired by OCHA.
Rayana Bu-Hakah, [email protected]
conflict.
Within WHO, WUN and HAC are the
gatekeepers of the TF on the humanitarian
consequences of sanctions
In 2000, the IASC decided to “revive” the Taskforce on Emergency
Telecommunications (WGET). WGET includes entities of the United
Nations system involved in humanitarian assistance and/or field
telecommunications, other major governmental and non- governmental,
international and national organizations and the International
Telecommunication Union as well as a number of experts and advisors
from the academic and commercial field. Background information on
emergency telecommunications can be assessed on line:
http://www.reliefweb.int/telecoms/.
Within WHO, TMS and HAC are the
gatekeepers for relations with WGET
Advocating based on reliable data,
that the impact of trade embargoes
encompasses much more than
restrictions on the availability of
medicines and focused public health
measures to maximize better
outcomes with scarce resources.
Enhancing inter-agency cooperation
in the field of emergency
telecommunications.
Richard Alderslade, [email protected]
Alessandro Loretti, [email protected]
Dominique Metais, [email protected]
Christine Chomilier, [email protected]
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
Training *
Transition issues
***
UNDAC ***
UNHRD ***
United Nations
Humanitarian
Response Depot
UNJLC ****
United Nations
Joint Logistical
Centre
The IASC recommended in its meeting in September 1998 to establish a
Taskforce on Training under the auspices of UNHCR. The TF was set up
as a mechanism for information exchange on training issues.
Membership includes OCHA, UNICEF, UNHCR, UNDP, WHO, FAO,
WFP, OHCHR, IOM.
The UNDG/ECHA Working Group on Transition issues was formed in
response to ECOSOC resolution 2002/32, directed primarily to
humanitarian actors and the Secretary-General’s second phase of UN
reform, specifically elements of Action 14 pertaining to transition in
countries emerging from conflict – which was directed towards UN
development actors. The WG began in November 2002 with the overall
objective of establishing greater coherence and integration in the UN’s
response to the challenges of transition, building on the Brahimi report
and its follow-up action. Eight case studies, reflecting different situations
on the ground in Afghanistan, Angola, the Great Lakes region (including
Burundi, DRC, Rwanda and Tanzania), the Republic of Congo, Sierra
Leone, Sri Lanka, Tajikistan and Timor Leste, were reviewed.
The United Nations Disaster Assessment and Coordination (UNDAC)
team is a stand-by team of disaster management professionals who are
nominated and funded by member governments, OCHA, UNDP and
operational humanitarian United Nations agencies such as WFP, UNICEF
and WHO. Upon request of a disaster-stricken country, the UNDAC
team can be deployed within hours to carry out rapid assessment of
priority needs and to support national Authorities and the United Nations
Resident Coordinator to coordinate international relief on-site. Members
of the UNDAC team are permanently on stand-by to deploy to relief
missions following disasters and humanitarian emergencies anywhere in
the world. Http://www.reliefweb.int/undac/
The United Nations Humanitarian Response Depot (UNHRD) in Brindisi,
Italy is sponsored by the Italian Ministry of Foreign Affairs and managed
by WFP. It holds emergency stocks belonging to WFP, OCHA and WHO,
which regularly draws upon UNHRD for its emergency response
activities.
The concept of the United Nations Joint Logistical Centre (UNJLC) was
born out of the humanitarian response to the 1996 Eastern Zaire crisis,
which demanded intensified coordination and pooling of logistics assets
among UNHCR, WFP and UNICEF. The concept was applied on
WHO Focal Point(s)
WHO Objectives
Within WHO, HAC is the gatekeeper for
relations with the IASC TF on Training
Discussing training needs for
emergencies across agencies, to
reduce existing training gaps and to
strengthen complementarity
Gaya Gamhewage, [email protected]
Within WHO, WUN, GOV/UNI and HAC
are the gatekeepers of interaction with the
UNDG/ECHA Working Group on transition
issues.
Richard Alderslade, [email protected]
Peter Mertens, [email protected]
Alessandro Loretti, [email protected]
Within WHO, HAC is the gatekeeper for
inter-action with UNDAC.
Advocating that planning for
(health) reconstruction should start
as early as possible, in spite of the
competing needs and pressures of
the "acute emergency" phase. Policy
framework with a vision of the
future can channel humanitarian
assistance into activities that
contribute to development and
reform of the health sector.
Ensuring best public health practice
in inter-agency disaster assessments.
Gaya Gamhewage, [email protected]
Within WHO, HAC is the gatekeeper for
inter-action with UNHRD.
C. Chomilier, [email protected]
C. Guitton, [email protected]
Facilitating quick and efficient
response to breaking emergency
situations.
Within WHO, HAC is the gatekeeper for
interaction with UNJLC
Christine Chomilier, [email protected]
Christophe Guitton, [email protected]
Facilitating coordinated response
activities in emergency settings.
Overview of Inter-Agency Working Mechanisms
Denomination
Brief description/comments
subsequent UNLC interventions in Somalia, Kosovo, East Timor,
Mozambique, and Afghanistan. In March 2002, the IASC WG
institutionalized the UNJLC as a UN response mechanism, under the aegis
of WFP. Recently a UNJLC was deployed in the context of Iraq and
Liberia. From the onset, HAC has been closely involved in UNJLC
through the secondment, on refundable loan, of four staff to
UNJLC/Afghanistan and two staff to UNJLC/Iraq. WHO, C. Chomilier,
is the focal point for the UNJLC list of medical items. WHO also
participates in the ongoing revision of the UNJLC Field Operational
Manual.
WHO Focal Point(s)
WHO Objectives
Annex L
Description of WHO/HAC Training courses
Name
1. WHO Induction
Briefing on
emergencies
Objective
To familiarize key
staff on WHO's
approach, strategy,
plans and services
for
emergencies/crises
Main topics Covered
WHO's strategy and plans for
crises; Health Systems; Health
Intelligence and assessments in
crises, evaluation of
humanitarian work, tools,
training and other services for
working effectively in crises,
services of WHO technical
departments four crises, Interagency mechanisms, UN System
and Coordination; resource
mobilization, communication
and media, logistic support,
security,
Target audience
Duration
WHO country
6 days
representatives in priority
countries, EHA/HAC focal
points at regional, subregional and country level,
emergency focal points
from technical departments
and a limited number of
UN; NGO and donor
partners.
Location
One per year in
Geneva, two per
year at regions
(proposed: year 1
EMRO and AFRO;
year 2 EURO and
SEARO, year 3,
WPRO and AMRO)
Additional sub
regional Inductions
run by Regional
Office as needed
with focus on AFRO
Funds already
requested for these)
To prepare key
WHO vision, strategy and plans Crises/emergency focal
3 days
Geneva (but briefing
2. Orientation for
for crises work; HAC network, points in WHO technical
package to be
technical departments staff in WHO
technical
HAC services including tools,
departments as well as a
developed and made
to act effectively in
departments to
references, training, logistic
limited number of external
available to regions)
crises
work in crises
support; Humanitarian Actors,
experts who are on the
Twice a year in the
response.
UN system and coordination
HAC surge capacity roster
first year, 2-3 times
mechanisms; Health
a year in year 2 and
Intelligence; Health Systems,
year 3 according to
evaluation
need
(No additional
funding requested,
covered by salaries)
To bring surge
Crises context, WHO capacity in HAC surge teams (internal, 1 day with
Geneva in year 1,
3. Pre-mission
teams up to date on country, mapping of key actors, and where needed, external additional half
developing briefing
briefings
key issues related in-country and regional
experts)
day if technical module for regions
to missions and to coordination, mission objective,
area requires
by year 2.
refresh them on
approach and parameters,
deeper briefing frequency, as
latest relevant,
communication and logistics,
(in collaboration required.
technical knowhow
4. Making sense of
data in crises
security, reporting and
supervision and focus on key
thematic areas of relevance (ie
nutrition, HIV/AIDS,
communicable disease, mental
health, etc)
To enable health
Epidemiology refresher, Sources
workers to use data of data in crises, Reliability and
effectively in crises Applicability, Rapid Health
Assessment, Using data to
inform interventions
5. Training on the
management of crises
To improve skills
of WHO country
teams to better
manage crises
6. Developing health
sector proposals in
crises
To enable WHO
and other health
sector actors to
develop improved
projects for
countries in crises
(including for the
CAP)
7. Analysing the
disrupted health
sector
To provide
guidance to
analysts of health
sectors in crisis.
This includes
countries on the
Managing crises, crises
assessment, planning and
monitoring, managing people,
establishing and managing a
crises office, supplies
management, managing human
resources, managing finances,
managing information,
coordination, time management,
early warning and contingency
action, training and briefing
emergency staff
Assessment of health needs,
mapping of actors and resources,
inter-agency and inter-sectoral
coordination, project proposal
development in crises, refresher
on project management, linking
up with existing project
mechanisms and cycles (such as
the CAP)
Eleven thematic modules
covering the main areas relevant
to the study of battered health
sectors, experiences from the
field, tools, references and
suggestions for further study,
Public health personnel
WHO, MoH and other
partners)working in crises
or potential crises
countries, all HAC/EHA
focal points
with technical
departments)
(No additional
funding requested,
to be covered by
salaries)
2 ½ days
In collaboration
with the WHO
Communicable
Diseases Team
in Lyon
In Geneva initially,
pilot training
beginning year 2, to
be carried out at subregional levels
thereafter (with
focus on AFRO)
Country level
training ; details to
be worked out with
regions.
Self use manual to
be disseminated to
all priority WHO
country offices by
year 1 and available
on web and CD
ROM
Crisis teams (in-country)
5 days
including WHO, MoH, UN,
NGOS and other partners;
All EHA/HAC focal points
All EHA/HAC focal points 4 days
and their key health sector
partners
Pilot training at
regional and subregional levels in
year 1, sub-regional
training in years 2
and 3.
(Focus: AFRO)
Apprentice analysts,
already with field
experience, familiar with
quantitative techniques,
attempting to analyze a
disrupted health sector
Toolkit development
in progress. Training
course available in
year 2
3-4 days
8. Health as a Bridge
for Peace (HBP)
verge of an
economic, political
and/or military
catastrophe,
protracted crises
and situations of
transition from
disaster to
recovery.
To enable health
workers to operate
effectively and in
accordance with
international law in
conflict situations,
access populations
and to integrate
promote confidence
building and peace
building measures
in to health work.
practical production of a health
sector profile, sources of
information, indicators related to
troubled countries and health
sectors, definitions, references.
Most modules include standalone Annexes, which cover
selected topics considered of
special interest.
Conflict analysis; Framework of
humanitarian assistance; Health
as a bridge for peace; Medical
ethics; Human rights;
International humanitarian law;
Conflict resolution; Final
exercise.
(include key WHO and
MoH staff)
Health workers (WHO,
5 days
MoH, UN and NGO
partners) who work in
conflict situations);
preferably including a
mixture of health personnel
from either side of a
conflict where possible
Training planned for
WPRO, to discuss
with other regions
focusing on
countries in conflict.
Active Learning
Package available
already on web and
being adapted for
different users
including WHO
country teams.