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    4.3.1 Office for the Coordination of Humanitarian Affairs (OCHA): Role and Responsibilities
    • 11 Mar 2024
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    4.3.1 Office for the Coordination of Humanitarian Affairs (OCHA): Role and Responsibilities

    • Updated on 11 Mar 2024
    • 13 Minutes to read
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    The UN Office for the Coordination of Humanitarian Affairs (OCHA) helps to ensure that the humanitarian system functions efficiently and in support of the HC’s leadership. It is responsible for bringing together humanitarian actors to ensure a coherent response to emergencies. In addition to supporting the HC, OCHA provides the secretariat support to the HCT and the overarching framework for inter-cluster coordination.

    This includes building and maintaining cross-cluster linkages by chairing Inter-Cluster Coordination Group (ICCG) meetings and providing support, facilitation, and secretariat services, as determined by the HC (or RC) and HCT. OCHA plays a key role in ensuring a two-way communication between the HCT (providing guidance) and the ICCG (providing operational updates).

    It also includes establishing common standardised IM systems and facilitating cross-cluster strategic planning and assessment processes such as the coordination of multi-sectoral needs assessments, joint planning under the HNO/HRP process, consolidated appeals, and pooled funding appeals, monitoring and evaluation, contingency planning and field coordination arrangements.  

    OCHA also plays a critical role in relation to civil-military coordination and addressing issues of humanitarian access (see text box on Coordination with UN Peacekeeping Missions, Military and Armed Forces: OCHA’s Role in Civil-Military Coordination and Humanitarian Access) as well as in relation to the management of humanitarian pooled funds i.e. the Central Emergency Response Fund (CERF) and Country-based Pooled Funds (CBPF) (see more in 8.4).

    Overview of OCHA’s role and responsibilities for inter-cluster coordination and what this means for the FSC Coordinator: 

    OCHAThe FSC Coordinator

    OCHA support and lead inter-cluster coordination (as determined by the HC/HCT). 

    Working closely with the Clusters and CLAs, OCHA will: 

    Working with the CLAs and with FSC partners, as relevant, the FSC Coordinator (often with the IMO) will in turn:

    Support and facilitate inter-cluster coordination fora or mechanisms as requested by the HC/HCT. 

    • Participate in and contribute to the inter-cluster coordination mechanisms providing timely inputs on food security when needed. See details in the 4.3.2 below.

    Ensure all clusters and relevant operational actors are involved in strategic planning, implementation and other key issues that arise during inter-cluster coordination working groups. 

    • Share relevant content with FSC partners, ensure discussion on relevant topics and provide feedback at ICCG level.
    • Actively participate in relevant inter-cluster/sector working groups (e.g. cash, early recovery etc.). See details in the 4.3.4 and 4.3.5 below.

    Assist clusters to deliver components of the humanitarian programme cycle (e.g. coordinated multi-sectoral needs assessments, analysis, and recommendations for prioritization, HNO and the HRP ).

    • Request support from partners if necessary, keeping the analysis functions within the FSC (OCHA can coordinate an assessment, however the final analysis on the FS component should rely on FSC team and FSC partners). 
    • Ensure FSC inputs for the HNO and HRP based on assessments and agreement with cluster partners. 
    • Ensure FSC representation in joint inter-agency initiatives such as needs assessments and monitoring missions.
    • Where possible, ensure IPC is linked to HPC process. Discuss the IPC calendar with OCHA and inter-cluster colleagues. 

    See chapter 6 on assessments (and the IPC) and chapter 9 on the HPC, including details on the FSC role in the HNO and HRP .

    Facilitate and support inter-cluster coordination to plan and implement strategic objectives. 

    • Develop, in a participatory way, the FSC strategic objectives that are aligned with the country objectives. See chapter 9. 

    Assist the HC/HCT to define and put in place appropriate coordination mechanisms, including decentralized coordination. Review the coordination architecture if requested by the HC/HCT.

    • If relevant, discuss the potential need of establishing sub-national coordination with CLAs, including supporting this process (analysis of requirements, partner capacities etc.).
      See 10.4 (decentralised coordination) and 3.5.2 (sub-national FSC Coordinator).
    • Participate in the review process with the support of the FSC members and the CLAs. See 5.9.2.

    Support protection main-streaming efforts at the inter-cluster level in close collaboration with the Protection Cluster. 

    • Support partners to integrate protection into their programmes. See 5.7.4. 

    Help clusters (as needed) to provide a needs-based, impartial response that analyses and takes into account different needs and the specific vulnerabilities and capacities of affected people (with respect to gender and age, for example). 

    • Work closely with partners to develop reporting mechanisms (and availability of data through assessments/ IPC/CH analysis etc.) to ensure proper FSC analysis and to facilitate a needs-based, impartial response. See chapter 6 on assessment and analysis.

    Support efforts to ensure that protection, AAP and early recovery inform all steps of the humanitarian programme cycle. 

    • If needed, support partners in ensuring these areas are included in all steps of the HPC; if possible, develop IM tools to capture this information. 
    • Ensure these areas are reflected in the FSC response plan. 

    See more on AAP in 1.5.3 and on early recovery in 4.3.5. 

    Inform the HC/HCT of operational progress and any issues that may require their input, advocacy or other support.

    • Brief the ICCG on relevant progress or challenges faced by FSC partners and on the food security response in general.
    • There may also be direct HC/HCT requests related to food security issues that require action from the Coordinator. See 4.2.1. 
    • Any communication with the HC/HCT should be cleared by both CLAs (who should be kept informed at all times). 

    Assist clusters to develop advocacy and initiatives on strategic and operational questions; bring them to the attention of the HC/HCT.

    • Through the ICCG, the Coordinator should actively advocate for, and raise key strategic or operational issues on behalf of the FSC partners. See chapter 7 on advocacy.

    Support the HC/HCT and clusters in facilitating cluster coordination monitoring. 

    • Ensure regular cluster coordination performance monitoring (CCPM) with partners and support any reviews by the HCT of the humanitarian architecture (ensuring close coordination with the CLAs). See 3.8 (deactivation) and 5.9 (CCPM and Cluster Coordination Architecture Reviews).

    Support efforts to define common standards, tools and services (for example contingency plans), to create a conducive strategic and operational environment for clusters.

    • Provide relevant inputs where required and adapt standards and tools to a country context. If needed, the Global Support Team (GST) can provide support. See 1.5 (standards), 5.8 (FSC and contingency planning) and 5.6 (harmonisation).  

    Support linkages between humanitarian and development coordination mechanisms, minimising duplication and maximising synergies.

    Provide inter-cluster information management tools and coordination as needed.

    • Ensure FSC (IMO) participation in the IMWG. 
    • As relevant, ensure FSC tools are aligned to facilitate the provision of required inputs to OCHA.
      See 3.5.3 (IM responsibilities) and 5.15 (FSC reporting).

    Work with the HCT and clusters to facilitate pooled humanitarian funding allocations (CERF and CBPF).   

    • Provide timely information to partners (who can apply, processes, etc.). 
    • Provide technical support and prepare the FSC structure to support the process with regards to strategic allocation and project review (e.g. technical groups, project review committees). 
    • Work with partners to identify priorities for CERF and CBPF. The Coordinator should prepare and provide the sector needs overview and response plan.
      See details on the role of the Coordinator under 8.4 on humanitarian pooled funding.

    Ensure civil-military coordination (coordination of humanitarian operations in complex emergencies with a military presence) for example in relation to humanitarian access. 

    • The Coordinator should ensure relevant information is shared with OCHA, the ICCG and partners as appropriate. 
    • See text box on Coordination with UN Peacekeeping Missions, Military and Armed Forces: OCHA’s Role in Civil-Military Coordination and Humanitarian Access below.

    Following an emergency, OCHA will coordinate information sharing (for example between the ICCG, humanitarian actors and local authorities) in the On-Site Operations Coordination Centre (OSOCC), where relevant.

    • In the OSOCC, the Coordinator should actively contribute to the update. This is generally done verbally.

    Source: Adapted from the Reference Module for Cluster Coordination at Country Level (IASC, 2015), p. 28.

    Key OCHA Products and Services: Providing information products and services to the humanitarian community is an important part of OCHA’s coordination role. It provides the overarching structure for pulling together information across clusters and suggests standards that allow data compatibility. OCHA does this through the IMWG, and the ICCG and, depending on the context and needs, includes coordination of cluster-level monitoring activities (e.g. Mid-Year Review and End-Year Review of the HRP etc.), consolidating cluster information and generating technical consensus around cross-cluster indicators. 

    Based on set inputs from clusters (who are responsible for collecting, processing and analysing primary data), OCHA provides the following:

    Minimum Products produced by OCHA in collaboration with clustersMinimum Services provided or made available by OCHA
    • Contact directories of humanitarian partners and IM focal points.
    • Meeting schedules, agendas and minutes of coordination meetings chaired by the RC/HC or OCHA.
    • Aggregated 5Ws and derivative products, such as maps. The FSC will complete the template provided by OCHA, not share the full dataset.
    • Inventory of relevant documents on the humanitarian situation, i.e. mission reports, assessments, evaluations, etc.
    • Inventory of relevant common cluster/sector operational datasets, including population data disaggregated by age and sex.
    • Data on humanitarian requirements and contributions (through the United Nations Financial Tracking Service (FTS).
    • A country-specific or disaster-specific humanitarian web portal.
    • Situation Reports (Sitreps).
    • Mapping products.
    • These minimum products are in addition to the core processes of the HNOs, HRP s, flash appeals and Inter-agency contingency plans.
    • A space where the humanitarian community can access information resources:https://www.humanitarianresponse.info  (Note that content may shift to ReliefWeb during 2023). 
    • Maintenance of common datasets that are used by the majority of clusters.
    • Geospatial data and analysis relevant to inter-cluster decision-making.
    • Management of the collection and dissemination of all inter-cluster information.
    • Advocacy for data and information sharing within the humanitarian community, as well as the adoption of global data standards.
    • Provision of technical IM advice to clusters on the design of surveys for needs assessments and/or other significant external data collection exercises.
    • Access to schedules, agendas, and minutes of cluster coordination meetings.  

    The structure of OCHA can vary, as it can be a full-fledged country office or a Humanitarian Advisory Team (HAT) under the RC Office. While this will not affect the majority of the tasks OCHA conducts regularly, the presence of a HAT may result in higher involvement of OCHA regional offices in key processes such as HPC and may be a limiting factor to establish a CBPF. 

    Working with OCHA as an FSC Coordinator: The FSC Coordinator provides numerous and regular inputs to OCHA and actively contributes to joint activities, processes, or exercises. The below is, in most cases, a minimum requirement for the FSC fulfilling its 6 core functions (see 3.4.1):  

    • According to the HPC calendar (to be discussed and agreed at inter-cluster level), inputs for the HNO/HRP , for Mid-Year Reviews, for annual reports, for cluster reviews as well as for sitreps (often weekly) to name a few. See chapter 9. 
    • Active participation in and contribution to pooled humanitarian funding allocations (CERF and CBPF). See chapter 8.
    • Active participation in and contribution to regular ICCG meetings as well as potential joint contingency planning or emergency preparedness activities, anticipatory actions (see 5.8).
    • Active participation in potential ad hoc country specific exercises/processes requiring FSC inputs – mostly initiated by HCT or the HC (RC). 

    A strong working relationship with OCHA can help ensure a smoother approach to deadlines and access to support during high intensity periods such as the HRP process. Moreover, many of OCHA products and services are useful for the FSC Coordinator and FSC partners. 

    It is important to note that OCHA does not have any operational role or any authority over the CLAs nor the FSC coordination team. When deadlines for cluster inputs are too short and do not allow for proper partner consultations, the FSC team could ask for additional time and encourage a more consultative process. The global support team (GST) can provide further clarification in relation to OCHA requests in case these exceed the standard inputs.

    TIPS: At the outset of a response or on arrival in country, the FSC Coordinator should introduce himself /herself to OCHA and should request access to: 

    • Relevant OCHA contact and distribution lists (this can help to identify potential FSC members).
    • Relevant OCHA Situation Reports.  
    • Operational databases, e.g. Who's doing What, Where, When and for Whom (5W), pre-crisis and in-crisis datasets, e.g. affected populations (if available).
      The Coordinator should also request a briefing from OCHA on: 
    • The overall humanitarian architecture and actors including other operational clusters (including meeting times and locations) and inter-cluster coordination meetings as well as information on other local coordination mechanisms of relevance to the FSC. 
    • The mechanisms for inter-cluster coordination, e.g. shared web portals, OCHA Situation Reports, pooled funding etc.
    • Relevant recent developments or initiatives at inter-sectoral level and key upcoming tasks for cluster coordinators. 

    Resources: See Reference Module for Cluster Coordination at Country Level (IASC, 2015) pp. 28-29. The FSC IM Handbook/ Toolbox (gFSC, Placeholder, 2023) includes details on the IM requirements under the cluster system. 

    For information on coordination in a refugee crisis and the role of UNHCR, see 4.2.2 above.

    Coordination with UN Peacekeeping Missions, Military and Armed Forces:
    OCHA’s Role in Civil-Military Coordination and Humanitarian Access

    Over recent decades, military actors have been increasingly involved in relief activities, both in natural disasters and in complex emergency settings. Basic civil-military coordination strategies range from coexistence to cooperation. In general, the coordination of humanitarian operations in complex emergencies with a military presence, i.e. UN peacekeeping missions, national military or armed forces, is the responsibility of OCHA, and is addressed through the inter-cluster coordination mechanism. OCHA’s Geneva-based Civil-Military Coordination Section (CMCS) is the focal point in the UN system for humanitarian civil-military coordination. As custodian of UN Humanitarian Civil-Military Coordination (UN-CMCoord) related guidelines, CMCS also helps humanitarian actors develop context-specific guidelines tailored to a particular situation.

    UN-CMCoord is a framework that helps establish appropriate humanitarian civil-military coordination structures. UN-CMCoord is especially essential in high-risk environments and facilitates dialogue and interaction between civil and military actors, to negotiate humanitarian access, to promote humanitarian principles and to protect civilians and the security of humanitarian aid workers.

    What is important for the FSC Coordinator to know:

    Though it may not relate directly to the core work of the Coordinator, it is important to know the country-specific CMCoord guidelines, to promote humanitarian and protection principles and to engage in an active information-sharing about security and access constraints.

    OCHA should share relevant updates during ICCG meetings and coordinate directly with the armed forces when relevant (for example OCHA can organise and facilitate meetings between armed forces and the ICCG). 

    In this context, the Coordinator should: 

    • In conflict situations, be aware of the risks of creating a perception of affiliation with armed forces. Any interaction must serve the primary purposes of relieving humanitarian needs to the affected population and assuring assistance for non-combatants affected by conflict or disaster.
    • Be familiar with ways to protect sensitive data and ensure the anonymity of partners and affected communities.
    • In sudden onset emergencies especially, be aware that governments often appoint the army to do aid distributions - including distributions of food items. In contexts where the army is not part of a conflict, the FSC may be required to share the FSC distribution plans, package details and regularly interact with the army. 
    • Be aware that, during the development of contingency plans (in non-conflict contexts), it is important to involve the armed forces, or at least to consider the support and work they will provide. During emergency exercises (tabletop to field simulation), armed forces are usually involved, providing a good opportunity for engagement. 
    • Be aware of the role OCHA plays in relation to humanitarian access and, where relevant, as chair of access working groups. The Coordinator should share with OCHA (and where available in country, the humanitarian access group or HAG) relevant information on challenges partners are facing in relation to the provision of life saving assistance be it physical, weather or security related.
    • See also the importance of ‘conflict sensitive’ programming in 10.2.1. 

    For more information: 

    • OCHA’s roles and additional resources, see here and the UN-CMCoord Field Handbook (OCHA, 2015), here (pp. 40-43).
    • IASC: Non-binding Guidelines on the Use of Armed Escorts for Humanitarian Convoys (IASC, 2013), here and UN integration and humanitarian space: building a framework for flexibility (IASC, 2013), here. 
    • For more information on humanitarian access as fundamental pre-requisite to effective humanitarian action, see here (OCHA, 2010) and on Humanitarian Access in Situations of Armed Conflict the Practitioners’ Manual se here (CDI/OCHA, 2017).
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