UNHCR/HCP/201S/1. Policy on Emergency Response Activation, Leadership and Accountabilities

Transcription

1 (.)«(t1) UNHCR ~ " 'l!: ~ United Nations High Commissioner for Refugees Haut Commissariat des Nations Ul1ies pour les refugies UNHCR/HCP/201S/1 Policy on Emergency Response Activation, Leadership and Accountabilities Approved by: Ant6nio Guterres, United Nations High Commissioner for Refugees Signature: ~ Approval date: 2..} - I - L 0 I ~- Contact: Division for Emergency, Security and Supply (DESS) Date of entry into force: 26 January 2015 Review date: 31 January 2017 This and other official UNHCR Guidance is available on the Policy and other Guidance Page of the UNHCR-net

2 CONTENTS Chapters 1. Purpose 3 2. Scope 3 3. Rationale 3 4. Policy Objective 4 5. Pre-emergency phase 5 6. Emergency Response Activation 5 7. Mobilisation of Emergency Resources 7 8. Headquarters Coordination and Decision-making 8 9. Operational Capacity and Leadership Accountabilities Deactivation References Acronyms Monitoring and compliance Dates Contact History 13 Annexes 1. Accountabilities in the pre-emergency and emergency 14 response phases Part I: Accountabilities of the Representative, Regional 14 Bureau and DESS/Emergency Services (ES) Part II: Accountabilities of Headquarters Divisions Terms of Reference of Headquarters bodies 31 Part I: Terms of Reference - Pre-Emergency / Emergency 31 Task Force Part II: Terms of Reference - Senior Level Working Group References 34 2

3 1. Purpose 1.1 This policy defines the framework for UNHCR's emergency preparedness and response procedures. 1.2 The policy sets out the internal process for activation and de-activation of UNHCR's emergency response mechanisms, including the criteria for declaring an emergency and determining its level. It describes the procedures that come into effect, and internal leadership, coordination arrangements and accountabilities during the pre-emergency phase and the period during which an emergency declaration is in place. 2. Scope 2.1 The policy applies in all UNHCR operations at risk of a humanitarian emergency, or in which such an emergency is taking place. UNHCR defines a humanitarian emergency as any situation in which the life, rights or well-being of refugees and other persons of concern to UNHCR will be threatened unless immediate and appropriate action is taken; and which demands an extraordinary response and exceptional measures because current UNHCR capacities at country and regional level are insufficient. 2.2 The policy is directed at all UNHCR staff members and affiliate workforce personnel in the field, Regional Offices and at Headquarters (HQ) engaged in strategic or operational planning in the context of emergency preparedness and response, and the design and delivery of UNHCR's emergency operations, in line with UNHCR's protection mandate and responsibilities. It is of particular relevance for Representatives and staff of Regional Offices, Bureaux and HQ Divisions. Effective implementation will require engagement with host governments at all levels, and involvement of partners and other stakeholders, in accordance with the Refugee Coordination Model (RCM) and the principles of the Inter-Agency Standing Committee (lase) Transformative Agenda. 2.3 Compliance with this policy is mandatory. 3. Rationale 3.1 In 2012, in the context of the High Commissioner's priority to strengthen UNHCR's emergency preparedness and response capacity and in view of the lase's Transformative Agenda, it was determined that UNHCR required a formal procedure to activate and deactivate its emergency response capacity and a systematized procedure to coordinate its response. Accordingly, in April 2012, a Guidance Note on Emergency Response Activation and Internal Coordination Procedures was issued, as part of a package of six emergency-related guidance notes issued under cover of IOM/034 - FOM/035/ Since 2011 there has been a proliferation of major humanitarian emergencies. In addition to many large-scale and high profile refugee emergencies, five system-wide Level 3 emergencies were declared, of which four are still active. The humanitarian system has also evolved, including through the roll-out of the Transformative Agenda and the launch of UNHCR's Refugee Coordination Model (RCM), which establishes a predictable framework for leadership and coordination in refugee emergencies. UNHCR's internal capacity for emergency preparedness and response has also been strengthened through the reconfiguration of UNHCR's Emergency Capacity Management Service (ECMS) within the Division of Emergency, Security and Supply, 3

4 into Emergency Services (ES) in ES consists of three stand-by teams led by Principal/Senior Emergency Coordinators, a section responsible for emergency policy and capacity development, and a unit overseeing emergency partnerships and deployments. 3.3 In July 2014, the High Commissioner requested the Assistant High Commissioner for Operations (AHC-O) to undertake a review, and revision as required, of policy and related guidance on UNHCR's response to emergencies, with a particular focus on clarifying accountabilities within the context of UNHCR's corporate response. Drawing on lessons learned, the review aimed to ensure that UNHCR's emergency response was timely, effective and in accordance with UNHCR's protection mandate and obligations in relation to leadership, coordination and delivery in emergencies, while ensuring accountability to affected populations. 3.4 The review identified six key areas in which measures were required to strengthen UNHCR's emergency preparedness and response, based on lessons learned from ongoing and past emergencies: i. preparedness planning in the pre-emergency phase; ii. systems to assess whether an operation is sufficiently well equipped to deliver an emergency response, and to identify and address capacity gaps; iii. timely articulation of resource needs and decision making (including on deployment of emergency response staff) and follow up action; iv. real time information on progress, challenges and support required by the operation, including information sharing within Headquarters; v. effective and systematic use of the different bodies at HQ level designed to prepare and support the response (Emergency Task Forces, Senior Level Working Groups and other ad hoc meetings), including monitoring and tracking of decisions made and action taken; vi. leadership and coordination in field operations, aimed at better delivery and accountability to affected populations. 3.5 Accordingly, the provisions of the April 2012 Guidance Note on Emergency Response Activation and Internal Coordination Procedures have now been updated and expanded in order to strengthen these areas. In particular, new components have been introduced to clarify internal leadership and coordination arrangements, systems, and accountabilities, set out in Sections 9 and 10 below. The focus of the policy is on ensuring clear, predictable and rapid systems for the mobilisation of HQ support to reinforce operational delivery. The policy is complemented by additional measures to capacitate and empower field teams, including through the deployment of human resources to support preparedness and response delivery. The application of the policy, future revisions and additional guidance will be informed by lessons from the field, drawn on an on-going basis through real-time reviews, evaluations and other mechanisms (see paragraphs 10.4 and 1O.5). 3.6 This policy supersedes Guidance Note 1 issued under cover of IOMj034 - FOMj035j2012, and that Guidance Note is hereby cancelled. The status of the other Guidance Notes issued under IOMj034 - FOMj035j2012 is as set out in Annex Policy Objective 4.1 In any emergency, UNHCR provides effective leadership, coordination and delivery of protection and assistance, in a timely and accountable manner which responds to the priorities of persons of concern, draws on and strengthens local capacities, considers future sustainability and self- 4

5 reliance, and makes efficient use of the resources available, including through real-time information sharing and timely decision making. 5. Pre-emergency phase 5.1 The UNHCR Country Representative (and at the regional level, where applicable, the Regional Representative) is responsible for initiating and leading timely preparedness for emergencies, informing and engaging Headquarters in the process. All country operations are required to undertake risk assessment with partners and undertake preparedness measures as outlined in the Guidance Note and Preparedness Package for Refugee Emergencies (IOM/FOM 056/2013) and update Minimum Preparedness Actions (MPAs) at least annually. In 'high risk' scenarios, Advanced Preparedness Actions (A PAs), including country-level contingency planning, are undertaken by country offices, with technical support from DESS/ES and other Headquarters Divisions as needed. Key considerations such as anticipated protection risks, alternatives to camps, effective communication with communities as part of a broader approach to ensuring accountability to affected populations, urban responses, the use of cash-based interventions and local procurement possibilities are already incorporated in analysis and planning in the preemergency phase. The Representative is responsible for ensuring that the Bureau and DESS (and where applicable, the Regional Office) are alerted to any deterioration in the situation. 5.2 In the event of a deterioration in the context of a 'high-risk' scenario, with an actual or potential impact on the dynamics of displacement, the AHC-O may direct that a Pre-Emergency Task Force (Pre-ETF) be convened to ensure joint Headquarters/regional/country-Ievel analysis, monitoring, planning and provision of support from Headquarters, and incorporating a human resources cell. The Pre-ETF is chaired by the Bureau and co-chaired by DESS, which works with the Bureau and initiates back-up action when needed. The Pre-ETF is attended by a senior staff member of every Division, is co-chaired by the Bureau and DESS (at Director or Deputy Director-level) and is served by a joint Bureau/DESS secretariat. Country and Regional Representative(s) participate by telephone. In the event that the (anticipated) emergency spans more than one region, the AHCo may chair the pre-etf or designate a chair. 6. Emergency Response Activation 6.1 Levels of Emergency UNHCR defines three levels of emergency response, applying criteria closely aligned with the Transformative Agenda Protocol for Humanitarian System-Wide Emergency Activation (April 2012) The scale of an emergency is determined by the relationship between its magnitude and the existing response capacity of the operation and that of the affected state or territory. Contributing critical risk factors (complexity, urgency, and organizational reputation) are also considered when determining the level of an emergency response The magnitude of an event or situation can be understood as the extent of its impact on human life and the enjoyment of rights. The capacity of an operation can be understood as the ability and preparedness of the UNHCR regional and country operation combined, other actors within the country and of the state to respond effectively to mitigate the negative impact on human life Considerations in assessing the scale of an emergency will include: 5

6 i. Impact on affected populations, including the number of persons affected by the emergency, their location (e.g. widespread and dispersed throughout the country or localised displacement), origin and cultural and ethnic composition, background, patterns of arrival, gender and age group distribution, skills and resources, health and nutrition status of new arrivals, needs of individuals and groups with specific needs. ii. Complexity, including issues such as the operational security context, accessibility, actors involved in the conflict, political context, legal and policy frameworks, logistical constraints, climate, geography, protection risks, whether this is a "mixed situation" in which refugees are located in the same geographical area as IDPs and other affected populations, presence of a UN peacekeeping or political mission, regional actors, number of partners on the ground, donor interest and involvement, level and scale of ongoing operations. iii. Capacities within the UNHCR regional and country operation (which should already have been mapped in the pre-emergency phase); the staffing (both number and profiles), financial and material resources available for a timely and adequate response; critical gaps identified and steps needed to address them. iv. Host government capacity, policies and attitudes (both at central and local level), including whether there are government restrictions on the expansion of coverage or activities by partners or UNHCR; whether the government requires additional support to increase their capacity. v. Operational capacity of partners, including NGOs, inter-governmental agencies, other UN agencies and members of civil society, covering issues such as who, where, what, capacity, profile, seniority of key interlocutors in the country/region including level of representation of other UN Agencies, etc., and their willingness and ability to commit that capacity in support of the operation at field level in a consistent and predictable manner for an agreed time frame. The feasibility of bringing in more, new partners and lead-time needed for this should also be considered. vi. Reputational risk, incorporating a) UNHCR leadership and coordination (the degree to which refugee coordination structures are already in place and/or would need to be established, revised, or strengthened); current perceptions and expectations of UNHCR's leadership and coordination role; the Representative's role in the Humanitarian Country Team (HCT) and other humanitarian coordination mechanisms already put in place with the Humanitarian Coordinator (HC), Resident Coordinator (RC) and/or the UN/Humanitarian Country Team); b) response and accountability to persons of concern, and in particular the protection impact if the response is not delivered in a timely and effective manner in accordance with UNHCR's mandate and humanitarian principles and in the spirit of transparency and partnership; and c) accountability to donors for funds entrusted to UNHCR Based on the above, UNHCR will use the following definitions for its internal use. Levell: The capacity of the country office combined with that of the regional office (as applicable), as well as with that of its partners is sufficient to address the magnitude of the crisis with targeted support from Headquarters in terms of resources, and the response can normally be handled/managed within the Bureau. 6

7 Level 2: The capacity of the country/regional office combined with that of its partners and the concerned state or states require significant additional support and resources from Headquarters in order to address the magnitude of the crisis. Level 3 (Corporate emergency): The magnitude of the crisis is such that it exceeds the capacity of the concerned state or states, UNHCR and partners in the country/region, and requires the full mobilization of the organisation's staffing, funding and material resources As emergency situations are dynamic, the level attributed to the emergency does not need to remain static. A Levell emergency may well deteriorate into a Level 2 or Level 3 emergency The determination of a level 3 emergency response is internal to UNHCR and dependent on the organization's capacity at regional and country level. The same situation may be considered differently by other agencies, depending on their existing capacity to respond An IASC System-wide Level 3 Emergency can be declared only by the Emergency Relief Coordinator (ERC), based on recommendations by the Humanitarian Country Team (HCT) and Emergency Directors Group (EDG) and following consultations with the IASC Principals. When such a declaration is made, all IASC member organizations must activate their emergency capacity to respond to the crisis. The level of UNHCR involvement in such cases will be determined by the High Commissioner and may vary depending on the nature of the crisis. 6.2 Triggering Responsibilities and Determining the Level The responsibility to identify and alert Headquarters of a situation requiring an emergency response at any level lies with the Country/Regional Office and the Bureau, with DESS collaborating to ensure preparedness planning, context and security analysis, and other relevant HQ Divisions contributing in their areas of accountability and expertise. In most cases, a Pre-Emergency Task Force will already be in place and will provide a mechanism for joint (country/regional/hq-ievel) analysis The Assistant High Commissioner-Operations (AHC-O), following consultations with the Assistant High Commissioner - Protection (AHC-P), the Bureau Director and the Director of DESS, will advise the High Commissioner who, in turn, will determine the level of emergency response. In the event of a sudden-onset emergency, the level will be determined within 72 hours of the initial report. 6.3 Declaration An emergency is declared by the High Commissioner or the AHC-O on his behalf, and communicated through an all-staff specifying the reason and level of the emergency In the event that the Emergency Relief Coordinator (ERC) declares an IASC system-wide Level 3 emergency which engages UNHCR's responsibilities as part of the inter-agency response, this is also shared through an all-staff from the High Commissioner or AHC-O. 7. Mobilisation of Emergency Resources 7.1 Upon the declaration of an emergency of any level, the accountabilities and procedures set out in this policy are activated, and central emergency resources are made available for the concerned operation, including human, financial and material resources. 7.2 DESS Emergency Services (ES) are mobilised, through the provision of ES technical advice and support, and (in the case of an L2 or L3 emergency) automatic deployment as rapidly as possible, 7

8 and in any event within 72 hours, of one or more ES stand-by teams, led by a Principal/Senior Emergency Coordinator. The ES standby team is reinforced by the deployment of additional technical experts in life-saving and other key sectors, deployed at the same time or in the following days in collaboration with HQ Divisions, based on key priorities/gaps identified during preparedness planning and by the country operation. In case of an Ll emergency, deployment of an ES standby team is not automatic, and will depend on additional capacity required. The ES standby team works side by side with the country operation to provide the surge capacity needed to enable the Representative to deliver the outcomes for which he/she is accountable in relation to the emergency operation. ES standby teams will be deployed under standard TORs adapted as necessary to the operational environment. 7.3 Further human resources are made available through UNHCR's Emergency Services. These include access to the Emergency Response Team (ERT) Roster and standby partnership arrangements. For level 2 and level 3 emergencies, the Senior Corporate Emergency Roster (SCER) may be accessed through DESS at the discretion of the AHC-O or the High Commissioner. Technical experts may be deployed through the ERT, standby partnerships or other arrangements in collaboration with Headquarters Divisions. Time-limited exceptional measures may be introduced to facilitate flexible approaches to human resources management, subject to review at the time of deactivation, and the transition from emergency deployments to more stable staffing arrangements is facilitated through Temporary Assignments/Appointments and Fast Track procedures. (See Annex 3 Paragraph 1.1). 7.4 Access to financial resources can be made available through increase of Operating Level and/or access to the Operational Reserve, as per the provisions in the Revised Resource Allocation Framework and established emergency procedures (see Annex 1 Part II, page 26 for a summary of accelerated processing times for Budget Committee submissions). 7.5 Material resources include emergency stockpiles (including standby core relief item kits (CRI kits) for 750,000 persons), security hardware, emergency airlift capacity, vehicles, personal travel kits, ICT equipment, registration and distribution material, and rub/wiki halls. Consideration of cashbased interventions and/or local procurement options in lieu of international shipment of CRls occurs at this stage, if not already incorporated in contingency planning and other preparedness actions. The Exceptional Procedures for Procurement in Emergencies (EPPE) facilitate the procurement process (see Annex 3 Para 1.3). Additional NGO capacity, including of national partners, may be mobilised through Refugee Response Agreements (RERAs). 8. Headquarters Coordination and Decision-Making 8.1 Upon the declaration of an emergency at any level, the pre-etf is converted into an Emergency Task Force, chaired by the Bureau and co-chaired by DESS, with a joint Bureau/DESS Secretariat, and participation of a senior staff member from all Divisions. Country (and Regional) Representative(s) and Principal/Senior Emergency Coordinator(s) participate by telephone. If a pre-etf is not already in place, an ElF, incorporating a Human Resources cell and other subgroups as needed, is established within 24 hours of the emergency declaration. 8.2 The AHC-O forms a Senior Level Working Group (SLWG) to provide a flexible and rapid mechanism to address policy level issues related to the emergency response and provide guidance to the Emergency Task Force. The SLWG is attended by the Bureau and relevant Divisions at the Director level, engaging the AHC-P as needed. The ETF Joint Secretariat provides background briefing documents identifying points on which policy decisions are required by the SLWG. The frequency of SLWG meetings is determined by the AHC-O. 8

9 9. Operational Capacity and Leadership 9.1 In the pre-emergency preparedness phase, the Bureau Director, together with DESS, will make a preliminary assessment of the required capacities on the ground and UNHCR's likely responsibilities in the event of an emergency declaration, including an analysis of UNHCR's leadership and coordination role. These will be assessed taking into account the considerations set out in paragraph above and in consultation with members ofthe pre-etf. 9.2 Immediately following the declaration of an L2 or L3 emergency, and in any event within two weeks, a Joint Senior Level Mission (JSLM) will be undertaken at Director or Deputy Director, and/or Regional Refugee Coordinator (RRC)/Regional Representative level, by the Bureau, together with the DESS Director or Principal Emergency Coordinator to review the operational strategy. The Division of International Protection (DIP) and Division of Programme Support and Management (DPSM) may also participate in the JSLM at Director or Deputy Director level, depending on the nature of the emergency. A report will be made to the AHC-O and AHC-P on the outcomes of the mission, summarising the current status of the response and assessing whether, and if so, what steps are needed to enhance UNHCR's leadership, coordination and/or response capacities, including at country, regional and Bureau level. 9.3 The report will include an assessment of the required capacities and level/profile of UNHCR leadership required, taking into account the circumstances as they have unfolded on the ground, UNHCR's responsibilities as protection lead agency within the UNCT/HCT and the seniority, profile, experience and expertise of the current leadership. The report will include a recommendation on the leadership model to be applied, with particular account taken of interagency leadership responsibilities arising from the application of the RCM or the UNHCR-OCHA Joint Note, and UNHCR's cluster leadership. Where the operational context has changed significantly, a revision of the Representative's job description may be appropriate. The Bureau may also require additional capacity to provide support to the operation. The recommendation on leadership arrangements will be considered by the AHC-O in consultation with the AHC-P and Deputy High Commissioner, and referred to the High Commissioner for a decision. The decisionmaking process should be concluded at the latest within three weeks of the emergency declaration. 9.4 Leadership Models The leadership model is determined by the High Commissioner, in line with the changed circumstances of the operation. At country level, this shall normally be one of the following: (i) The Representative is re-affirmed as the overall leader of the country operations, including the emergency operation, and is provided with stand-by support. (ii) The Representative's assignment length is shortened or he/she is temporarily redeployed, and a senior staff member assumes overall leadership of the UNHCR operation until a permanent solution is determined Alternatively, other leadership arrangements may be established as appropriate to the specific circumstances of the emergency operation, taking due account of representational responsibilities vis-a-vis the host government, the need for clear and unambiguous interagency leadership and participation in the UNCT/HCT, the importance of clear 9

10 accountabilities and reporting lines, and (in some cases) the location of the displaced population, the security context, and the degree to which the emergency operation is distinct from ongoing operations When a L2 or L3 Emergency is declared, the Representative will receive a letter, advising him/her of the High Commissioner's expectations in relation to UNHCR's leadership, coordination and response, and the role of the ES Standby Team deployed. Upon receipt of the report ofthe JSLM, a revised letter may be issued if necessary Leadership at Sub-Office level at the site of the emergency should also be addressed in the JSLM report. Similar leadership models to those set out in paragraph may be applied at Sub-Office level (re-confirmation of Head of Sub-Office responsibilities for the regular and emergency operation, or re-deployment within the country or elsewhere) are also available. In addition, the following models are possible at Sub-Office level: (iii) deployment of a senior staff member above the Head of Sub-Office, with responsibility for both the regular and emergency operations (iv) deployment of a senior staff member to manage the emergency operation, working side by side with the Head of Sub-Office, who remains responsible for the regular operation The appropriate leadership model at regional level will depend on the context (including whether a Regional Office is present) and will be determined by the High Commissioner. In the event that a Regional Refugee Coordinator is appointed, his/her accountabilities will be set out in Terms of Reference issued by the High Commissioner. 10. Accountabilities 10.1 The High Commissioner has overall accountability for UNHCR emergency operations, in line with his/her mandated responsibilities. He/she is supported by the AHC-P in the exercise of the High Commissioner's protection mandate, and by the AHC-O in ensuring policy direction, consistency, strategic decision-making and oversight of emergency preparedness and response operations globally. At HQ, the Bureau is accountable for providing strategic direction, supporting and overseeing emergency operational preparedness and response. DESS is accountable for convening and mobilising coordinated, coherent and timely cross divisional support, mobilising ES resources in support of the Bureau and the country operation, promoting automaticity and consistency of approach across UNHCR's emergency operations (including through transfer of learning) and initiating back-up action as needed. Preparing and responding to emergencies is a corporate priority, and Headquarters Divisions are accountable for providing technical support in their respective areas of responsibility, including global cluster leadership, and ensuring the provision of required technical capacity, guidance and expertise. At country level, the Representative is accountable for the emergency operation. This includes ensuring timely and efficient referral of issues to the Bureau, Regional Office (as applicable) and Headquarters Divisions for support, advice and decision-making as appropriate When an emergency is declared in a country which comes under the purview of a regional office, the Regional Representative maintains his/her accountabilities and continues to exercise the responsibilities and authorities as conferred on him/her by the Bureau Director and in line with his/her job description. These entail, among others, providing support and oversight for emergency operations in the region. Depending on the level and nature of the emergency, the High Commissioner may make temporary adjustments to the accountabilities, responsibilities 10

11 and authorities of the Regional Representative for the duration of the emergency. Any such changes must be communicated to the Bureau Director, the Regional Representative and the Country Representatives who report to the Regional Representative in writing. These arrangements will be reviewed periodically and in any event at the time of the de-activation of the emergency Tables setting out the key accountabilities and intersecting responsibilities and authorities exercised during emergencies are annexed. Annex 1 Part I sets out the accountabilities of the Representative, Bureau and DESS/ES in the pre-emergency phase and the period during which an emergency declaration is in place, to be implemented under the overall supervision of the AHC-O. Annex 1 Part II sets out the accountabilities of HQ Divisions during the same period, including those of DESS relating to Security and Supply. Annex 2 Part I sets out the Terms of Reference for Emergency (and where appropriate, pre-emergency) Task Forces. Annex 2 Part II sets out the Terms of Reference for Senior Level Working Groups A joint Bureau/DESS real-time review of each Level 2 and Level 3 emergency operation will take place after three months, applying a set of key benchmarks to take stock of the timeliness, efficiency and effectiveness of UNHCR's operational response and monitor the application of this policy, and to undertake adjustments where necessary. Reviews of Levell operations may also be undertaken, on a case-by-case basis An evaluation of Level 3 emergency operations will be conducted by the Policy Development and Evaluation Service within 9 to 12 months, or earlier if requested by the High Commissioner. Evaluations of L1 and L2 emergencies may also be undertaken upon the High Commissioner's request Inspections of emergency operations may be undertaken as required, based on the standard risk analysis approach carried out by the Office of the Inspector General. 11. Deactivation 11.1 In the event that an emergency declaration is still in place after six months, this will be subject to an automatic review by the AHC-O, in consultation with the AHC-P, taking into account any recommendation received from the Bureau Director and Director DESS. Based on the review, the AHC-O will recommend to the High Commissioner whether the declaration should be maintained or de-activated, and if de-activated, which, if any, of the exceptional emergency measures adopted should remain in place for a transitional period. The period for which the emergency is maintained should correspond with that required to stabilise the response, including through predictable and stable human resources arrangements with appropriate levels and profiles of staffing, as well as the establishment of a sustainable pipeline for core relief items, albeit that the crisis that gave rise to the emergency is still ongoing Deactivation of an emergency declaration may be recommended at any time by the Bureau or DESS, if its application is no longer warranted, either because UNHCR's operational capacity has been significantly established and the operation 'normalised', and/or because the crisis giving rise to the emergency subsides. UNHCR will also promote de-activation of IASC clusters when no longer required. 12. References A list of references is attached as Annex 3. 11

12 13. AAP APAs CBI CCCM DER DESS DFAM DHRM DIP DIST DPSM ECMS EDG ERC ERT ETF ES GPC HNO IAARM IASC MPAs PPRE PRP Pre-ETF RCM RERA RRP SCER SELP SET SLWG SRP TA TIME WEM Acronyms Accountability to Affected Populations Advanced Preparedness Actions Cash-based Intervention Camp Coordination and Camp Management Division of External Relations Division of Emergency, Security and Supply Division of Financial and Administrative Management Division of Human Resources Management Division of International Protection Division of Information Systems and Telecommunications Division of Programme Support and Management Emergency Capacity Management Service (formerly part of DESS, replaced by ES) IASC Emergency Directors Group Emergency Relief Coordinator (UN) Emergency Response Team (deployed through ES-managed roster of UNHCR staff) Emergency Task Force Emergency Services (replaced ECMS as part of DESS) Global Protection Cluster Humanitarian Needs Overview Inter-agency Rapid Response Mechanism Inter-Agency Standing Committee Minimum Preparedness Actions Preparedness Package for Refugee Emergencies Preliminary Response Plan (pre-srp) Pre-Emergency Task Force Refugee Coordination Model Refugee Emergency Response Agreement Refugee Response Plan Senior Corporate Emergency Roster Senior Emergency Learning Programme Situational Emergency Training Senior Level Working Group Strategic Response Plan IASC Transformative Agenda Training on Information Management in Emergencies Workshop on Emergency Management 14. Monitoring and compliance 13.1 The policy is comprehensive in nature and implementation will take place across the organisation. DESS is responsible for monitoring and ensuring compliance, in consultation with the Regional Bureaux and reporting to the AHC-O. 12

13 15. Dates The policy is effective on 26 January It will be reviewed and updated regularly to reflect major evolutions in lase or UNHCR policies or practices. The next scheduled review shall be conducted no later than 31 January As provided in UNHCR/HCP/2013/1 of 20 December 2013, however, the High Commissioner may at any time recall or initiate a review of any UNHCR official guidance. 16. Contact The contact for this policy is the Chief, Emergency Policy and Capacity Development Section, Emergency Services, Division of Emergency, Security and Supply. 17. History This policy revises and updates the Guidance Note on Emergency Response Activation and Internal Coordination Procedures (Guidance Note 1 issued under cover of IOM/034 - FOM/035/2012), which is hereby cancelled. The status of the remaining five Guidance Notes issued under ION/034- FOM/035/2012 is set out in Annex 3 Paragraph

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15 Annex 1 Accountabilities in the pre-emergency and emergency response phases Part I of this Annex sets out in matrix format specific responsibilities for which the Country Representative, Director of the Regional Bureau and Director of DESS as Emergency Director, are accountable in the pre-emergency and emergency response phases, within the framework of the broad accountabilities set out in Paragraph 10.1 above. In line with Paragraph 10.2, where a Regional Office is in place, the Regional Representative maintains his/her accountabilities and continues to exercise the responsibilities and authorities as conferred on him/her by the Bureau Director and in line with his/her job description, unless the High Commissioner directs otherwise. The Regional Representative is responsible for regional strategy-setting and overall coordination between Country Representatives in the exercise of the responsibilities set out below. In the event that a Regional Refugee Coordinator is appointed, his/her accountabilities, responsibilities and actions will be defined in his/her TORs. Part II sets out the responsibilities of the Headquarters Divisions and remaining DESS Services. For entries where the 'lead' and 'co-lead' designation is applied, the lead exercises primary responsibility, with the co-lead providing support and exercising the responsibility/authority to initiate back up action as required. The matrix forms part of the Policy on Emergency Response Activation, Leadership and Accountabilities, and compliance is mandatory. Annex 1, PART I: Accountabilities of the Representative, Bureau and DESS/Emergency Services (ES) 1. Accountability: Early warning and preparedness measures are in place Responsibilities and Authorities (Preparedness) ReptesentatJve Bureau DESS 1.1 Minimum Preparedness Actions and Risk Assessment Undertake risk assessment with partners and update Minimum Preparedness Actions (MPAs) in line with the Preparedness Package on Refugee Emergencies (PPRE), and submit to Bureau/DESS. To be undertaken annually, and more frequently as the situation evolves. Issue instructions, based on joint analysis with DESS, to Country Representatives who need to implement risk assessment more frequently. Lead Co-lead Provide training on emergency preparedness at the regional and country level, in collaboration with the Global Learning Centr~priori!ising high risk scenario countries 14

16 Responsibilities Qnd Authorities (PrePQlednessj Representative Bureau DESS I 1.2 For 'high risk' scenarios I Ensure implementation of Advanced Preparedness Actions (APAs) in line with the PPRE. For refugee 'high risk' scenarios, lead a timely refugee inter-agency contingency planning exercise, with technical support from the Bureau/DESS and relevant Divisions. For IDP 'high risk' scenarios, participate in RC/HC-Ied preparedness and contingency planning and Humanitarian Country Team (HCT) meetings, and lead and coordinate cluster preparedness in line with UNHCR's responsibilities. For refugee 'high risk' scenarios, develop (or reconfirm as necessary), in consultation with the government, partners and donors, the refugee coordination structures that will be applied to facilitate a timely and effective emergency response, in 'mixed situations' applying the UNHCR/OCHA joint note (April 2014), in consultation with the Bureau/DER/DESS and other relevant Divisions. Share finalized contingency and preparedness plans with Regional Office (where relevant), BureaujDESS and members of the pre-etf, including an initial mapping of the capacities of UNHCR and available operational capacities of partners with identified gaps and needs for support (including partner and staff training needs). Review plans and mapping of capacities and gaps; analyse UNHCR's likely responsibilities in the event of an emergency declaration, including UNHCR's leadership and coordination role. Coordinate with relevant Divisions regarding sector and cluster leadership and coordination arrangements and to ensure potential needs are understood and that, based on agreed Divisional responsibilities and accountabilities, Co-lead Lead actions are in place for an immediate response if required. For IDP 'high risk' scenarios, convene a meeting of UNHCR Global Cluster Leads, UNHCR participants in the key nonlead Global Clusters and focal points on key cross-cutting issues such as cash-based interventions (CBls) to ensure an Co-lead Lead organization-wide strategy is established in relation to the application of the cluster approach on the ground. Convene and chair a Pre-Emergency Task Force, and put in place joint secretariat to Pre-ETF. Lead Co-lead Keep AHCs for Operations and Protection informed of outcomes to determine if/when an SLWG is required. Lead Co-lead Place ES standby team on alert together with key technical experts identified together with Divisions; ensure team is familiar with scenario situation and ready to deploy within 72 hours. Alert standby partners, RERA and NNGO partners to potential requirements, in coordination with support Divisions 2. Accountability: Situation analysed and emergency declared Responsibilities Qnd Authorities (Emergency Dec/QrQtionj Representative Bureau DESS Present analysis of country situation to the Regional Office, Bureau and DESS based on the criteria set out in paragraph to determine emergency level. Lead Co-lead 15

17 Responsibilities and Authorities (Emergency Declaration) ~tatlve BUreau DESS Review and submit recommendation to AHC-O for declaration of emergency and level. Lead Co-lead For large outflows impacting on more than one country, propose designation of Regional Refugee Coordinator where Lead Co-lead appropriate to ensure regional coherency and interagency response planning. Draft letter from AHC-O to Representative, setting out responsibilities. Lead Co-lead For /DP situations: Coordinate UNHCR's recommendation for a possible L3 system-wide emergency declaration, including leadership Co-lead Lead model, activation of clusters and composition of IARRM. Represent UNHCR's position in EDG meetings. Co-lead Lead ',' - 3. Accountability: Rapid and effective emergency response delivered Responsibilities and Authorities (Emergency Response) Representative Bureau DESS Submit concise analysis of requirements to Regional Office, Bureau and DESS, including breakdown of requirements in relation to staffing (including further training needs), deployments, accommodation, information management capacity, CRls, technical equipment and transport, vehicles and trucks. For refugee situations, lead refugee coordination structures (incorporating appropriate information management services) and ensure partners are fully engaged from strategy development to delivery (implementation of Refugee Coordination Model and (if appropriate) the April 2014 UNHCR/OCHA Joint Note), keeping HCT, UNCT and donors updated. For IDP situations, directly represent both UNHCR's views (and those of the clusters led by UNHCR as applicable) as agreed and endorsed by HQ, in HCT meetings; promote activation of UNHCR-Ied clusters as appropriate; ensure advocacy on all refugee matters, as UNHCR and in relation to IDPs, as Protection, CCCM and Emergency Shelter cluster lead. Draft a UNHCR protection and solutions strategy statement within 72 hours of an emergency that sets out the protection and solutions vision, priorities and key areas of interventions of the response, to be developed into a more comprehensive strategy within 3-6 months.! 16

18 . Responsibilities and Aflthorities (Emergency Response) Representative Bureau OESS For L2/L3 emergencies, undertake a Joint Senior Level Mission (JSLM) to review with the Representative operational strategy as rapidly as possible and in any event within 2 weeks of emergency declaration. Lead Co-lead Report to AHC-O and the Troika on outcomes of mission, summarizing the current status of the response and steps required to enhance UNHCR's leadership, coordination and/or response capacities, at country, regional and Bureau level, including a recommendation on the leadership model to be applied. For refugee situations, oversee drafting of an inter-agency Refugee Response Plan ensuring a focus on delivery of protection and meeting the basic needs of persons of concern, based on participatory assessments, age, gender and diversity analysis and taking into account potential options for cash-based interventions (CBls); ensure that this is incorporated as an integral but distinct refugee chapter in any HC-Ied Strategic Response Plan or similar inter-agency plan (draft strategy to be shared with Bureau/DESS and HQ Divisions for input) For IDP situations, oversee the development of strategies/plans for those clusters led by UNHCR ensuring a focus on delivery of protection, CCCM and emergency shelter to persons of concern, based on participatory assessments, age, gender and diversity analysis and taking into account potential options for cash-based interventions (CBls) (to be shared with Bureau/DESS and HQ Divisions) Integrate feedback and accountability mechanisms into strategies and plans; provide timely and accessible information to affected populations on organizational procedures, structures and processes that affect them to ensure that they can make informed decisions and choices; put in place feedback and complaints mechanisms which are streamlined, appropriate and robust enough to deal with (communicate, receive, process, respond to and learn from) complaints about breaches in policy and refugee/idp/host community dissatisfaction. Issue concise internal daily updates, highlighting key protection concerns, progress, gaps, and actions needed from headquarters, submitted to Bureau Director, and copied to the Directors and Deputy Directors of all Divisions, the High Commissioner, Deputy High Commissioner and both Assistant High Commissioners, to facilitate real-time informationsharing. (Periodicity to be reviewed as the situation evolves). Based on preparedness planning, ensure clear understanding and agreement in country on how the UNHCR Standby Emergency Team and related deployments will function in the country, its role and responsibilities. Issue terms of reference for Principal/Senior Emergency Coordinator based on consultation with Bureau and Representative (and DPSM/DIP where appropriate) prior to deployment. x x x x x Lead x Co-lead x x Deploy UNHCR ES standby team as rapidly as possible and in any event within 72 hours of emergency declaration, reinforced by deployment of technical experts identified in coordination with HQ Divisions, either at the same time or in the following days. Establish, together with Bureau(x) and DHRM, Human Resources Cell which covers staffing, medical, staff welfare and accommodation issues, including security aspects. x x 17

19 Responsibilities and Authorities (Emergency Response) "/ Deploy additional deployees from the ERT, SCER and standby partner rosters (including technical deployees identified in coordination with HQ Divisions) depending on needs. DESS to share names of proposed deployees with the Bureau and Representative, and activate deployment unless substantiated objections are received within 24 hours. Principal/Senior Emergency Coordinator shares weekly updates on emergency response and coordination with Representative, Bureau and DESS. Convene and co-chair ETF, and ensure that ETF operates in an effective manner to coordinate support and delivery of the emergency response involving all relevant Divisions. Initiate use of UNHCR's emergency action tracking tool; track daily that agreed actions are acted upon; ensure bottlenecks are addressed in the ETF, and that issues are brought to successful closure in a timely manner. Ensure actions to be taken at country/field level field are completed and recorded in the tracking tool. Ensure actions to be taken by the Bureau are completed and recorded in the tracking tool. Ensure actions to be taken by DESS are completed and recorded in the tracking tool Ensure that knowledge and skills gaps hampering operational delivery are systematically defined and communicated to the GLC for action. Follow up On actions to which Divisions have committed, if required, and convene additional meetings as required to Representative Bureau DESS speed up/facilitate the emergency response, if critical gaps identified. Escalate policy, strategic issues to AHC-O for SLWG consideration and to the AHC-P on key protection matters. Lead Co-lead If credible external feedback indicates concerns which question UNHCR's delivery capacity to protect persons of concern, and/or represent a risk to the organization's credibility, information to be shared immediately with a view to convening an SLWG meeting to address the matter. For IASC system-wide emergencies, represent UNHCR in related EDG meetings, and coordinate required UNHCR input. Determine additional staffing needs and presence beyond the initial emergency deployment phase, ensuring structural integrity as per corporate standards, in consultation with ODMS and DHRM, engaging HQ Divisions as needed. Lead Co-lead Co-lead - Co-lead Lead Lead i Senior Level Working Group (SLWG) Responsibilities and Authorities AHC-O BUreau DESS Convene and chair SLWG, and review implementation of actions agreed upon Through the ETF Joint Secretariat, provide a short background briefing note before the meeting which highlights main Lead Co-lead issues requiring a policy or strategy decision, and tracks follow-up. Take decisions on identified policy matters. Keep the HC, DHC and AHC-P informed and escalate concerns as needed. --" 18

20 Annex 1, Part II: Accountabilities of Headquarters Divisions (Including DESS Field Security Service, Supply Management and Logistics Service, Procurement Management and Contracting Service) 1. Accountability: Early Warning and Preparedness Measures are in Place Areas '/ ".,'"z Responsibititiesand AUthorities of DESS (FSS, SMLS, PMCS) (Early Warning and Preparedness) Identification of high risk Analyse security trends likely to have an impact on UNHCR staff and operations, including those identified within IASC context, as scenarios part of joint analysis with Bureaux to identify high risk scenarios. Contingency Planning Provide expert support on the supply and security elements of the contingency plan. (in high risk scenarios) Mapping of Capacities Map in-country capacity in relation to supply and security: (in high risk scenarios) 0 Map (surplus) stocks in country and in the region; 0 Evaluate sufficiency of nearest global stockpile 0 Analyze local and regional procurement options, including (together with DPSM and the field operation), for culturallyappropriate shelter options; 0 Analyze, in collaboration with DPSM and field operation, market implications and potential for use of cash-based interventions (CBI); 0 Develop overview of logistical status of the operation, including warehouses, transport, frame agreements, 0 Evaluate available transport routes 0 Provide overview of fleet size; 0 Assess security needs and resources required; 0 Map supply and security staffing capacity. Liaise with Global Logistics Cluster as appropriate. Liaise with UNDSS as appropriate. Other preparedness actions Maintain global stockpile at level required to meet multiple emergencies and adjust biannually according to trends (in high risk scenarios) Identify senior supply officer and field safety adviser to support contingency planning and to stand by for potential deployment If required, preposition CRls or assist the operation to meet immediate CRI requirements by release from GSM network; 19

21 If required, establish necessary regional and local frame agreements; Ensure focal point for delivery and means to manage the goods in the operation are identified. Maintain an emergency stock of vehicles. In collaboration with ES, ensure availability of a pool of high-performing and trained security and supply staff for rapid deployment Areas Standby capacity (for emergencies in general) Mapping of capacities (in high risk scenarios) Preparedness actions (in high risk scenarios) Areas Standby capacity (for emergencies in general) Contingency Planning (in high risk scenarios) Mapping of capacities (in high risk scenarios) ".~ :',~"'",:">/~s:/\,,,, 'e,,;, : ' F, " > DFAM Responsibilities and Authorities (EartY Warning.and Preparedness) Assist DESS to identify finance officers duly trained for emergency deployment in order to maintain list of officers for emergency deployments, for potential deployment through ERT by DESS/ES. Assist DESS to identify project control officers duly trained for emergency deployment in order to maintain list of officers for emergency deployments for potential deployment through ERT by DESS/ES. Advise on the minimum staffing resources to cover admin/finance and project control functions. Assess functional capacity of admin/finance and project control officers identified for deployment. In order to assess whether the operation would be fit for purpose in an emergency or what support would be needed to address existing gaps, DFAM-PACU to prepare an inventory of outstanding audit recommendations (internal and external), highlighting their status of implementation and the reasons for delays. Advise on mapping of partner capacity Advise on the opening and closing of bank accounts. Advise on the financial management of most frequent financial transactions at field level. Advise on financial-related internal controls. Advise on segregation of functions under DOAP. Advise on essential project control activities. Advise on engagement of partners in emergency project partnerships including agreements..,: DIST Responsibilities and Authorities (Early W8rningandPreparedness) Develop and maintain a list of suitable ICT experts available for potential deployment through ERT in collaboration with DESS/ES, drawing from DIST staff members and ICT regional/field staff members, and maintain a monthly update on deployable staff. Review and provide feedback on ICT component of draft contingency plans, as required. Review ICT staffing level at each office in the operation/country/region. Review ICT connectivity in each office in the country/operation Review ICT infrastructure in each office in the country/operation Identify immediate gaps 20 I

22 Other preparedness actions (in high risk scenarios) ICT Stockpile (in high risk scenarios) Ensure, and support, if necessary, an assessment of potential to hire ICT staff locally, including the best means for carrying equipment Given contingency planning scenarios, determine staffing requirements and profile, and map these against standby/ roster capacity, and develop a tentative deployment plan as and if needed If UNHCR has cluster lead responsibilities for ICT, ensure adequate staffing and partner support capacity is included in contingency plans Maintain an up-to-date and accessible database of the ICT situation in all countries where UNHCR operates, and in a high risk scenario where UNHCR is not present, develop an ICT Profile for the country. Ensure office/operation is fully aware of MOSS requirements (ICT component). Ensure office/operation is fully aware of the Operational Guidelines on ICT Security (October 2014) and has adequate procedures in place. Ensure office is aware of the import and licensing requirements/restrictions for ICT equipment, and if not, put in place a process for gathering/ updating this information. Determine if an ICT emergency preparedness support mission is required, and if so conduct missions. Review local/regional emergency ICT stocks and propose to provide equipment as needed, or to procure. Review DIST emergency ICT stockpile, and replenish if required. Review supplier lead times for procurement and delivery to country/operation, customs clearance delays, etc. Based on assessment of ICT readiness / situation in concerned countries and contingency planning scenarios, develop deployment scenarios and estimate delivery time for envisioned required equipment, and if delivery times are too long, explore alternative arrangements. Areas Standby capacity (for emergencies in general) Contingency Planning (in high risk scenarios) Mapping of capacities (in high risk scenarios) DHRM Responsibilities and Authorities (Early Warning and Preparedness) Maintain a pool of 8-10 high performing and trained HR staff for rapid deployment to emergencies, in collaboration with DESS. Maintain a pool of high-performing former UNHCR staff (including recent retirees) available for deployment to emergencies in collaboration with DESS. Based on skills/staffing gap analysis and in consultation with other Divisions and Bureaux, use HR initiatives (CBI, EHP etc.) to build the organization's emergency response capacity, as required. Based on knowledge and skill gaps identified, and in consultation with DESS, other Divisions and Bureaux, provide training. Review and provide feedback on HR aspects of draft contingency plan. Assist in the mapping and review of overall capacities, critical skills and staffing gaps: List all categories of personnel in all offices of the operation; Inform on vacancies and timeframe for filling as well as upcoming departures; Check medical care/evacuation procedures and steps needed to address gaps, esp. for potential additional locations; 21

23 Advise on potential need for adjustments to R&R and CTO entitlements, review duty station classification. Conduct initial review of staff accommodation needs Areas OPSM Responsibilities and Authorities (Early WarJJing cwipreparedness) ""' I Standby capacity (for Have highly qualified technical staff per sector or area, and information management staff, identified, ready, trained and on standby emergencies in general) for emergency deployment in collaboration with DESS/ES. Have experienced, senior technical staff ready to deploy within 72 hours alongside ES standby team, in collaboration with DESS/ES. Have CCCM and Shelter cluster coordinators and information managers trained and prepared for deployment, in collaboration with DESS/ES in line with commitments under the Transformative Agenda. Contingency Planning (in high risk scenarios) Mapping of capacities (in high risk scenarios) Deploy missions to support contingency planning in technical sectors and functional areas under DPSM's responsibility, including, where appropriate, joint missions with SMlS and/or PMCS to define shelter options. Review and provide feedback on draft contingency plans in relevant technical sectors and functional areas Support Bureau and field consideration of alternatives to camps and urban solutions strategies and potential for use of cash-based interventions (CBI), including through technical assessments. Support national Shelter and CCCM clusters' engagement in interagency contingency planning. Support country mapping of partner capacity, including government line ministries, UNHCR, other UN agencies, NGOs (international and local), private sector and other partners. Map the capacity and willingness to respond in the technical sectors and functional areas of other UN and international NGOs, including cluster partners. Areas Contingency Planning (in high risk scenarios) DIP Responsibilities and Authorities (Early Warning and Preparedness) Provide technical support for the drafting and review of protection-related aspects of contingency and preparedness plans; ensure that key protection issues are covered, including potential protection staffing needs Deploy technical missions to support protection related contingency and preparedness planning, including on SGBV and (in operations where protection clusters are activated), on protection cluster preparedness. Convey relevant protection related information (on SGBV, child protection, education, community based protection, gender, protection clusters) to focal points in DESS, other HQ Divisions and Bureaux 22

24 Mapping of capacities (in high risk scenarios) Surge / Stand by capacity Protection Management and Operational Support Advise on protection staffing capacity needs for the emergency operation, country/region (number, level, specific expertise if applicable and location in the country). Advise on protection staffing structures, levels and composition, including protection clusters where applicable, and work with OESS to identify and deploy protection staff for thematic protection areas (including affiliate workforce) Map activated protection clusters worldwide. Support mapping/identification and mobilization of protection capacities/partners, including Host Government, UN agencies, international and national NGOs, local partners and private sector Coordinate with OESS to effect deployments under standby partnerships. Manage inter-agency deployments schemes (ProCap/GenCap) for rapid deployment in lop emergencies Conduct short-term support deployments of ProCap/GenCap Officers to support preparedness on specific protection topics (strategy development, gender sensitive programming, etc.) Provide technical support for drafting and reviewing contingency plans SOPs and protection strategies, GPC Support Cell Helpdesk provides ongoing remote support, and technical support for drafting and reviewing contingency plans, SOPs, protection cluster strategies. Advise on legal and administrative framework and enforcement Coordinate and ensure information sharing with other UNHCR-Ied clusters (CCCM, Shelter) through HQ Tri-cluster meetings; contribute to strategic decision making through lop Coordination Group. 2. Accountability: Rapid and Effective Emergency Response Delivered Are.as Deployments Sourcing goods to meet operation's needs Resf)Onsibilities and Authorities of OESS (FSS, SMLS, PMCS) (Emergency Response). ~.. Identify staffing needs in the areas of security and supply and collaborate with ES to ensure security and supply staff are deployed as needed, including senior staff deployed alongside the ES team within 72 hours if required Release CRls and vehicles as required (and if available) upon receipt of BTF. As soon as requirements for other goods are identified, start sourcing. Provide pipeline and regional warehouse report. Choose most appropriate transport routes (balancing speed and cost) for short and longer-term. Track delivery of CRI and vehicles to the operation. Support the use of emergency procedures for procurement. Process as priority all CoC submissions and pas for the emergency operation. Liaise with Global Logistics Cluster where Cluster is activated. 23

25 Security Resource Allocation Monitor and advise on all security aspects in the operation: 0 risk analysis, 0 immediate MOSS needs, 0 armored vehicles and structural engineering, 0 other security measures, solutions and procedures, 0 UNHCR operating posture, 0 security staffing needs for the short-and longer term, 0 resources for security. Where needed security actions are delayed or blocked, take steps to resolve, alert others or escalate as appropriate Provide advice and comments on Budget Committee submissions related to security and supply (including staffing in these functions) Areas DER Responsibilities and Allthortties {Emergency Response) Fundraising and emergency resource mobilization Within one week of BC decision, and in collaboration with the country operation (first draft), Bureau (review, in consultation with HQ Divisions) and DFAM (budget clearance), support the Regional Bureaux and field operations in the development of a UNHCR Supplementary Appeal. If required, organize a formal launch of the Supplementary Appeal in Geneva. Within 10 days of emergency declaration, and in collaboration with the country operation (first draft), Bureau (review) and DFAM (budget clearance), support the Regional Bureaux and field operations in the development of an inter-agency (Regional) Refugee Response Plan in refugee situations. In cooperation with Regional Bureaux and partner agencies, organize a formal launch of the inter-agency Refugee Response Plan in Geneva. Within 24 hours of emergency declaration, and upon authorization of the respective Bureau and DER Directors, activate the PSFR "Global Emergency Group" and alert and instruct the PSFR network (National Fundraising Partners and UNHCR/PSFR Country Offices) to fund-raise for the emergency. Within 2 months of emergency declaration and in collaboration with the Regional Bureau{x), organize donor briefings on the emergency to update Permanent Missions in Geneva on the situation and emphasize funding needs. Disseminate emergency external updates prepared by Field Operations/Regional Bureaux with donor counterparts in Geneva and at Capital level as soon as updates are finalized. Digital engagement, visibility I. Within 24 hours of emergency declaration, set-up donation pages on and on PSFR national websites for and fund raising with the public emergency specific donations. Within 24 hours of emergency declaration, create new emergency section on unhcr.org and digital assets circulated to National Fundraising Partners and local websites for re-use. 24

26 Public Information and Media Relations Deployments / missions Visibility Immediately after emergency declaration, and throughout the emergency, produce appeals, stories, updates and visuals/footage from the emergency and post on UNHCR's global website and other owned channels/platforms (country websites, dedicated micro sites, e.g. Tracks, corporate social media channels etc.). Upon declaration of emergency, alert global web editors and social media managers to update websites and accounts (incl. National Fundraising Partners). Within 1 week of emergency declaration, develop and distribute required creative visuals related to the emergency - e.g. digital banners, info graphics, photos, maps. Support the office coordinating the emergency with any digital support that may be required including site development, digital marketing and analytics. During first month after emergency declaration, engage celebrity supporters to raise awareness for emergency / encourage donations. During first month after emergency declaration, contract and brief Public Relations / media / marketing agencies to engage "lifestyle/ feature" media to cover emergency and encourage donations from private donors. Starting immediately when the emergency is declared, and in collaboration with the operation, launch media push to project and position UNHCR on the emergency, including through news releases, media briefings, media interviews outlining the evolving emergency situation, UNHCR's response, launch of appeals etc. and regularly brief media and answer queries about the emergency situation. Within 1 week of emergency declaration, and in collaboration with the Regional Bureau(x), develop key corporate messages on emergency. Ensure messages are distributed to relevant stakeholders and uploaded on MAPP. Starting immediately when the emergency is declared, in-country PI staff initiate media operations, handling initial media interview calls, issuing news releases as needed, and providing inputs to HQPI. Provide support on mass communication with communities Based on assessment of capacity on the ground led by the Regional Bureau and DESS, deploy DER staff on mission to support the development of (Regional) Refugee Response Plans. Nearest Senior Country or Senior Regional PI deployed as initial lead Spokesperson as soon as possible and ideally within one week. Within 1 month of emergency declaration, short-term, three person, Emergency News and Multimedia Content team (Senior Spokesperson, Press Officer, and Digital Content Producer) deploy, with Regional Bureau and DESS support and facilitation, for a period of up to 30 days to maximize UNHCR visibility and media impact during the initial period of the emergency, and as needed during later phases of strong media interest. Together with DESS, organize second-phase deployment (Le., beyond the first month) of a PI officer. Within 1 week of emergency declaration, provide UNHCR visibility material to emergency operation (T-Shirts, Caps, banners, stickers, flags, sign boards etc.) 25

27 ~-- - Emergency Task Force (ETF) Senior Level Working Group (SLWG) Inter-Agency Coordination '-- Senior staff (Deputy Director level) to represent the Division in ETF. Senior staff (Deputy Director level) to ensure follow-up on implementation of actions agreed in ETF and updating of the tracking tool, and to report back on actions taken at next ETF meeting. Director to participate in SLWG and ensure follow-up action on relevant policy and operational issues and decisions. Facilitate decision making process: 0 Request/prepare EO for IASC Principals meetings 0 Participate with DESS/DIP, DPSM and Bureau in decisions on cluster activation and broader humanitarian architecture Advise Senior Management on appropriate coordination and fundraising structures in accordance with Refugee Coordination Mc)del ~nd Joint UNHCR - OCHA Note (April 2014). -~ I! Areas Cash Provision to UNHCR operations* (*separate procedures apply for cashbased interventions) DOAP processing Initial resource allocation submission from Bureaux Appeals Selection of partners Emergency Task Force (ETF) Senior Level Working Group (SLWG) - DFAM Responsibilities and Authorities (Emergency Response) Within one working day of receipt of formal request, DFAM-lreasury to authorize operation to identify and select bank relationship; to open bank account; to appoint authorized signatories; to enter into a bespoke cash provision agreement and structure together with confirming cash management arrangements to replenish emergency operation through either bank or direct cash provision by a third party to the UNHCR Office. Provide immediate cash requirements forecasts (1 week, 2 weeks, 1 month, 3 months) Validate nature and amount of payment to: staff, supply, partners, and other potential specific cash contingency requirements. DFAM-AFS to process requests to open cash account and petty cash account and appoint custodian. Within one working day of receipt of formal request, DFAM-AFS to review and release DOAP to DISl security for implementation in MSRP. Within 2 hours of receipt (if before COB Geneva time, otherwise within 16 hours), PBS to review, financially clear, provide comments on submission and send under emergency procedure to AHC-O (or Budget Committee if appropriate). Within 2 hours of AHC-O / BC decision (if decision is taken before COB working hours), PBS to process decision (target increase). Within 2 hours of AHC-O / BC decision, PBS to increase spending authority manually if necessary. Within 2 hours of receipt, PBS to clear emergency appeal. Within 2 days of submission to epartner@unhcr.org, DFAM-IMPS to grant waiver of selection of partners, when required. Register new partners and establish IP code. Deputy Director (Budget) to represent the Division in ElF. Deputy Director (Budget) to ensure follow-up on implementation of actions agreed in ElF, updating of the tracking tool and report back on actions taken at next ElF meeting. Director or Deputy Director (Budget) to participate in SLWG and ensure follow-up action on relevant policy and operational issues and decisions. 26

28 Deployments Areas Partner capacity ICT assessment and plan of action Support to field Emergency Task Force (ElF) Senior Level Working Group (SLWG) Inter-agency aspects DIST Responsibilities and Authorities (Emergency Response) Deploy ICT resource(s} from the Regional Office, or elsewhere, within 72 hours of emergency declaration or as required through ERT in collaboration with DESS/ES. Ensure ERT deployees (from Geneva and Amman) have all basic ICT equipment and are trained / familiar with its use. Ensure all deployable DIST regional staff have all basic ICT equipment, are trained / familiar with its use, and capable of training others. In consultation with DESS, review availability of stand-by partners (resources, funds, and equipment), IHP and others, within one week of emergency declaration. Conduct detailed emergency ICT Assessment (SRICTO), within 48 hours of emergency declaration. Establish, together with DESS, Bureau, Regional Office (SRICTO), and 10cailCT staff a plan of action to implement the ICT needs of the operation, as well as agreed means for monitoring and reporting on implementation progress. Work with Office/Bureau to ensure alilct equipment needs is included in the operational budget and/or appeal. Maintain regular contact with management team in affected operation(s} as well as with ICT staff deployed or already present in operation. Deputy Director represents Division in ETF Deputy Director and Emergency Focal Point to ensure respective actions agreed in ETF are implemented, tracking tool is updated, and to report back at next ETF meeting. Director participates in SLWG and ensures follow-up action on relevant policy and operational issues and decisions. Consult with WFP/ETC on joint activities and overall responsibility for emergency ICT support (refugee situation vs IDP, mixed), within one week of emergency declaration. i Areas HR Deployment HR Assessment Staff welfare / health / accommodation DHRM Responsibilities and Authorities (Emergency Response) Ensure rapid deployment of HR staff as required from the HR pool in collaboration with DESS, where appropriate alongside the standby team, and in any event within 2 weeks of emergency declaration. HR roster deployee to conduct detailed emergency HR assessment and share it with DHRM for coordinated follow-up. Apply accelerated emergency procedures for medical clearances. Within 2 weeks of emergency declaration, HR roster deployee to assess living and working conditions, prepare and implement plan of action in consultation with the Global Accommodation Coordinator. Proactively monitor staff welfare situation and send mission immediately as required, especially for critical incidents. 27

29 Emergency Task Force (ETF) Senior Level Working Group (SLWG) Learning/capacity building Emergency Focal Point in the Director's office to coordinate DHRM efforts in relation to emergencies, and maintain an internal tracking tool of all DHRM actions in support of a specific emergency. Deputy Director represents Division in ETF Deputy Director and Emergency Focal Point to ensure follow up on implementation of DHRM actions agreed in ETF, updating of the tracking tool, and report back on actions taken at next ETF meeting. In collaboration with DESS and the Bureau(x), establish Human Resources Cell for the emergency within 24 hours of declaration. covering details on staffing, training, medical, staff welfare and accommodation issues. Director participates in SLWG and ensures follow-up action on relevant policy and operational issues and decisions. The GLC works with the Representative and (if applicable) Principal/Senior Emergency Coordinator to identify and address further skills and knowledgegaps~n a~ngoing basis. Areas Deployment Field support Emergency Task Force (ETF) Senior Level Working Group DPSM Responsibilities and Authorities\( mersency ReSponse) Define UNHCR technical, cluster coordination and information management staffing requirements with DESS/Bureaux and ensure rapid deployment under agreed ToRs and in collaboration with DESS/ES. Ensure continuity in the deployment of technical experts following the first wave of deployments, working with DESS/Regional Bureaux and DHRM. Provide technical support to needs assessments, including MIRA and vulnerability, socio-economic and sector-specific assessments. Provide guidance and consistent technical support to technical teams in the field, working in coordination with DESS/Regional Bureaux and regional/country emergency operations managers. Support development of technical strategies with technical colleagues in the field. Review and clear technical content of appeals/rrp/srp Support field 1M response and basic indicator reporting (including trend analysis and interpretations of key public health indicators). Support DESS/Regional Bureau and field in pursuing alternatives to camps, approaches for urban response, mainstreaming of service delivery through national systems, shelter responses adapted to the local culture and procurement possibilities, environmental management (for example, for pastoralists), livelihoods options and the use of cash-based interventions, including through deployment of technical expertise and assessments. Deputy Director represents Division in ETF. Deputy Director ensures follow-up on implementation of actions agreed in ETF, updating of the tracking tool and reports back on actions taken at next ETF meeting. Support ETF by providing updated operational maps and data (e.g. mortality, nutrition and WASH), in coordination with the Regional Bureaux. Director participates~slwg and ensures follow-u~~c@n 01"l!el~v_antJ)glicy an~peratiorl~lssues and decisions. '> 28

30 Inter-agency aspects Ensure global liaison, information sharing and coordination with relevant UN and NGO partners (i.e., WFP for food-related issues, WHO for epidemic diseases). Ensure coordination and support where relevant through the Global Shelter and Camp Coordination and Camp Management Clusters, as well as cross-sectoral issues such as cash-based interventions. Areas Funding Appeals/ SRP/HNO Protection Information Management Communication Deployment of staff Protection Management and Operational Support DIP Responsibilities and Authorities (Emergency Response) Provide protection related input and technical support in drafting strategic, planning and funding documents (e.g. RRP, SRPs, HNO), to ensure that the centrality of protection is fully reflected Provide protection-related input on budget and human resource requests and issues, prioritization exercises and resource allocation discussions Update Country of Origin Information, Eligibility Guidelines, International Protection Considerations for specific countries, and Return Advisories as necessary (Reliefweb, RefWorld, etc.). Provide technical support on protection-related Information Management activities (e.g. prioritization tool, needs assessments, protection monitoring, monitoring, 3W, Dashboards) and if necessary deploy a support mission to the country Advocate and participate in global level discussions to generate support and interest for the UNHCR protection response and outcomes. Organize GPC meetings and briefings with partners and donors as appropriate; draft and disseminate Global Protection Cluster information products at global level (eg. situation reports, advocacy notes and messages) Support the definition of UNHCR protection surge requirements (including for cluster coordination), together with DESSjRegional Bureaux, making provision where necessary for coverage of specific thematic protection areas (e.g. child protection, SGBV protection information management, RSD) Ensure rapid deployment of UNHCR staff and standby-partner staff under agreed TORs in collaboration with DESSjES, and provide protection-specific briefings to deployees Support identification of protection staff for temporary assignments or fast track positions Advise on protection cluster structure in emergencies, and on protection cluster management, including through drafting ToRs for protection clusters (coordinators, support staff, IMOs) Support the drafting of an initial protection and solutions strategy, including priority setting and planning in specific protection areas (eg. SGBV, child protection, education, community based protection, humanitarian access, registration and profiling, protection of civilians affected by conflict and displacement, civilian character of asylum, and eligibility for refugee status). Support Bureaux and DESS to mainstream protection throughout the UNHCR operational response; advocate for a comprehensive approach which ensures that protection is the central theme in the broader humanitarian response to the emergency. Undertake support missions to country operations. As a practice, joint missions are normally conducted with DESS, DPSM and Bureaux