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The Management Approach to Humanitarian Response

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Dr. Dan EKONGWE

The world ids facing long and unending wars and climate change and pastoralism have led to a new mechanism and dynamics in conflicts and human security. In the face of these natural and man-made disasters and conflicts there is a need to develop a professional humanitarian community especially in Africa where the impact of disater and is worse. The book is structured into eleven chapters that deal with different aspects of huamniatrain response and the experts profile include academics and practicising professionals of the field. It is hoped that through this manual guide, students, practitioners and prospective candidates willing to joind the humanitarian community wiill find this book useful.

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PAN AFRICAN INSTITUTE FOR DEVELOPMENT PAID PAID International Center for Concerted, Decent and Sustainable Development, Yaoundé MODEL: FROM LECTURE TO THE FIELD THE MANAGEMENT APPROACH TO HUMANITARIAN RESPONSE INTENSIVE PROFESSIONAL TRAINING IN HUMANITARIAN MANAGEMENT SERIES EDITORS Prof. Emmanuel KAMDEM Dr. Daniel EKONGWE Yaoundé 2019 PAID PUBLICATION
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ii PAN AFRICAN INSTITUTE FOR DEVELOPMENT PAID TRAINING MODEL: FROM LECTURE TO THE FIELD TRAINNING PROGRAM INTENSIVE PROFESSIONAL TRAINNING IN: HUMANITARIAN RESPONSE / MANAGEMENT From 20-28 March 2019 PAID Bilingual LSC for IPD-AC and PAID-WA Etoug-Ebe, Yaoundé VI Yaoundé, March 2019 In Partnership with: The African Union Ministry of Employment and Vocational Training Cameroon Red Cross National Commission for Human Rights and Freedoms
iii Pan African Institute for Development PAID PAID International Center for Concerted and Sustainable Development, Yaoundé P O BOX 35527, Yaoundé Cameroon Email: paidbilingualenter@gmail.com General Secretariat Rue 1.765 – Ntougou – Bastos Email:ipd.sg@paidafrica.org Publisher Copyright 2019 Pan African Institute for Development PAID International Center for Concerted and Sustainable Development, Yaoundé All rights reserved. The materials used in this training program by the different experts, do not necessarily reflect the views of the Pan African Institute for Development PAID. PAID disclaims any and all responsibility for facts and opinions contained in the text which have been assimilated largely from open media and other independent sources. Monograph Volume 1, March 2019 PAID International Center for Concerted and Sustainable Development Dr Daniel Ekongwe PAID-WA LSC Yaounde Mr Babila Franklin Mr. Chung Kelkin Ms. Gladys Asah Students TEKENG Demanou Naomi Mme. Kelly ETAKA Governing Council Dr Theresia Elad General Secretariat Prof Emmanuel Kamdem Prof Roger Mondoue Mr Pial Mezzala Mme Kanae Dote Mr Lawrence Ngweh Mr Wonsi Chretien Mr Alphonse Manga Mr. Alain Ngafmon Ms. Kelly Nouncho PAID Publication Geneva/Yaoundé April 2019 PAID General Secretariat Yaoundé Office PO BOX 35527 Yaoundé (Cameroon) Tel: +237222208235/ 676589017
iv MIDDLE SPREAD PICTURE ILLUSTRATIONS Cover page picture:  Group photograph of participants during Local Area Study at the AU Resident Representation, Yaoundé March 2019  Participant receives attestation from Rtd Col. Martin Forbinson expert/facilitator on safety and security of personnel March 2019
v PAN AFRICAN INSTITUTE FOR DEVELOPMENT (PAID) PAID INTERNATIONAL CENTER FOR CONCERTED, DECENT AND SUSTAINABLE DEVELOPMENT (YAOUNDÉ) PROGRAM: CAPACITY BUILDING Activity Report March 2019 Intensive Professional Training in Humanitarian Management/Response From 20 – 28 March 2019 Prof. Emmanuel KAMDEM Secretary General Dr. Daniel EKONGWE Director YAOUNDE APRIL 2019
vi ACKNOWLEDGEMENT This monograph was developed by PAID International Center for Concerted, Decent and Sustainable with the authority of the Secretary General of PAID as a part of its PEACE, CONFLICT RESOLUTION AND INTERNATIONAL RELATIONS PROGRAM. The program has as model ‘From Lecture to the Field’ to allow participants the capacity and ability to complete work in the classroom and be able to fit in the sector of Humanitarian response/management. The Pan African Institute for Development is immensely grateful for the enormous support from the partners of the ‘Intensive Professional Training in Humanitarian Management/Response vis; African Union Permanent Representation in Yaoundé, Cameroon Red Cross, National Commission for Human Rights and the Ministry of Employment and Vocational Training Dr. Daniel EKONGWE Director
vii TABLE OF CONTENTS ACKNOWLEDGEMENT ................................................................................................................................................................. vi THE PAID IDEA I...............................................................................................................................................................................x THE PAID IDEA II..........................................................................................................................................................................xiii STATUTORY REGULATIONS OF THE ACTIVITIES OF PAID................................................................................................xiv TABLE OF CONTENTS.................................................................................................................................................................. vii LIST OF ABBREVIATIONS.......................................................................................................................................................... viii FORWARD......................................................................................................................................................................................xvii LIST OF EXPERTS AND THEIR PROFILES .............................................................................................................................xxiv COURSE/TRAINING DESCRIPTION..........................................................................................................................................xxv CONTACT LIST..........................................................................................................................................................................xxviii INTRODUCTION.............................................................................................................................................................................. 1 HUMANITARIAN LOGISTICS........................................................................................................................................................ 4 MODULE TWO................................................................................................................................................................................. 9 WATER, SANITATION AND HYGIENE (WASH) ........................................................................................................................ 9 MODULE THREE............................................................................................................................................................................ 13 THE SPHERE STANDARD............................................................................................................................................................ 13 MODULE FOUR.............................................................................................................................................................................. 20 EMERGENCY PREPAREDNESS AND PLANNING ................................................................................................................... 20 MODULE FIVE................................................................................................................................................................................ 23 FIRST AID MANAGEMENT.......................................................................................................................................................... 23 PICTURE ILLUSTRATIONS DURING TRAINING..................................................................................................................... 24 LOCAL AREA STUDY AT THE PERMANENT REPRESENTATION OF THE AFRICAN UNION AU ................................ 27 CLOSING CEREMONY.................................................................................................................................................................. 27 MODULE SIX.................................................................................................................................................................................. 30 UN/AU PROFESSIONAL AND VOLUNTEERING SYSTEMS................................................................................................... 30 MODULE SEVEN............................................................................................................................................................................ 43 HUMAN RIGHTS AND DEVELOPMENT.................................................................................................................................... 43 MODULE EIGHT............................................................................................................................................................................. 46 INTERNATIONAL HUMANITARIAN LAW................................................................................................................................ 46 MODULE NINE............................................................................................................................................................................... 71 PERSONNEL SAFETY AND SECURITY..................................................................................................................................... 71 MODULE TEN................................................................................................................................................................................. 74 INFORMATION MANAGEMENT IN HUMANITARIAN RESPONSE PROGRAMMES......................................................... 74 Appendix 1........................................................................................................................................................................................ 79 MONITORING AND EVALUATION............................................................................................................................................ 79 EXPECTED OUTCOME SINCE TRAINING................................................................................................................................. 79
viii LIST OF ABBREVIATIONS AC Advisory Council APSA African Peace and Security Architecture AU African Union CEMAC Economic Community for Central African States CM Community of members CPR Cardiopulmonary Resuscitation DREF Disaster Relief Fund EC Executive council ECOWAS Economic Community for West African States EMOP Emergency Operations ERC Emergency relief Coordination FAO Food and Agricultural Organization GA General Assembly GC Governing council GCLA Global Cluster Lead Agency HC Humanitarian Coordination HPC Humanitarian Program Cycle HTC Humanitarian Country Team IAB Information Analysis Brief IASC Inter Agency Standing Committee ICCSD International Center for Concerted Peace and Development ICDO International Civil Defense Organization ICJ International Criminal Justice IDP Internally Displaced Person ILO International Labor Organization ISPC Institute for Scientific and Pedagogic Council MC Management Committee MINEFOP Ministry of Employment and Vocational Training MINESUP Ministry of Higher Education
ix MINFOPRA Ministry of Public Service and Administrative Reforms MINSANTE Ministry of Public Health MSTOC Maritime Security and Transnational Organized Crimes PAID Pan African Institute for Development PAID-WA Pan African Institute for Development West Africa PHM Program Humanitarian Management PRRO Protected Relief and Recovery Operations RDRT Regional Disaster Response Team SC Staff Council SMHIF Staff Mutual Health Insurance Fund SPC International Scientific and Pedagogic Council UN United Nations UNAMIR United Nations Assistant Mission to Rwanda UNESCO United Nations Education and Socio-Cultural Organisation UNHCR United Nations High Commission for Refugees UNOCHA United Nations Office for the Coordination of Humanitarian Affairs VCID Vocational Center for International Development VSO Volunteering service Organization WASH Water, Sanitation and Hygiene WHO World Health Organization
x THE PAID IDEA I The Establishment ofthe International Association, Pan African Institute for Development (PAID) In May 1962 at the inter African Conference held at the Workers College premises in Douala- Bassa, leaders of youth and social organizations gathered to examine the prevailing rift in the post independent African communities and countries. Amongst them where the future founders of PAID and included Monseigneur Jean ZOA, Dr Fernand VINCENT and Robert VAUTHERIN. The technical work for the establishment of the Association that is the preparation of the articles of association was undertaken by R. VAUTHERIN and Fernand VINCENT. The document was later examined by a Swiss lawyer, Maître Georges BORGRAUD and thereafter these became the legal foundations of the activities of the Pan African Institute for Development. In February 1968 the article of association was accepted by the Cameroon government through approval by the Ministry of Territorial Administration and which in fact gave PAID its operational basis and strong ties with the government of the Republic of Cameroon. On February 28th 1964 the founding members who became the first Board members of the PAID International Association held a meeting and the office rented by Fernand VINCENT as the headquarters of the association at No 65, Rue de Lausanne in Geneva. Robert VAUTHERIN and Fernand VINCENT were in contact with a working team in Cameroon led by Joseph SHIFFLERS of Belgian nationality and a socio-economist and advisor at the college of workers. The founding members included the following personalities:  Jules-Alphonse RAZAFIMBAHINY, President, Madagascar, former Secretary General of the OAMCE  Fernand VINCENT, Secretary General, Douala and Geneva  Dr. Marie-Therese BASSE-SENGHOR, Senegal representing her country through the FAO  Gilbert BLARDONE, Lyon (France). Director for the Growth of Young Nations  Pierre BUNGENER, Geneva, Switzerland. Director of the African Institute in Geneva  Michel DEBEAUVAIS, Paris (France). Joint Director of the Institute of Studies for Economic and Social Development in Paris  Pastor Thomas EKOLLO, Douala (Cameroon). Director of the A. Saker College  Magatte FALL, (Senegal). OAMCE Yaoundé  Professor François PERROUX, Paris (France). Director of the ISEA, Professor at the College of France  Peter du SAUTOY, Manchester (United Kingdom). Professor of Education for Adults at Manchester University  Augustin TEFAK, Yaoundé (Cameroon). Legal Advisor to the President of the Republic
xi  Auguste VANISTENDAEL, Louvain (Belgium). Secretary General of the International Confederation of Christian Syndicates  Robert VAUTHERIN. France. Expert in Education for Adults at the ILO Geneva  Jean-Baptiste YONKE, Yaoundé (Cameroon)  Pierre ZUNBACH, Geneva (Switzerland). Secretary General of the International Union for College Workers  Monseigneur Jean ZOA Yaoundé (Cameroon) Haven gained higher education from overseas and returned home acquainted themselves with the problems of development and were meeting to examine the problem of integration and how the returning young African professional from Europe can be of help to his community; or as narrated by Dr Fernand VINCENT examining the huge rift existing in African countries between the young professional staff back from overseas who were willing and capable to boast development and the rural populations who were often left to fend for themselves. They agreed it was necessary to organize professional training for middle-level staff in Africa who would act as agents of rural development between the African community and the African elite. They agreed the best structure would be a non-governmental organization to work in collaboration with the emerging independent Africa governments. To spread the scope of its activities in order to cover all the regions of the African continent, PAID has established Regional Institutes. To facilitate the understanding of this process of expansion the following will give greater clarity:  Creation of the School of Managers (Ecole de Cadres) in Douala (Cameroon) which later became the Pan African Institute for Development for Francophone Central Africa (PAID-CA) in 1965  Creation of Pan African Institute for Development for Anglophone West Africa (PAID- WA) in Buea (Cameroon) in 1969  Creation of Pan African Institute for Development in Francophone West and Sahel Africa (PAID-AOS) in (Burkina Faso) 1977  Creation of Pan African Institute for Development for English speaking East and Southern Africa (PAID-ESA) in Kabwe (Zambia) 1979  Creation of Pan African Institute for Development for Arabic speaking North Africa (PAID-AN) in Morocco 2012  Creation of PAID Doctorate School 2013  The creation of the PAID Foundation 2014
xii In addition to the five existing Regional Institutes PAID has been in negotiations (2012) for the creation of Pan African Institute for Development for Lusophone countries with the government of Guinea Bissau and Cape Vert. Currently, PAID has an international bureau and the PAID Foundation in Switzerland which runs its operation with Europe, North America and the United Nations. The General Secretariat of PAID is in Yaoundé and it is responsible for the day to day coordination of PAID’s activities. (See details in the website: www.paidafrica.org). The Doctorate School which was created in 2012 was validated by the International Scientific and Pedagogic Council (ISPC). The ISPC has validated the regulations of the PhD studies, its program, methodology and thematic seminars and both are responsible for the organization of the PhD program in Applied Development Sciences Having underscored the scope, nature and philosophy of the activities of PAID this far, it is important to understand the historical context and go back to the founding principles or basic ideas from which PAID was established by the Founding Fathers. The principles in the early years of PAID‘s existence described as choices and which laid out in articles and guiding principle. They include the following: 1. That development is based on change at the human and structural level 2. The African must first of all change to allow a structural evolution 3. Africa is at the core of the PAID project which involves man as an individual with not only economic and social needs but also cultural, spiritual, environmental and legal needs. The transformation must affect the complete entity of the human, which is the heart and soul as much as the head and the body. 4. If the individual is the core of the PAID project, that is the very heart of development, it is therefore important to operate with the people as individuals and as a community or group, so that their specificity can be identified and liaised to a result based project for that society. 5. Professional staff must be trained to effect change. After such training their transformation will serve as evidence to motivate and generate development more than technical qualification based approach. PAID believes that the individual in his community or society must be free, responsible for his destiny and capable of associating with others. He must assume his responsibilities to transform the structures that prevent the evolution of his society 6. Students and staff of the PAID project must fully experience self-scrutiny and evolve with a critical spirit of thought that is the capacity to anticipate events and situations that may hold back development efforts. This way the PAID PROJECT was born and has grown.
xiii THE PAID IDEA II In 1965 due to pedagogic challenges and the need for external expertise, the Board of Directors established a Management Committee and a study Council. Joseph SACK, Director of the Douala section of the Central Bank was nominated President of the Management Committee. He was assisted by the following persons: Theodore KOULE, Director of the Exchange office in Douala; Njifendji NIAT, Director General for Electricity in Cameroon, former vice prime Minister and current president of the senate of the republic of Cameroon; Jean TSANGA, Treasurer in Douala Eitel MOMO Customs Director, Douala The study council’s President was: Jean- Baptiste YONKE, Director of Agriculture in Yaoundé in Yaoundé. Others included; former Minister of Agriculture and former FAO senior staff Michel DEMBELE Chief of cabinet of the Minister of Commerce, former Planning Director, Senegal Paul SOPPO PRISO, company Administrator in Cameroon Paul BIYA, former Secretary General for the Ministry of Education and Prime Minister of the Cameroon government and current president of the republic of Cameroon Hubert OTABELLA, Director of Rural Activities in Yaoundé Jean ASSOUMOU, Secretary General for Planning and Development Ministry in Yaoundé Thomas MELONE, Professor Yaoundé University Jean-Pierre TANKA, Director of Establishment in Yaoundé Pascal de PURY, Swiss Agronomical Engineer posted in Cameroon
xiv STATUTORY REGULATIONS OF THE ACTIVITIES OF PAID Mindful of the Technical Cooperation Agreement between the government of the Federal Republic of Cameroon and the International Association, Pan African Institute for Development published in the Presidential Decree No. 72/274 of 3 June 1972, stipulating in Article 2 (b) that "The provisions of this Agreement shall apply to any other project subsequently created in pursuance of the purposes of the Agreement; Mindful of Decree No. 82/196 of 5 June 1982 on the publication of the Headquarters Agreement between the Government of the United Republic of Cameroon and the Pan African Institute for Development (International Association); Considering the Ministerial Order MINESUP / MFPRA No. 65 / CAB / PR of 24 March 1977 and Addendum No. 45 MINESUP / MINFP of 25 September 1997 recognizing the Pan African Institute for Development as an International Institute and its certification in Development studies; Mindful of the Convention of Partnership between the Ministry of Employment and Vocational Training and the Pan African Institute for Development signed on 07 August 2013; Mindful of the Resolution of the Governing Council of the Institute at its 47th Session held in Ouagadougou, Burkina Faso, on 1 March 2015 relating to inter University cooperation; Having regard to the recommendations adopted by the Governing Council of the Institute at its 48th session held in Yaoundé, Cameroon, on 8 and 9 December 2016; Mindful of the PAID Strategic Plan relaunching the activities of the association 2012 – 2017 Mindful of the necessity to engage and implement the PAID Strategic plan 2019 – 2023; Mindful of SG Decision No 001.18 stipulating the transfer and movement of staff: The bilingual capacity building program has organized the present training program.
xv GOVERNANCE AND ADMINISTRATION OF PAID Purpose To support the economic, social and cultural development of African countries through action- research, support-consultancy, and the training of African Staff to enable them to assume responsibilities at various levels with the participation of the population, in order to achieve self- development and improve their living conditions. Vision Paid to be the preferred center for concerted, decent and sustainable development of the African continent and bringing together all persons without distinction of race, nationality, religious origin or belief. Mission The mission of the International Organization is to foster the economic, social, and cultural development of the African Countries through:  Training of African for self-development and improve wellbeing  Research-Publication to meet the needs of Africans.  Support for rural-based agrarian African Population  Consultancy in development issues in Africa  Development projects in Africa. Core Value PAID accepts NO gifts, grants or contributions from any public or private institution which is subject to conditions contrary to its political and religious neutrality. Governance and Administration1 As concerns the management of the activities of PAID, the functionality is carried out in conformity with the following: 1. The Guiding principles 2. The Association Statutes 3. Internal Rule and Regulations 4. Professional Staff Statutes 5. Administrative and Technical Staff Statute 6. PAID-Mutual Health Insurance and Fund Statute 7. The Swiss Confederation Legislation applicable to private and non-profit making International Associations 8. Headquarters Agreements signed with African Governments 1 See statutes and Activity Reports of PAID (2012-2013, 2013-2014, 2014-2015)
xvi The key Governance and Administrative Organs of PAID include the following:  Community of members or General Assembly (CM/GA).  Governing Council (GC)  Executive Committee (EC) Structure of the International Association PAID The structure of the Association is broadly classified into statutory and consultative organs. The statutory organs are created by the statutes of the Association and are classified in four categories namely; Governing Organs, Management Organs and the consultative organs and others. 1. Governing Organs: These are organs that formulate policies and strategic plans, and orientate activities of the Association. The Governing Organs includes: Community of Members (CMs), Governing Council (GC), and the Executive Committee (EC). 2. Operational Organs: These are organs that execute or implement policies and strategies laid down by the Governing organs. These include: PAID General Secretariat (PAID- GS); Management Committee (MC); PAID Regional institutes (R-PAIDs); and International Center for Concerted, Decent and Sustainable Development (ICCDSD) and the PAID Doctorate School 3. Consultative Organs: These are organs that are not created by the Association’s Statutes but are found in the Internal Rules and Regulations of the Association: Finance Committee (FC); International Scientific and Pedagogic Council (SPC); Advisory Council (AC); Staff Council (SC); and Mediator. 4. Other Organs: Other operational organs include: Pan African Institute for Development Foundation (PAID-F); and PAID Staff Mutual Health Insurance Fund (PAID-SMHIF).
xvii FORWARD By Dr Theresa ELAD President PAID Governing Council This collection of training modules in humanitarian management is a part of PAID’s Peace, Security and Development program and is the first of PAID’s capacity building program in humanitarian management which was launched in March 2019 as part of a collaborative effort/platform in partnership with the African Union Permanent Representation in Cameroon, the Cameroon Red Cross, the National Commission for Human Rights and Freedoms and the Ministry of Employment and Vocational Training. The program involved the intensive professional training of thirty five (35) participants from different background and enhancing their capacity and management skills through methodology, lecture, practical knowledge and training workshops. This issue of collection of training modules contains twelve courses including local area study which allows the participants to witness the practical experience of a humanitarian situation through visits and emersion in an affected area. The training material/courses are written by ten experts from five institutions that include academics, professionals and practitioners of humanitarian response. These include the Norwegian Refugee Council, Cameroon Red Cross, University of Yaoundé II SOA, PAID, National Commission for Human Rights and Vocational Center for International Development (VCID). This issue of the monograph contains and targets students of peace whose orientation is to specialize in humanitarian response, practitioners aiming to reinforce their capacity and skills in humanitarian management, prospective practitioners with the intention and planning to engage in humanitarian activities like NGOs and the security personnel who most often are first responders to areas affected or in need of humanitarian assistance. The program is built on the training model ‘From lecture to the field’ by expending on the theme ‘from theory to practice’ to include the management approach to humanitarian response whose focus is on the need for concertation and managerial capacity amongst stakeholders of humanitarian concern in Cameroon, the sub region of Central Africa and Africa as a whole where there is absolute need to develop or establish a humanitarian community capable of responding large scale man made of natural disaster of humanitarian concern. The expansion of the theme was largely based on the currency, existence and need of humanitarian practitioners following the exploding occurrences of armed and cross border conflicts, internal displaced persons, and natural disasters, increasing migration and refugees as well as terrorism that continue to uproot people from their homes. Also, the loud cry and demand from movements, international organizations and the UN’s High Commissioner for Refugees and UN Office for the Coordination for Humanitarian Affairs as well as the African Union against the backdrop of increasing and worsening humanitarian conditions of refugees and internally displaced persons in Cameroon, the Central African region and other parts of the African continent.
xviii The identification of the humanitarian lectures or modules contained herein brings to mind the assertion of a vision of readiness, capacity, skill, organization and preparedness to respond to the specificities and realities of the present world order. In achieving this, the monograph illustrates the importance of planning and organization as a professional approach to respond and adequately address the gaps and constraints of humanitarian response and coordination. The current modules constitutes an effort at understanding some of the major concerns in humanitarian response like WASH, logistics, security and safety of personnel, emergency planning and human rights as well as the role of international organizations in humanitarian response and management. Examples include women and child in conflict or natural disaster affected areas like the Democratic republic of Congo, Mozambique, Anglophone Cameroon, Central African Republic, Mali and Burkina Faso, the Maghreb, Ethiopia and Somalia where the numbers of refugees and internal displaced persons have increased dramatically according to the Country Emergency Situation Report by the UN Office for the Coordination of Humanitarian Affairs and the UN High Commissioner for Refugees. It is clear that the diversity of issues dealt with in this monograph reflects the importance and currency of the situation and reality across not only Africa but the world as a whole where the need for expertise and capacity in humanitarian management increases by the day due to conflict ad crisis from old and new wars, natural and environmental catastrophies and endless war across the globe. This monograph therefore translates empirical action or theory to practice and encourages research within the premise of capacity building. Although the content of the monograph does not and cannot provide or be a panacea to Africa’s humanitarian challenge, they however, provide a direction which must be followed to develop a humanitarian community capable of responding in time of need with the skills and motivation needed to save lives, thereby allowing mankind to live in dignity during peace times and when faced with conflicts or disaster. As the world faces more humanitarian crisis, governments, donors and international bodies are showing more concern towards the plight of the vulnerable groups. These institutions are willing to come to the aid of the suffering population or affected communities but need to be sure of their investment in terms of quality results. The Pan African Institute for Development (PAID) with over fifty four (54) years of experience in training for development is offering a one week intensive English course in Professional Humanitarian Management (PHM) to a limited number of targeted practitioners and prospective professionals in humanitarian response, including the police and military personnel. This program for humanitarian management (PHM) course reflects PAID’s strategy for 2019 - 2023 which is based on the initiative and action tagged ‘From Lecture to the Field’. The initiative is to develop ‘Short Professional Courses (SPC) in support of the UN, AU/Development Actors especially in the professional development in the Civilian and Security Sectors. The aim of this PHM course is for capacity building and personnel development of Humanitarian actors in the support of the UN Humanitarian Response in a world increasingly characterized by
xix armed conflicts, wars, refugee crisis and environmental and natural disasters. Hence, the need for humanitarian professionals and which led to the African Union decision in designating 2019 as the ‘Year of Refugees and Internally Displayed Persons. The focus of the course is in line with the UN Secretary Generals opening remarks for 2019, which reflects the above initiative as it emphasizes the growing trends of inequality amongst and within states around the globe and challenges to multilateralism as key issues for redress in 2019. While looking at achieving the development Agenda for 2030 and the sustainable development goal for Cameroon, the UN representation in Cameroon has also indicated the pressing concerns of humanitarian issues as Cameroon which host over 350.000 refugees and internally displaced persons from the Central African Republic and Nigeria. It is within this backdrop that the PHM course will be offered by PAID at its Yaoundé training Center to contribute to education, training and empowerment as social safety nets to pre-empt and mitigate against the various humanitarian crisis. The materials used in this training program by the different experts, do not necessarily reflect the views of the Pan African Institute for Development PAID. The Pan African Institute for Development is an international NGO with diplomatic status created in 1964 with five regional institutes, a Doctorate School, ICCDSD and Foundation. The Intensive Professional Training course in Humanitarian Management is a part of its training program in the area of Peace, Security and Development studies. Although every effort has been made to verify the course contents, PAID disclaims any and all responsibility for facts and opinions contained in the text which have been assimilated largely from open media and other independent sources. This training was conceptualized to be a pedagogical and teaching exercise consistent with existing UN and AU policy and doctrine for the dignity of human life. The world is currently in the midst of several long wars, natural and environmental hazards cross border issues with conflicts of identity and fragmentation of states and unceasing flows of refugees as well as farmer-grazier conflicts and international migration that do not have any clear endpoint. For example, the conflicts in the Middle East continue to rage in Syria, Iraq, Yemen, Israel and Palestine. There are also emerging and continuous conflicts across Africa including terrorism in the Lake Chad basin involving Cameroon, Nigeria, Niger and Chad as well as conflicts in Central African Republic, Congo, Sudan, Libya and Mali. The search for pasture and water has led to brutal confrontation between agro-farmers and pastoralist leading to heavy loss of life and property across West and East Africa and setting in motion waves of migrants, refugees and internally displaced persons. Climate change and environmental hazards in Asia and parts of Africa and Latin America has affected and disrupted the lives of many people. Migrant deaths across the Sahara and Mediterranean and the continuous flows of refugees from Latin America heading north to the US and Mexico border have raised the need and concern for humanitarian assistance. The issues involved in any discussion about International Humanitarian management or response are very complex and difficult. Also, there is hardly full agreement between nations, organisations, or individuals on the right or standard approach to humanitarian management.
xx PAID has tried to develop a balanced and professional training program that recognises the different views of organisations and humanitarian practitioners. Humanitarian management is a way of achieving greater impact in difficult environments and has multiple interpretations and uses a range of methods depending on the situation and goals. According to ADAPT practitioners have to be analysis driven and sufficiently acute in order to drive iterative improvements to programs and operations. This training and the first of its series registered thirty Five (35) participants and has drew together participants from all works of life ranging from practitioners to novice and students without the experience of employing humanitarian management approaches in humanitarian, recovery, and development contexts. No doubt some of the participants may have encountered challenges adapting in practice or context, but they have also likely seen that humanitarian management can improve the appropriateness and effectiveness of humanitarian relief response and action. The training in humanitarian management has the potential to contribute to the current global system for humanitarian relief response and development assistance which is characterized by the centralized, top-down, and supply-side approach that dominates the sector. The training opens up to the paradigm of how to recruit, mentor and train staff as well as how to structure operations support, finance interventions, understand and measure program quality and how to manage information within and across stakeholders, anticipate and respond to changes in context and need and how to structure relations between donor and implementing partners. We know that most governments launch Emergency Humanitarian Assistance plans when disaster strikes. This Emergency Humanitarian Assistance Plan works to restore sustainable living conditions for the displaced families and their communities. In so doing, the action of the government should focus on key areas like accommodation, supply of water and food items, education, housing and agriculture and health facilities. Humanitarian Response and Disaster Management Talking about disaster and humanitarian response the focus is increasingly on the risk factor due to the search for more effective approaches to disaster management. This is because of the need to understand the root causes as well as the underlying factors that lead to conflicts and disasters. The systematic management of risk gained currency in the engineering and financial sectors in 1940s. The application of same methodology to risk management process in disaster management presents a fresh approach to understanding:  The nature of disasters,  Preventing their harmful effects, as well as  Seeking opportunities from their occurrences. In the context of total disaster risk management, it promotes coordination of functions and the diverse skills and disciplines and allows communities to undertake risk management activities that have been considered as the domain of engineering experts. In sociology of knowledge disaster the inception of disaster sociology began in 1917 with the dissertation of Samuel Henry Prince on Canada’s worst catastrophe, the 1917 Halifax explosion. Since then various
xxi disciplines have engaged in the examination and understanding of the nature and concept of disasters. What then is disaster? the outset of its advocacy for the International Decade for Natural Disaster Reduction or IDNDR, The United Nations working definition for disaster following its advocacy for the International Disaster Reduction or IDNDR is: ‘A serious disruption of the functioning of society, causing widespread human, material or environmental losses which exceed the ability of the affected people to cope using its own resources. Disasters are often classified according to their cause viz. Natural or man-made. (DHA/IDNDR 1992)’ Other international and local organizations following their specificity have different definitions, e.g. the World Health Organization with emphasis on the impact of disaster on health postulates that: A disaster is any occurrence that causes damage, ecological disruption, loss of human life, or deterioration of health and health services on a scale sufficient to warrant an extraordinary response from outside the affected community or area. (World Health Organization, Coping with emergencies: WHO strategies and approaches to humanitarian action, 1995, Geneva) 2From the definitions despite their different angles of understanding we gather that they convey the essence of disaster as a serious condition beyond the normal capacity of the community to cope, thereby justifying professional skills, capacity, knowledge and better orientation of humanitarian assistance and management. A few countries have well developed humanitarian community and have adopted risk management concepts and principles in disaster management especially in Asia where natural disasters have hit communities with higher frequency and devastation. However, in developing countries particularly in Africa this remains unfamiliar territory and communities are left vulnerable in times of war, conflicts, natural disasters and plaques. The prevailing practices lean towards preparedness as the professional approach to managing response to disasters which requires among others risk assessment, vulnerability reduction and capacity enhancement). The disaster management cycle Disaster management requires that the social action to cope with disasters should refer to any purposive activity before, during and after the occurrence which can be exemplified in a disaster management cycle with different phases:  From preparedness through response;  From prevention, mitigation and readiness, through relief, recovery and  Rehabilitation. PAID hails this methodology as a development institution because this concept promotes a holistic approach to disaster management as well as demonstrating the relationship between disasters and development. This relationship has enabled disaster relief activities to adopt the development approach over the traditional ad hoc relief approach. Furthermore, the relationship between relief and development as a cycle reinforces the fact that disasters, however inevitable, could be managed through adequate planning and preparedness for response. The developmental relief approach The development approach incorporates disaster relief within the context of development and it’s called the developmental relief approach. The developmental relief approach regards the victims of disaster and conflicts as active people with capacities despite the effects of the disaster and demonstrates a shift from
xxii the traditional approach to relief efforts which regarded the victims or affected people as helpless victims requiring external assistance. The development approach to disaster management requires analyzing the capacities and vulnerabilities of affected communities whose participatory effort is required in defining the nature of disaster assistance and the manner by which it is provided. The development approach is somewhat multi-disciplinary because it includes an analysis of the social, economic and demographic make-up of the community and its infrastructure. Through this analysis, specific relief and recovery requirements are determined and provided with the active participation of the community. Without this analysis, aid providers run the risk of extending inappropriate relief assistance that may lead to dependence, increased vulnerability and further social crises. The concertation amongst the various stake holders is a representation of PAID‘s approach to development with significant participation of the community and consideration to the environmental and legal and cultural aspects of the victims2. The sustainable development approach The sustainable development approach differs from the development approach in that it facilitates understanding of the relationship between disaster, its various phases, environmental degradation, and sustainable development. As disasters cause harm and damage to people, property, infrastructure, economies and the environment, the goals of sustainable development are put to jeopardy. When disaster strikes recovery and rehabilitation activities require huge funds that, and may push governments and communities or organizations due to insufficient contingency funds to take out funds from other development program that are planned or underway, thereby impeding development efforts. Therefore, it is important that disaster mitigation programs are made an integral part of developmental program. At the same time, efforts to enhance the capacities of communities and coping systems at various levels and sectors towards self-reliance and self- sufficiency in managing disasters effectively must be sustained. Human, social, economic, and environmental as well as the nature of natural hazards are essential components of such efforts3. The disaster management framework allows the development of a wide range of program activities to protect communities, property and the environment against disasters through a four component approach which constitutes the comprehensive and integrated approach to disaster management namely:  The comprehensive approach,  The all-hazards approach,  The integrated approach and  The prepared community approach. a. The comprehensive approach to disaster management entails developing and implementing strategies for different yet complementing aspects of disaster management, i.e. prevention and mitigation, preparedness, response and recovery in the context of sustainable development. 2 PAID Activity Reports from 2012 – 2016. See also Emmanuel KAMDEM (2012), Concertalism, Concertocracy and Social Economy. Harmattan, Cameroon 3 Emmanuel M. de Guzman, ‘Towards Total Disaster Risk Management Approach Consultant, Asian Disaster Reduction Center and United Nations Office for the Coordination of Humanitarian AffairsAsian Disaster Response Unit
xxiii b. The all-hazards approach relates to developing and implementing disaster management strategies for the full range of probable disasters. This approach has led to the establishment of standard protocols for addressing similar problems in a community arising from different hazards and emergencies. However, several hazards that cause disasters may require specific response and recovery measures as well as specific prevention programs. c. The integrated approach ensures that all organizations, including government, private and community organizations are involved in disaster management. There may be some factors that organizations would take into account in determining the extent of their involvement. However, this approach promotes multi-sectoral and inter-sectoral coordination and reduces duplication and inefficiencies. d. The prepared community concept concerns the application of all the foregoing approaches at the community or local level. It emphasizes the important roles and responsibilities of the members of the community in establishing disaster management programs and systems, and ensuring self-reliance and self-sufficiency in times of disaster. By the foregoing, I therefore invite all with or without interest in the subject dealt herein to read this monograph with the hope that this may encourage you and all mankind to contribute to PEAC because it brings security and development to all. In the event that this matter is of interest to you, please do not hesitate to contact the Pan African Institute for Development and more specifically my office which developed and coordinates this program with the aim of stimulating and disseminating knowledge in the areas of peace, conflict resolutions, security and international relations through training, teaching, research and publication. I wish to thank the partners whose efforts led us to the successful completion of this first edition of our capacity building program in humanitarian management. It is our fervent belief that such efforts and partnership with even more organizations will contribute greatly in enhancing Africa’s effort in establishing a humanitarian community.
xxiv LIST OF EXPERTS AND THEIR PROFILES Professor Emmanuel KAMDEM is Secretary General of the Pan African Institute for Development PAID. He is Professor of Economics (UNESCO chair) with expertise in Cooperative Development and Social Economics and certified public Accountant. He served for more than two decades as a senior official of ILO in Geneva and five years as the Vice Chancellor of the African University for Cooperative Development in Cotonou, Benin²² He has published extensively in his field of expertise and beyond. Mr. Franklin BABILA DOH is a certified professional in Humanitarian Assistance (HA) and Maritime Security and Transnational Organized crimes (MSTOC). Currently PhD research in Human Security with the University of Yaoundé I. He is attached with the Pan African Institute for Development and holds a Master degree in Strategy, Security, Defense, Conflict and Disaster Management from the Research Center for Political and Strategic Studies University of Yaoundé II, SOA. He also has a Masters in History of International Relations with special interest in Public Administration. Dr. Daniel EKONGWE is Director with the Pan African Institute for Development. He is an internationalist with expertise in peace, security and development studies. Visiting with the UN University for Peace Africa program and De Montfort University, Leicester UK, Department of Historical International studies, and consultant at State House Plateau State, Nigeria. Mr. Miki Ngwane (Chevening scholar) Founder/Director of Vocational Centre for International Development (VCID). International delegate to 2017 first UN World Data Forum and consultative member with UN-Habitat on Global Land Tool Indicator (GLII) since 2014. Has served with Nascent Solutions Inc (USDA MGD food for education and child nutrition); Plan International, Cameroon; German International Cooperation (GIZ) Buea and PAID-WA, Buea Cameroon. Volunteer African Development Bank sponsored (GP-DERUDEP) project. Mr. Claude Tenkeu has worked as a Language Instructor and Translator at the Bilingual Training Program of the Presidency of the Republic of Cameroon. Since 2009 he has been serving as the Documentation, Information and Communication Officer with the African Union Yaoundé Office. He has also taught in Higher Institutes in Cameroon and is a Consultant in Communication with various African organizations. He has travelled extensively in Africa, China and India for work and training. His areas of expertise include: Records Management, Knowledge Management, Communication and Project planning. Professor Blossom N. NFONDO is Division Head for teaching and teaching staff at the University of Yaoundé II SOA. She is a professor of postcolonial and feminist studies with a focus and main areas of research on postcolonial studies and Gender Development studies. She has published extensively in both fields. Mr. NDIFOR Blasius is Deputy Response Team Leader at the Norwegian Refugee Council charged with start-up of country program in NW region, Cameroon for rapid needs assessment/profiling of internally displaced persons in hard-to-reach areas. Professional trainer/coach in Humanitarian access and assistance to vulnerable populations affected by conflicts with emphasis on crisis information management, multidimensional Peace operations. Graduate from IRIC Cameroon. Rtd Col. Martin C Forbinson is former senior military personnel with the Cameroon army and has very wide knowledge on professional civic and military personnel safety and security. He chaired PAID joined postgraduate conference on peace and security with the theme ‘the changing character of war’ and has served widely in international military service and detachment.
xxv COURSE/TRAINING DESCRIPTION COURSE AIM The course is designed to provide professional training to humanitarian management personnel and persons training to enter the industry with a holistic understanding of the importance of emergency preparedness in relation to Humanitarian Response; and the ability to conduct plan, preparation, development, implementation, and sustainability. The humanitarian practitioners will be updated on the trends of humanitarian interventions from a global perspective and will pay specific reference to Africa. The course also aims to establish and foster cooperation and coordination between individuals and the institutions engaged in Humanitarian Action. COURSE DESCRIPTION The intensive one week course will be conducted in English through a combination of interactive presentations, case studies and small exercises, and a scenario-based exercise to conclude the training. COURSE OBJECTIVES Pedagogic Objectives: PAID seeks to fill the gap between the Humanitarian Management practitioners in the field and need of the country Learning Objectives: The course seeks to enable Humanitarian Management practitioners to be able to: 1. Identify the core components of the humanitarian management cycle; 2. Identify the benefits of using a “whole community” approach to humanitarian emergency response; 3. Understand the UN Global Compact for Refugees within the Global Compact for Safe, Orderly and Regular Migration; 4. List specified and implied tasks given in a senior leader’s intent; 5. Develop a plan mission statement; 6. Employ the SMART method to write objectives based on a humanitarian scenario; 7. Prepare information Analysis Brief (IAB) /Progress Brief based on a scenario to determine if humanitarian planning efforts should be continued or suspended. 8. Understand emergency preparedness and the international coordination and response mechanism; 9. Describe the initial steps of the Planning Cycle that support plan Preparation within the Spheres Standards;
xxvi 10. Apply plan development concepts covered in the planning cycle using a humanitarian scenario; 11. Determine when plans should be reviewed and updated. COURSE CONTENT INTENSIVE PROFESIONAL TRAINNING IN HUMANITARIAN MANAGEMENT COURSE TRAINER / EXPERT 1.MANAGEMENT APPROACH TO HUMANITARAIN RESPONSE Professor Emmanuel KAMDEM 2 EMERGENCY PREPAREDNESS AND PLANNING Mr. NDIFOR Blasius. Norwegian Refugee Council 3 THE SPHERE STANDARDS Dr. Daniel EKONGWE Director at PAID 4 PERSONNEL SAFETY AND SECURITY Rtd. Colonel Richard FORBISON 5 HUMANITARIAN LOGISTICS Mr. Franklin BABILA Expert Human Security PAID 6 FIRST AID MANAGEMENT Mr. Auguste EWODO EWONDO Cameroon Red Cross 7 WATER, HYGIENE AND SANITATION WASH Professor Blossom FONDO Expert in Gender Studies UNI YAO II SOA 8 UN/AU VOLUNTEERING SYSTEMS Mr. Claud TENKEU AU Chief Communication Officer 9 HUMAN RIGHTS AND DEVELOPMENT Mr. Gabriel NONETCHOUPO National Commission for Human Rights and Freedoms 10 INTERNATIONAL HUMANITARIAN LAW Dr. Daniel EKONGWE Director at PAID. 11 INFORMATION MANAGEMENT (RAPID ASSESSMENT) Mr. Miki NGWANE Development Expert
xxvii METHODOLOGY The problem-based learning approach will be used in the delivery of the course. Participants will play active roles in the learning process under the supervised guidance of a team of experienced facilitators (see profile of experts attached). The course content will thus be delivered using a combination of tools that includes; lectures, case studies, small group work exercises and simulation among others and the course will be conducted in English. TARGET GROUP Set at the operational level, the course targets a mixed group of middle group level practitioners from the following;  Predominantly humanitarian Management practitioners, persons preparing to enter into a humanitarian management role, police and military personnel.  Government officials, operational level staffers of legislative bodies/policymakers;  Individuals and researchers in the area of humanitarian affairs, peace and conflicts, gender, migration and refugees, humanitarian supply chain, history and sustainable development. MODULES:  THE MANAGEMENT APPROACH TO HUMANITARIAN RESPONSE  HUMANITARIAN LOGISTICS  WATER, SANITATION AND HYGIENE (WASH)  THE SPHERE STANDARD  INFORMATION MANAGEMNT (Rapid Assessment)  EMERGENCY PREPAREDNESS AND PLANNING  FIRST AID MANAGEMENT  LOCAL AREA STUDY (Visit to the African Union)  UN/AU PROFESSIONAL AND VOLUNTEERING SYSTEMS  HUMAN RIGHTS AND DEVELOPMENT  INTERNATIONAL HUMANITARIAN LAW  PERSONNEL SAFETY AND SECURITY
xxviii INTENSIVE PROFESSIONAL TRAINING IN HUMANITARIAN MANAGEMENT/RESPONSE VENUE: PAID BILINGUAL LEARNING SUPPORT CENTER, YAOUNDE 20TH TO 28TH MARCH, 2019 In partnership with CONTACT LIST SN Name SEX ORGANIZATION Address EMAIL CONTACT 01 Abong Tracy Asakwa F 02 Ache Njeck Enoh Glory Ida F Yaoundé Gloryenoh811@gmail.com 03 Agbor Nchemanjareh Osambenge Darlinton Agbor M PAID-WA Yaoundé agborosa@yahoo.co.uk 04 Akaru Blanche Agbor F PAID-WA Yaoundé pritiblanche@gmail.com 05 Akere Ambahe Emma Mofor F PAID-WA Yaoundé emmaambahe@gmail.com 06 Amah Fongoh Mayah F PAID-WA Yaoundé mbigiovani@gmail.com 07 Asek Paul Nkongho M STAACK INSTITUTE Buea paulnkongho@gmail.com 08 Atem Ekpenyong Florence F PAID-WA amahfloxy@yahoo.co.uk 09 Bah Peter Nganse M Yaoundé bapsonforena@gmail.com 10 Bofia Kernyuy Joel M PAID-WA Yaoundé j.bofia@yahoo.com 11 Buriya Mispa Ngefor F PAID-WA Yaoundé ngeformispa@yahoo.com 12 Chening Florina Neh F PAID-WA Yaoundé cheningneh@yahoo.com 13 Claude Tenkeu M African Union-Cameroon tenkeue@africa-union.org 14 Egbe Benson Agbor M Yaoundé egbe.bens@gmail.com 15 Elive Ngale Daniel N M PAID-WA Yaoundé elivo1719.2nn@gmail.com 16 Embom Clement Ayeng M FGM CAMEROON B.P 11154 Yaoundé ebom.clement@yahoo.com 17 Ethere Florence Zita F PAID-WA Yaoundé Ministry of Employment and Vocational TrainingAfrican Union Cameroon Red Cross National Commission on Human Rights & Freedoms
xxix 18 Forwang Jean Claude M Kilaa Foundation Yaoundé claudeforwang@yahoo.com 19 Funtong Samuel Seudie M PAID-WA Yaoundé samuelfuntong@gmail.com 20 Giulian Fri Asongwed F L’hopital Central Yaoundé Yaoundé asongwedfri@yahoo.com /agiulianfri@gmail.com 21 Joan Chufi Ayeah F PAID-WA Yaoundé chufiayeah@gmail.com 22 Kemei Anabel Meng F Establishing her Story Foundation Yaoundé Jaianabel1992@yahoo.com 23 Kimbi Ancella Maibi F CREPS/MINDEF kmaibi@yahoo.com 24 Maru Clement Maru F TELCAR COCAO/UTZ Yaoundé maruclement.1@gmail.com 25 Mbiatem Epse Ebot Elizabeth F PAID-WA Yaoundé lizzy.ebot@gmail.com 26 Mbitimeh Joseph Ngwa M PAID-WA IPD-SG Yaoundé elrobeglen@gmail.com 27 Ndukong Cordelia Munging F PAID-WA Yaoundé ndukongcordelia44@gmail.com 28 Ngachau Hope Yanke M PAID-WA Yaoundé yankeehope18@gmail.com 29 Ngayap Kamgang Lambert Cyrille M PAID-WA 30 Nkengafac Priscilla Kungang F MINSANTE Yaoundé nkengafac80@gmail.com 31 Nkwenti Clothilda Nehlum F PAID-WA Yaoundé neneclotilda.2000@gmail.com 32 Tabe Arrey Kelly ETAKA F PAID-WA Yaoundé 33 Tchatchou Tessy Sandra Yanke F PAID-WA Yaoundé tessypearcle@gmail.com 34 Totchet Somen Oudry Findie F PAID-WA Yaoundé toudryfyndie@yahoo.fr 35 Selamo Milice Jumla Jinka F PAID-WA Yaoundé melissajumla@gmail.com
1 INTRODUCTION CONCERTED MANAGEMENT APPROACH TO HUMANITARIAN RESPONSE By Professor Emmanuel KAMDEM Introduction We believe that one of the reasons of the failure in humanitarian response is the lack of “concertation” of all the stakeholders involve in the decision-making and its implementation. It is therefore necessary to introduce the concept and practice of “Concerted Management” in the response to humanitarian. This paper aims at presenting the limit of classical top-down humanitarian response (1), the concertation theory applied to humanitarian response (2) the proposed Button-up concerted management response and (3) the impact of the Button-up concerted management to humanitarian response (4). Definition of humanitarian cycle “The humanitarian program cycle (HPC) is a coordinated series of actions undertaken to help prepare for, manage and deliver humanitarian response. It consists of five elements coordinated in a seamless manner, with one step logically building on the previous and leading to the next. Successful implementation of the humanitarian program cycle is dependent on effective emergency preparedness, effective coordination with national/local authorities and humanitarian actors, and information management” (https://www.icrc.org/en/international- review/humanitarian-actors) 1 The classical top-down humanitarian response Classically, the humanitarian actors who do the programming, planning, implementing, and evaluating for humanitarian response use the top-down approach in such a way that the concerned populations are excluded in the process like one can see in the following diagram. Indeed the actors are; The Emergency Relief Coordinator (ERC) which is the Under Secretary General for Humanitarian Affairs, and leads the IASC. The ERC is responsible for the oversight of all emergencies requiring United Nations humanitarian assistance. In a country affected by a disaster or conflict, the ERC may appoint a Humanitarian Coordinator (HC). The ERC ensures Inter Agency Standing Committee (IASC) endorsement of the HC proposal for Cluster activation and Cluster lead appointments. This could be completed by an association of the beneficiaries of the action.
2 2 The concertation theory applied to humanitarian response The concertation theory formulated in my book “Concertalism, Concertocracy and Social Economy” published by Harmattan, Paris 2012, is defined as follow“ For any group of actors, any decision stemming from Concertation motivates more than a decision-taken unilaterally”. Applying this theory in the humanitarian response means that in addition to the above mentioned Emergency Standing Committee, the (Global) Cluster Agency, the Humanitarian Coordinator, the humanitarian Country Team, the Inter-Agency Standing Committee and the UN Office for the coordination of Humanitarian Affairs, another actor representing the grassroots populations should be integrated. This will motivate more.
3 3 The proposed Button-up concerted management response Concerted Management means using permanent concertation among all stakeholders in order to assume the four various management functions often classified as planning, organizing, leading/directing and controlling/monitoring. This can be done during the field assessment in which the beneficiary target group should be involved. This will lead to their empowerment. This will also increase the motivation and facilitate the co-determination and common achievement of the humanitarian response. 4. The impact of the Button-up concerted management to humanitarian response The button-up concerted management impacts the outcome action and lead to more efficiency. Every actor considers himself as the key person in the system. Actors members at grassroots, local, national or international organizations are more efficient in the decision making as well as in the implementation of humanitarian response program including:  A common commitment to humanitarian principles and the Principles of Partnership  Commitment to mainstream protection in program delivery  Readiness to participate in actions that specifically improve accountability to affected populations  Understanding duties and responsibilities associated with membership of a cluster and commit to consistently engage in the cluster’s collective work as well as cluster’s plan and activities  Commitment to ensure optimal use of resources, and sharing information on organizational resources  Commitment to mainstream key programmatic cross-cutting issues  Willingness to take on leadership responsibilities as needed and as capacity and mandates allow  Contributing to developing and disseminating advocacy and messaging for relevant audiences  Insurance that the cluster provide interpretation so that all cluster partners are able to participate 5 Conclusion Moving from classical top-down approach for humanitarian response to the button-up concerted management approach will better guarantee the good outcomes. Concertation, dialogue, consultation are today the key actor of all human action. To give more success chance to Humanitarian response the national and international actors should include the beneficiaries target group at the grassroots level. By doing so, one will insure better motivation and more efficiency. PAID program aims at designing courses curricula taking into account the concerted management response approach.
4 MODULE ONE HUMANITARIAN LOGISTICS By Franklin BABILA DOH ‘Wisdom is the ability to uncover a problem and provide practical solutions to the problem’ F.B DOH COURSE OVERVIEW AND OUTLINE 1. COURSE DESCRIPTION  This course examines the concept of the Transformative Agenda and presents the various humanitarian actors and their categorization. Humanitarian logistics is defined within the framework of the supply chain management scheme.  In this section we indicate the different key actors in the humanitarian system and describe their role in disaster relief, underlining the complexity of humanitarian supply chain relationships. To add, it delineates the specific phases of the humanitarian logistics stream that demands agile and lean principles.  It would provide the participants with knowledge on the IASC Operations, UNDAC and OSOCC within the context of humanitarian logistics and supply chain management. 1. 1. PEDAGOGIC GOAL: Participants should understand, appreciate and develop interest in Humanitarian Logistics and Supply Chain Management. 1.1.1 PEDAGOGIC OBJECTIVES: Participants should understand the transformative agenda and particularly the operationalization of the UN-OSOCC system. 1.1.2 LEARNING OBJECTIVES: participants understand the motivation and context of humanitarian logistics within the UN Humanitarian intervention system. They are nurtured on the Operationalization of the UN-IASC system and the role of WFP within the network and the practicalities of OSOCC In real time complex emergency situation. 1.1.3 LEARNING OUTCOME:  The Transformative agenda that addresses the sociological aspects of humanitarian response is earmarked.  Participants examine the practical operationalization of OSOCC and the sense of belonging.
5  Participants to commit to Africa’s Humanitarian logic as having its specificity and internal logic, internal solutions and not through the lens of western development theories. 2. COURSE CONTENT SECTION ONE: The Transformative Agenda  Leadership  Coordination  Accountability SECTION TWO: Humanitarian Actors/Key Players  Categories of Key players  Mandates of Key Players SECTION THREE: Humanitarian Logistics and SCM  Definitions  Logistics Functions  Mode of Transportation  3PLs and 4PLs  Logistics Strategy SECTION FOUR: UN Humanitarian Logistics System and the Lead Agency (WPF)  Humanitarian Logistics Cluster SECTION FIVE: UNDAC/OSOOC  OSOOC Operations SECTION SIX: Practical SECTION ONE: TRANSFORMATIVE AGENDA  Leadership  Coordination  Accountability  Humanitarian actors: key players  ‘Freedom means living in a world of zero death from any form of disaster’  Government as initial Player  Primary responsibility to respond to disasters and emergencies rests with the central state Government’s hands.  The immediate key players (‘zero hour’ responders) are more than often different from the usual suspects (Government, the UN, Red Cross or international NGO): OCHA´s Mandate Categories of key players Types of mandates of key players
6 SECTION THREE: HUMANITARIAN LOGISTICS AND SCM  Definitions  Logistics Functions  Mode of Transportation  3PLs and 4PLs  Logistics Strategy  Supply Chain and Logistics  Logistics: It is an art and science of obtaining, producing and distributing material and products in proper places and in proper quantities.  Logistics is also part of supply chain management that plans implements, controls the efficient, effective forward and reverses flows and storage of goods, services and related information between the point of origin and the point of need in other to meet victim’s requirements.  Logistics in fact concerns the movement of materials in the whole supply chain line.  Supply Chain Management  This involves transforming raw materials into products and getting it to right beneficiaries.  The Seven Rs of Logistics  Right Product  Right quantity  Right Conditions  Right Place  Right Time  Right Target Population  Right Cost  Logistics Functions  Some important areas of logistics management. The following is an integrated approach to logistics:  Transportation  Warehousing  3 and 4 PL Logistics  Reverse Logistics  Modes of Transportation  Plane, Train, vehicles, ships, tunnels  Selecting the most efficient transportation will improve the value created for targeted victims.  Stock Control and Inventory Mgt.  Warehousing When inventory is not on the move between locations it stays in a warehouse. It may have to spend some time in the warehouse as a stand-by strategy for contingency planning/emergency preparedness. Warehouse is the activity involve in receiving, storing and shipping materials to and from production to distribution locations.
7  Third (3PLs) and Fourth (4 PLs) Party Logistics  3PLs: They produce or manage one or more logistics services.  4PLs Party: These are logistics specialists and play the role of general service providers, they involve by taking the entire logistics services from an organization.  Logistics Strategy  Coordination Functions  Integrating the supply chain  Substituting Information Inventory  Reducing number of players  Pooling Risks (Cluster) SECTION FOUR UN Humanitarian Logistics System and Lead Agency (WFP)  Humanitarian Logistics and Stages in the Emergency Supply Chain HL STREAM  Emergency Relief Coordinator (ERC)  In the early days of an emergency, the WFP quickly establishes how much food assistance is needed and the best way to deliver that assistance to the hungry Mr. Franklin BABILA DOH, giving an explicit insight on Humanitarian Logistics. Taking a drill on the different facets of humanitarian logistics and the various key points to watch out for when dealing logistics meant for humanitarian response.
8  Emergency Assessment Teams  Emergency Needs Assessment and Operational Planning  Emergency Operation (EMOP) –Plan of action and budget.  Protracted Relief and Recovery Operation (PRRO)  WFP Humanitarian Supply Exhibits  Agile principle—according to the objective of urgent effectiveness (an unexpected shock that affects the supply chain)—in the EMOP stage, which corresponds to the restoring stage in the response;  Lean principle—according to the objective of efficiency—in the PRRO stage, which corresponds to the reconstruction stage.  In each of these phases many different actors are involved in meeting the challenge of answering to disasters, as described in the following section  On-site coordination (OSOCC)  GDACS/Virtual OSOCC  Other international mechanisms…  In-country : coordination mechanisms  Red Cross/Crescent : FACT & RDRT  Regional organizations: ECOWAS EERT, EU Civil Protection, ASEAN AHA/ERT, CDEMA…  Military : NATO/EADRCC  Reality in the field….. SECTION FIVE: OSOCC INTERVENTION Cluster Exercises  Mozambique Floods  Primary responsibility to respond to disasters and emergencies is in the Government’s hands.  Request for international assistance can only come from the Government when it considers that the situation is beyond national capacities to respond.  Exercise on Key players (case study)  Based on the case study introduced yesterday, identify:  Who the key players are or may be in such context  What is their specific mandate if any  What is their added value in responding to this disaster  Who is missing or not mentioned  List a maximum of 10 key players from different types of organizations or entities  Links  www.humanitarianinfo.info  Operational information sharing  Documents and Template  Guidelines, etc.  www.unocha.org  OCHA, Tools and services  https://vosocc.unocha.org  www.reliefweb.int  Information from other humanitarian sources
9 MODULE TWO WATER, SANITATION AND HYGIENE (WASH) By Professor Blossom N. NFONDO INTRODUCTION  Wash is a human right  In 2010, the United Nations General Assembly adopted a resolution recognizing “the right to safe and clean drinking water and sanitation as a human right”  In 2015 the human right to sanitation was explicitly recognized as a distinct right.  These rights oblige States to work towards achieving universal access to water and sanitation for all, without discrimination, while prioritizing those most in need.  Sustainable Development Goal 6 of the 2030 Agenda for Sustainable Development aims to guarantee sustainable management of, and access to, water and sanitation for all by 2030. ABOUT WASH  WATER: Access to safe, quality water and the journey to collect it  SANITATION: Access and use of basic toilets avoid contact of people with human waste and corpses and other solid wastes  HYGIENE: Handwashing, personal hygiene These aspects are all interrelated and interdependent  WASH concerns several aspects of Human life and society:  1- It is a basic need  2- It is a human right  3- It is a personal health issue  4- It is a public health concern  5- It is directly concerned with human dignity  6- It is a potential source of conflict  7- It is an instrument of peace-building and conflict resolution  8- It has an important gender dimension (It is not gender neutral)  9- Its availability is more precarious in situations of crises and emergencies WASH AND EMERGENCIES: GENERAL PERSPECTIVES  For people displaced by conflict, climate change, environmental degradation and disasters, access to clean water and appropriate sanitation are amongst the most urgent of all needs  There is a gap in emergency WASH interventions  Emergency interventions come in later with food and medicine, whereas the need for medicine can usually be reduced if access to WASH is initially provided especially in the first few months of most humanitarian crises  Providing access to WASH is a fundamental human right and therefore essential to any humanitarian response  Promotion of WASH is key to reducing deaths from WASH related diseases in emergency contexts  Populations living in conflict zones face distinct obstacles to safe drinking water
10  Climate change and related consequences render access to WASH precarious IMPACT OF DISASTERS/EMERGENCIES ON WASH  Natural Disasters: In Cameroon usually floods, landslides, storms, drought  Armed Conflicts: Boko Haram in the Far North, the ongoing crisis in the North West and South West Regions Natural disasters usually lead to the disruption of WASH facilities Armed conflicts result in mass displacement to places without guarantee of access to WASH Armed conflicts cause destruction of WASH infrastructure Heightened insecurity in armed conflicts means reduced access to WASH Both natural disasters and armed conflict lead to the contamination of fresh water sources for drinking, hygiene and sanitation NO WATER TO DRINK, NO LATRINE TO DEFECATE AND NO PLACE TO DISPOSE SOLID WASTE It is very difficult to provide WASH in emergency situations  CODE OF CONDUCT IN Humanitarian emergency situations (Red Cross and Red Crescent)  The human imperative comes first  Aid is given regardless of the race, creed or nationality of the recipients and without adverse distinction of any kind. Aid priorities are calculated on the basis of need alone  Aid will not be used to further a particular political or religious standpoint  We shall endeavour not to act as instruments of government foreign policy  We shall respect culture and custom  We shall attempt to build disaster response on local capacities  Ways shall be found to involve program beneficiaries in the management of relief aid  Relief aid must strive to reduce future vulnerabilities to disaster as well as meeting basic needs  We hold ourselves accountable to both those we seek to assist and those from whom we accept resources  In our information, publicity and advertising activities, we shall recognize disaster victims as dignified humans, not hopeless objects  WASH NEEDS IN HUMANITARIAN EMERGENCY SITUATIONS  Identify the areas concerned and proceed with the sinking of sufficient number of tube wells to ensure supply of good quality water  Ensure the availability of spare parts to repair the tube wells in the event of damage or malfunction  Ensure the availability of sufficient amounts of bleaching powder and water purification tablets in these areas  Ensure the regular presence of technical repair team  Review the stock of spare parts and bleaching powder regularly to ensure availability  Provide training to the vulnerable population for the effective use of tube wells, bleaching powder and water purification tablets
11 Construction of low cost hygienic latrines  Providing wash in humanitarian emergencies: phases  PREPAREDNESS: Interventions vary depending on the nature of the humanitarian crisis  CAPACITY BUILDING: Tasks involved in emergency WASH provision sometimes require new skills  PREPARING MATERIALS: Specific materials are needed for emergency response and type and context determines the material needed PREPARING FOR WASH INTERVENTIONS  Develop alternative strategies for service provision: water provision through trucking, emergency wells, latrines, disposal of harmful chemicals, solids, corpses  Human Resources: ensure more people in the community have the needed skills to operate WASH structures and deal with hazardous events  Materials: Prepare vehicles, mobile water treatment plants  Water sources: Evaluate existing water sources, assess their quality and quantity and look for alternatives. Repair/upgrade existing sources, assess usability, negotiate access to private sources etc.  Community Capacity Building: Education of communities on the use and maintenance of WASH systems, coping with reduced service level, sharing facilities, hygiene promotion, household water treatment, excreta disposal. - Identify and train individuals in communities who can assist in maintaining service levels  External Service Providers: Partner with emergency response services e.g. The Red Cross, Doctors without Borders etc.  Wash information management WASH AND GENDER IN HUMANITARIAN CRISIS4  WASH in emergencies is not gender neutral  In normal circumstances, the absence of water disproportionately affects women and girls  Providing WASH from a gender-neutral perspective will not address the problem  WASH in emergency situations is about protecting individuals and their dignity  WASH must be gender-sensitive and take into account the specific roles and needs of women, men and children to be effective  In many cultures, the responsibility of collecting water and ensuring sanitation and hygiene falls on women  WASH interventions must take cognizance of this at all levels and lend attention to the voices of women  To uphold the dignity and safety of women, water sources and sanitation facilities should be adequately designed and well located  Women have specific hygiene needs during menstruation, pregnancy and nursing  Equitable access to water and sanitation facilities must be ensured  Separate facilities for men and women to ensure dignity and safety  Open defecation is particularly undignified for women and so toilets constitute an urgency 4 See the sphere handbook2003
12 CONCLUSION  2.5 billion people lack access to improved sanitation  768 million people lack access to an improved source of drinking water  1 billion people practice open defecation These are not only in zones of conflicts or disasters where there is a humanitarian crisis. What this spells out is that for people in humanitarian emergency situations, these become even more urgent. Without adequate training, we may have the zeal to provide WASH in such circumstances, but not the skills. Professor Blosom FONDO walks the participants through practical lessons on WASH in the presence of the Mme Tassi Marie Louise pedagogic attaché at the Ministry of Employment and Vocational Training (MINEFOP). As one of the fundamental issues that affect populations facing humanitarian crises, WASH is a steadfast tool for any humanitarian Expert, reasons why she hammered had on this and under strong supervision of the MINEFOP representative in the person of Mme. Tassi Marie Louise.
13 MODULE THREE THE SPHERE STANDARD By Dr. Daniel EKONGWE HUMANITARIAN CODE OF CONDUCT 1. CONCEPTS, CONTEXT AND APPLICATION OF THE SPHERE STANDARD United Nation General Assembly UNGA Resolution A/Res: 35:55 of 5 December 1980, ‘To provide Humanity with an international institution of higher education for Peace, with the aim of promoting among all human beings a spirit of understanding, tolerance and peaceful coexistence, to stimulate cooperation among people and help lessen obstacles and threats to world peace and progress in keeping with the noble of aspirations proclaimed in the Charter of the UN.’ The code of conduct (SPHERE STANDARD) contains the Guiding Principles of Humanitarian Action. It guides the standards of behavior of Humanitarian Workers. Over 600 organizations are committed to the guiding principles. The Code of Conduct consists of 10 Principles. The Needs and Rights of persons in humanitarian needs will be met if Humanitarian Professionals apply these Principles correctly and professionally without bias to cultures, politics, religion, sex or gender. These principles can be broken down in two parts; the first four principles are the core humanitarian principles. 2. ESTABLISHMENT OF THE SPHERE HAND BOOK The Sphere Project – or ‘Sphere’ – was initiated in 1997 by a group of humanitarian non- governmental organizations (NGOs) and the International Red Cross and Red Crescent Movement. The sphere project was first published in 2000; the Handbook was revised in 2003 and again in 2009–20105. During each revision process, sector-wide consultations were conducted, involving a wide range of agencies, organizations and individuals, including governments and United Nations (UN) agencies. 3. AIMS OF THE SPHERE STANDARD  To improve the quality of actions during disaster response  To be held accountable for them. Sphere philosophy is based on two core beliefs:  First, those affected by disaster or conflict have a right to live with dignity and, therefore, a right to assistance and ,  That all possible steps should be taken to alleviate human suffering arising out of disaster or conflict. 5 See the SPHERE Hand Book 2003
14 4. CAMEROONIAN CONTEXT; a. REFUGEES AND THE SPHERE STANDARD Cameroon maintains an open-border policy for Refugees and asylum seekers and is signatory to all major legal instruments on refugees, including the 1951 Refugee Convention and the 1969 OAU Refugee Convention. Cameroon adopted a law defining the legal framework for refugee protection in July 2005, which went into force in November 2011 5. THE POSITION OF THE AFRICAN UNION AU According to the British Medical Journal BMJ (2001) the sphere standard describes the standard and access of their usefulness by considering the applications of nutritional standards from the 1998 Famine in Sudan. In 1969, the 6th session of the OAU adopted its own Protocol for refugees. The OAU Protocol incorporated the 1951 UN Convention on refugees, but expanded the definition of who is a refugee. The OAU definition includes anyone who:“…through aggression, occupation, foreign domination, or events gravely disturbing public order in part, or in all of his country of origin, or the country of which he has nationality, is obliged to leave his usual place of residence to seek refuge outside this country.” (OAU 1969, Article 1) 1. The Constitutive Act of the African Union takes cognizance of the fact that the scourge of conflicts in Africa constitutes a major impediment to the socio-economic development of the continent. It also recognizes the need to promote peace, security and stability as prerequisites for the implementation of Africa’s long-term development and integration agenda. 2. The African Union Humanitarian Policy Framework (The Framework) complements the African Peace and Security Architecture (APSA), the African Governance Architecture and various relevant international initiatives on humanitarian activities in Africa. The Framework recognizes extant international norms and standards on the various aspects and scope of humanitarian action. It further recognizes the linkages between humanitarian assistance, peace and security, natural and human-induced disasters and development issues. 3. The Framework provides an overarching framework and a broad intent of the African Union. The policy does not address process and procedural issues. Accordingly, the Framework establishes a strategic approach and guidelines in support of the core aims of humanitarian action: to preserve, protect and save lives, alleviate suffering and enhance physical security and human dignity. The Framework also complements and supports the policies of AU Member States, Regional Economic Communities (RECs), the international community, United Nations (UN) agencies, International Civil Defence Organization (ICDO), the Red Cross and Red Crescent Movement, national and international NGOs and other humanitarian actors and stakeholders. 4. Africa hosts large numbers of displaced populations and other categories of affected persons as a result of conflicts, natural and man-made disasters, and displacement propelled by development projects are also evident. The AU therefore undertakes,
15 through this framework and in accordance with relevant AU and international Instruments on protection and assistance to: a. support the efforts of the Member States to protect and assist displaced populations; b. strengthen its institutional framework and capacity with respect to protection and assistance to displaced populations and affected populations and other categories of affected populations; c. collaborate with, and encourage Member States to collaborate with each other and with international organizations and humanitarian agencies, civil society organizations and other relevant actors in accordance with their mandates; d. support measures taken by Member States and RECs to protect and assist displaced and affected populations; e. encourage Member States and RECs to share information with the African Union and its relevant Organs on humanitarian situations in their countries especially on the situation of displaced persons in Africa; f. urge Member States to sign, ratify and enact necessary laws and policies to implement relevant AU protection instruments; g. encourage Member States to cooperate with and support the Special Rapporteur of the African Commission on Human and Peoples’ Rights for Refugees, Returnees, IDPs and Asylum Seekers in addressing issues of displaced persons; h. encourage all relevant partners to honor their obligations with respect to humanitarian support to refugees, asylum seekers, returnees, stateless persons and IDPs; i. Promote special measures for the protection of women, vulnerable groups especially children, youth, the elderly and people with disabilities in humanitarian situations. II. CONTEXT AND RATIONALE Since the establishment of the Organization of African Unity (OAU), Africa has been seized with humanitarian crises. The African Union has many years remained committed to a progressive migration agenda recognizing the positive contribution of migrants to inclusive growth and sustainable development. In June 1969, the OAU adopted the Convention Governing the Specific Aspects of Refugee Problems, which was anchored on the African culture of hospitality and solidarity as a Pan-African solution to the humanitarian crisis of refugees. The 1979 Arusha Conference and the two international conferences on Refugees in Africa (1991 and 1994) reinforced the basic principles elaborated in the OAU Convention on Refugees. Since the Arusha conference, the OAU/AU has convened more than five high level meetings, including those in Addis Ababa in 1994, Khartoum in 1998, Banjul - the Gambia and Ouagadougou in 2006 and Kampala in October 2009. These conferences extensively deliberated and produced key position documents and declarations on humanitarian crises in Africa. Since then, Africa and the world in general are facing a rapidly changing humanitarian landscape. Africa remains a region where 75% of humanitarian activity is undertaken. The region has continued to face growing humanitarian crises exacerbated by increased effects of climate change. The overall humanitarian situation and response in Africa will therefore remain challenging and of major concern unless effective mechanisms are put in place. This has resulted in a large
16 number of displacement including refugees and internally displaced persons (IDPs) caused by conflicts, development projects, natural and human-induced disasters among others. Mega trends and future projections are also worrying. For example, it is projected that by 2015/25 persons affected by disasters each year will double from 250million per year to over 375million. By 2030, world’s population growth will be in urban areas, of low income countries, the urban population will peak 5billion in 2050, from 3.5billion today 737 million in 1950, Africa with 4% urban population in 1950 will have 15% in 2030, 1.3 billion in 20501. These mega trends pose serious threats to human security and will lead to humanitarian crises that could erode social economic gains the continent could have registered. In spite of all these challenges and efforts, Africa still lacks a comprehensive and overarching humanitarian policy framework. The existing humanitarian and disaster management mechanisms are however, largely weak and insufficient. These mechanisms require enhancement, coordination and consolidation. This Framework, the first ever such instrument, therefore seeks to fill these gaps. Humanitarian challenges in Africa are exacerbated by the erosion of respect for the core humanitarian principles, which exist in conflict situations, in implementation of development projects, in natural and human-induced disasters. This Framework therefore, aims to support and reinforce respect for and compliance with humanitarian principles and the full respect of international law. The support and reinforcement of humanitarian principles and the enhancement of, coordination and consolidation of these mechanisms require a multi-dimensional coordinated approach. In addition, in light of the necessary role of the military in humanitarian and disaster situations, this Framework also seeks to enhance humanitarian coordination, including civil-military humanitarian coordination. In order to ensure timely and effective humanitarian action, AU activities should be complemented by appropriate coordination mechanisms within the African Union Commission, RECs and Member States; Red Cross and Red Crescent Movement. The Framework therefore, provides the AU and other humanitarian actors and stakeholders with the strategic approach and guidelines for enhanced capacity for prevention, preparedness, response and mitigation that address humanitarian situations. III. STRATEGIC VISION The core aims of AU’s humanitarian action are to: preserve, protect and save lives, alleviate suffering and enhance physical and human security and dignity of affected populations affected humanitarian crises. The thrust of this policy therefore, is to strengthen Africa’s humanitarian governance by enhancing the AU's leadership role and mandate through providing strategic approaches and guidelines for African Union led efforts in conformity with African Shared Values, and norms and standards for humanitarian action on the African continent; in full respect of international law; and on the other hand in strengthening the primary responsibility of Member States by strengthening their predictive, preventive, response and adaptive capabilities. IV. PURPOSE, SCOPE AND APPLICABILITY The purpose of the Framework is to establish a strategic approach and guidelines for coordinating and supporting AU’s involvement in its early waning and prevention efforts, in
17 addressing root causes and durable solutions, ensuring adequate preparations to respond to and deal with root causes and the aftermaths of humanitarian challenges on the continent. This will be in conformity with AU’s core aims mentioned above. With full respect of the principle of the primary responsibility of State(s) in accordance with principles of International Law, the Framework complements the humanitarian policies of AU Member States, RECs, the international community, including the UN agencies, the Red Cross and Red Crescent Movement, national and international NGOs and other humanitarian actors and stakeholders. This Framework is applicable to all AU humanitarian work and interventions in Africa, involving the Diaspora, Private Sector, and African Philanthropism, in conformity with norms and standards in international law. V. OBJECTIVES The objectives of the Framework are to:  Protect and assist with full respect to national legislations, and support in cases of conflict, development projects and natural and human-induced disasters, persons in need of humanitarian assistance; taking into consideration the special needs of women and vulnerable groups especially, children, youth, the elderly and people with special needs;  support and promote, the prevention and alleviation of abuses and its effects, and the restoration of dignified conditions of life;  support the capacity of RECs based on their respective responsibilities and mandates in accordance with international law to build resilience according to particular context of communities against conflicts in a way that does not alter the legal status of those communities, development projects, natural and human-induced disasters, especially those that undermine human security and sustainable development;  promote dialogue and create enabling space for coordinated humanitarian action and exchange of good practices;  enhance humanitarian coordination, where appropriate, including AU Member State civil-military humanitarian coordination and with traditional leaders, women groups, faith based organizations and host communities that will create appropriate interaction on peace, security and transition programs to address root causes of insecurity and vulnerability;  promote the protection of stateless persons or persons at risk of statelessness, and promote the resolution of statelessness and right to nationality, in accordance with 1954 International Convention on the Reduction of Statelessness; relevant AU Instruments and national laws;  strengthen planning through research and reliable data; and humanitarian information management and exchange in support of Member States and RECs;  promote strategies and measures to support host communities to cope with the impact of hosting displaced populations; including specific measures for protection and restoration of the environment in affected areas;  enhance partnerships and resource mobilization
18 THE UN POSITION ON HUMANITARIAN RESPONSE: Video link. Source:https://www.youtube.com/user/ochafilms UNHCR: MISSION UN refugee agency dedicated to saving and protecting rights and building a better future for refugees, formally displaced communities and stateless people. Work to ensure that everybody has the right to seek asylum and find safe refuge, haven fled violence, persecution, war or disaster at home THESE PRINCIPLES CAN BE BROKEN DOWN IN TWO PARTS: THE FIRST FOUR PRINCIPLES ARE THE CORE HUMANITARIAN PRINCIPLES  Humanitarian Imperative: This comes first as it provides immediate aid to those whose survival is threatened.  Aid is given without prejudice to origin, race or nationality of the recipient and without adverse distinction of any kind.  Aid priorities are calculated on the basis of needs alone.  Aid will not be used to foster a particular political or religious standpoint.  Endeavor not to act as instruments of government foreign policy. a. PRINCIPLES FIVE (5) TO TEN (10) ARE CALLED PROGRAMED PRINCIPLES. The aim is to improve the quality and accountability of Humanitarian Assistance. They are called programed principles because they deal basically with Humanitarian Logistics and consist of the following:  We shall respect culture and customs  We shall accept to build disaster response on local capacities.  We will find ways to involve affected population in the management of relief aid  Relief aid must strive to reduce vulnerabilities to future disaster as well as meeting basic needs.  We hold ourselves accountable as we seek to assist those from whom accept resources
19  In our information and publicity of advertising activities, we shall recognize disaster victims as dignified human beings and not hopeless objects. Accurate knowledge of these principles will facilitate the work of humanitarian professional in the field. Dr Daniel Ekongwe (Director/organizer) of training lecturing on the Sphere Standards Dr. Daniel Ekongwe in a one on one session with the participants and as Director is assisted by Mr M Ngwane. As an expert consultant in the areas of international security, he was able to forecast the currency/trend of security and humanitarian needs in the Central African sub region CEMAC. Through the program PAID hopes to multiply the talents so that more Africans could be endowed with same capacity and expertise.
20 MODULE FOUR EMERGENCY PREPAREDNESS AND PLANNING By NDIFOR Blasius INTRODUCTION The norm of noninterference in internal affairs has lost grounds. Activities that decades ago would have been conceived as interference are now widely acknowledged, if not accepted, as part of day-to-day politics. 1. WHAT IS A HUMANITARIAN EMERGENCY? An Emergency is a situation threatening the lives and well-being of a very large number of people or a very large percentage of a population and often requiring substantial multi-sectoral assistance. 2. QUALITIES OF A GOOD EMERGENCY STAFF  Smart and always one step ahead of everyone  Empathy and simplicity  Integrity  Be an ambassador of the organization  Dedication (lead by example)  Flexible  Self-control (Sexual appetite) 3. EMERGENCY PREPAREDNESS Emergency preparedness depends on the type of emergency in question. In the context of humanitarian emergency preparedness, the following aspects stand tall at the preparatory phase:  Accurate knowledge of the dynamics of the crisis  Security context  Estimated time of mission  Identification of the areas of intervention (i.e. the area hosting the people in need)  What are the needs to be met?  Required logistics  Finance Exercises, questions and answers and a break II. EMERGENCY RESPONSE The necessity of ER  Avoid deterioration of the already bad situation through disease outbreaks such as cholera, aggravated deaths,  Reduction in sexual abuse and exploitation  Reduce mortality rate
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The Management Approach to Humanitarian Response

  • 1. PAN AFRICAN INSTITUTE FOR DEVELOPMENT PAID PAID International Center for Concerted, Decent and Sustainable Development, Yaoundé MODEL: FROM LECTURE TO THE FIELD THE MANAGEMENT APPROACH TO HUMANITARIAN RESPONSE INTENSIVE PROFESSIONAL TRAINING IN HUMANITARIAN MANAGEMENT SERIES EDITORS Prof. Emmanuel KAMDEM Dr. Daniel EKONGWE Yaoundé 2019 PAID PUBLICATION
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  • 3. ii PAN AFRICAN INSTITUTE FOR DEVELOPMENT PAID TRAINING MODEL: FROM LECTURE TO THE FIELD TRAINNING PROGRAM INTENSIVE PROFESSIONAL TRAINNING IN: HUMANITARIAN RESPONSE / MANAGEMENT From 20-28 March 2019 PAID Bilingual LSC for IPD-AC and PAID-WA Etoug-Ebe, Yaoundé VI Yaoundé, March 2019 In Partnership with: The African Union Ministry of Employment and Vocational Training Cameroon Red Cross National Commission for Human Rights and Freedoms
  • 4. iii Pan African Institute for Development PAID PAID International Center for Concerted and Sustainable Development, Yaoundé P O BOX 35527, Yaoundé Cameroon Email: paidbilingualenter@gmail.com General Secretariat Rue 1.765 – Ntougou – Bastos Email:ipd.sg@paidafrica.org Publisher Copyright 2019 Pan African Institute for Development PAID International Center for Concerted and Sustainable Development, Yaoundé All rights reserved. The materials used in this training program by the different experts, do not necessarily reflect the views of the Pan African Institute for Development PAID. PAID disclaims any and all responsibility for facts and opinions contained in the text which have been assimilated largely from open media and other independent sources. Monograph Volume 1, March 2019 PAID International Center for Concerted and Sustainable Development Dr Daniel Ekongwe PAID-WA LSC Yaounde Mr Babila Franklin Mr. Chung Kelkin Ms. Gladys Asah Students TEKENG Demanou Naomi Mme. Kelly ETAKA Governing Council Dr Theresia Elad General Secretariat Prof Emmanuel Kamdem Prof Roger Mondoue Mr Pial Mezzala Mme Kanae Dote Mr Lawrence Ngweh Mr Wonsi Chretien Mr Alphonse Manga Mr. Alain Ngafmon Ms. Kelly Nouncho PAID Publication Geneva/Yaoundé April 2019 PAID General Secretariat Yaoundé Office PO BOX 35527 Yaoundé (Cameroon) Tel: +237222208235/ 676589017
  • 5. iv MIDDLE SPREAD PICTURE ILLUSTRATIONS Cover page picture:  Group photograph of participants during Local Area Study at the AU Resident Representation, Yaoundé March 2019  Participant receives attestation from Rtd Col. Martin Forbinson expert/facilitator on safety and security of personnel March 2019
  • 6. v PAN AFRICAN INSTITUTE FOR DEVELOPMENT (PAID) PAID INTERNATIONAL CENTER FOR CONCERTED, DECENT AND SUSTAINABLE DEVELOPMENT (YAOUNDÉ) PROGRAM: CAPACITY BUILDING Activity Report March 2019 Intensive Professional Training in Humanitarian Management/Response From 20 – 28 March 2019 Prof. Emmanuel KAMDEM Secretary General Dr. Daniel EKONGWE Director YAOUNDE APRIL 2019
  • 7. vi ACKNOWLEDGEMENT This monograph was developed by PAID International Center for Concerted, Decent and Sustainable with the authority of the Secretary General of PAID as a part of its PEACE, CONFLICT RESOLUTION AND INTERNATIONAL RELATIONS PROGRAM. The program has as model ‘From Lecture to the Field’ to allow participants the capacity and ability to complete work in the classroom and be able to fit in the sector of Humanitarian response/management. The Pan African Institute for Development is immensely grateful for the enormous support from the partners of the ‘Intensive Professional Training in Humanitarian Management/Response vis; African Union Permanent Representation in Yaoundé, Cameroon Red Cross, National Commission for Human Rights and the Ministry of Employment and Vocational Training Dr. Daniel EKONGWE Director
  • 8. vii TABLE OF CONTENTS ACKNOWLEDGEMENT ................................................................................................................................................................. vi THE PAID IDEA I...............................................................................................................................................................................x THE PAID IDEA II..........................................................................................................................................................................xiii STATUTORY REGULATIONS OF THE ACTIVITIES OF PAID................................................................................................xiv TABLE OF CONTENTS.................................................................................................................................................................. vii LIST OF ABBREVIATIONS.......................................................................................................................................................... viii FORWARD......................................................................................................................................................................................xvii LIST OF EXPERTS AND THEIR PROFILES .............................................................................................................................xxiv COURSE/TRAINING DESCRIPTION..........................................................................................................................................xxv CONTACT LIST..........................................................................................................................................................................xxviii INTRODUCTION.............................................................................................................................................................................. 1 HUMANITARIAN LOGISTICS........................................................................................................................................................ 4 MODULE TWO................................................................................................................................................................................. 9 WATER, SANITATION AND HYGIENE (WASH) ........................................................................................................................ 9 MODULE THREE............................................................................................................................................................................ 13 THE SPHERE STANDARD............................................................................................................................................................ 13 MODULE FOUR.............................................................................................................................................................................. 20 EMERGENCY PREPAREDNESS AND PLANNING ................................................................................................................... 20 MODULE FIVE................................................................................................................................................................................ 23 FIRST AID MANAGEMENT.......................................................................................................................................................... 23 PICTURE ILLUSTRATIONS DURING TRAINING..................................................................................................................... 24 LOCAL AREA STUDY AT THE PERMANENT REPRESENTATION OF THE AFRICAN UNION AU ................................ 27 CLOSING CEREMONY.................................................................................................................................................................. 27 MODULE SIX.................................................................................................................................................................................. 30 UN/AU PROFESSIONAL AND VOLUNTEERING SYSTEMS................................................................................................... 30 MODULE SEVEN............................................................................................................................................................................ 43 HUMAN RIGHTS AND DEVELOPMENT.................................................................................................................................... 43 MODULE EIGHT............................................................................................................................................................................. 46 INTERNATIONAL HUMANITARIAN LAW................................................................................................................................ 46 MODULE NINE............................................................................................................................................................................... 71 PERSONNEL SAFETY AND SECURITY..................................................................................................................................... 71 MODULE TEN................................................................................................................................................................................. 74 INFORMATION MANAGEMENT IN HUMANITARIAN RESPONSE PROGRAMMES......................................................... 74 Appendix 1........................................................................................................................................................................................ 79 MONITORING AND EVALUATION............................................................................................................................................ 79 EXPECTED OUTCOME SINCE TRAINING................................................................................................................................. 79
  • 9. viii LIST OF ABBREVIATIONS AC Advisory Council APSA African Peace and Security Architecture AU African Union CEMAC Economic Community for Central African States CM Community of members CPR Cardiopulmonary Resuscitation DREF Disaster Relief Fund EC Executive council ECOWAS Economic Community for West African States EMOP Emergency Operations ERC Emergency relief Coordination FAO Food and Agricultural Organization GA General Assembly GC Governing council GCLA Global Cluster Lead Agency HC Humanitarian Coordination HPC Humanitarian Program Cycle HTC Humanitarian Country Team IAB Information Analysis Brief IASC Inter Agency Standing Committee ICCSD International Center for Concerted Peace and Development ICDO International Civil Defense Organization ICJ International Criminal Justice IDP Internally Displaced Person ILO International Labor Organization ISPC Institute for Scientific and Pedagogic Council MC Management Committee MINEFOP Ministry of Employment and Vocational Training MINESUP Ministry of Higher Education
  • 10. ix MINFOPRA Ministry of Public Service and Administrative Reforms MINSANTE Ministry of Public Health MSTOC Maritime Security and Transnational Organized Crimes PAID Pan African Institute for Development PAID-WA Pan African Institute for Development West Africa PHM Program Humanitarian Management PRRO Protected Relief and Recovery Operations RDRT Regional Disaster Response Team SC Staff Council SMHIF Staff Mutual Health Insurance Fund SPC International Scientific and Pedagogic Council UN United Nations UNAMIR United Nations Assistant Mission to Rwanda UNESCO United Nations Education and Socio-Cultural Organisation UNHCR United Nations High Commission for Refugees UNOCHA United Nations Office for the Coordination of Humanitarian Affairs VCID Vocational Center for International Development VSO Volunteering service Organization WASH Water, Sanitation and Hygiene WHO World Health Organization
  • 11. x THE PAID IDEA I The Establishment ofthe International Association, Pan African Institute for Development (PAID) In May 1962 at the inter African Conference held at the Workers College premises in Douala- Bassa, leaders of youth and social organizations gathered to examine the prevailing rift in the post independent African communities and countries. Amongst them where the future founders of PAID and included Monseigneur Jean ZOA, Dr Fernand VINCENT and Robert VAUTHERIN. The technical work for the establishment of the Association that is the preparation of the articles of association was undertaken by R. VAUTHERIN and Fernand VINCENT. The document was later examined by a Swiss lawyer, Maître Georges BORGRAUD and thereafter these became the legal foundations of the activities of the Pan African Institute for Development. In February 1968 the article of association was accepted by the Cameroon government through approval by the Ministry of Territorial Administration and which in fact gave PAID its operational basis and strong ties with the government of the Republic of Cameroon. On February 28th 1964 the founding members who became the first Board members of the PAID International Association held a meeting and the office rented by Fernand VINCENT as the headquarters of the association at No 65, Rue de Lausanne in Geneva. Robert VAUTHERIN and Fernand VINCENT were in contact with a working team in Cameroon led by Joseph SHIFFLERS of Belgian nationality and a socio-economist and advisor at the college of workers. The founding members included the following personalities:  Jules-Alphonse RAZAFIMBAHINY, President, Madagascar, former Secretary General of the OAMCE  Fernand VINCENT, Secretary General, Douala and Geneva  Dr. Marie-Therese BASSE-SENGHOR, Senegal representing her country through the FAO  Gilbert BLARDONE, Lyon (France). Director for the Growth of Young Nations  Pierre BUNGENER, Geneva, Switzerland. Director of the African Institute in Geneva  Michel DEBEAUVAIS, Paris (France). Joint Director of the Institute of Studies for Economic and Social Development in Paris  Pastor Thomas EKOLLO, Douala (Cameroon). Director of the A. Saker College  Magatte FALL, (Senegal). OAMCE Yaoundé  Professor François PERROUX, Paris (France). Director of the ISEA, Professor at the College of France  Peter du SAUTOY, Manchester (United Kingdom). Professor of Education for Adults at Manchester University  Augustin TEFAK, Yaoundé (Cameroon). Legal Advisor to the President of the Republic
  • 12. xi  Auguste VANISTENDAEL, Louvain (Belgium). Secretary General of the International Confederation of Christian Syndicates  Robert VAUTHERIN. France. Expert in Education for Adults at the ILO Geneva  Jean-Baptiste YONKE, Yaoundé (Cameroon)  Pierre ZUNBACH, Geneva (Switzerland). Secretary General of the International Union for College Workers  Monseigneur Jean ZOA Yaoundé (Cameroon) Haven gained higher education from overseas and returned home acquainted themselves with the problems of development and were meeting to examine the problem of integration and how the returning young African professional from Europe can be of help to his community; or as narrated by Dr Fernand VINCENT examining the huge rift existing in African countries between the young professional staff back from overseas who were willing and capable to boast development and the rural populations who were often left to fend for themselves. They agreed it was necessary to organize professional training for middle-level staff in Africa who would act as agents of rural development between the African community and the African elite. They agreed the best structure would be a non-governmental organization to work in collaboration with the emerging independent Africa governments. To spread the scope of its activities in order to cover all the regions of the African continent, PAID has established Regional Institutes. To facilitate the understanding of this process of expansion the following will give greater clarity:  Creation of the School of Managers (Ecole de Cadres) in Douala (Cameroon) which later became the Pan African Institute for Development for Francophone Central Africa (PAID-CA) in 1965  Creation of Pan African Institute for Development for Anglophone West Africa (PAID- WA) in Buea (Cameroon) in 1969  Creation of Pan African Institute for Development in Francophone West and Sahel Africa (PAID-AOS) in (Burkina Faso) 1977  Creation of Pan African Institute for Development for English speaking East and Southern Africa (PAID-ESA) in Kabwe (Zambia) 1979  Creation of Pan African Institute for Development for Arabic speaking North Africa (PAID-AN) in Morocco 2012  Creation of PAID Doctorate School 2013  The creation of the PAID Foundation 2014
  • 13. xii In addition to the five existing Regional Institutes PAID has been in negotiations (2012) for the creation of Pan African Institute for Development for Lusophone countries with the government of Guinea Bissau and Cape Vert. Currently, PAID has an international bureau and the PAID Foundation in Switzerland which runs its operation with Europe, North America and the United Nations. The General Secretariat of PAID is in Yaoundé and it is responsible for the day to day coordination of PAID’s activities. (See details in the website: www.paidafrica.org). The Doctorate School which was created in 2012 was validated by the International Scientific and Pedagogic Council (ISPC). The ISPC has validated the regulations of the PhD studies, its program, methodology and thematic seminars and both are responsible for the organization of the PhD program in Applied Development Sciences Having underscored the scope, nature and philosophy of the activities of PAID this far, it is important to understand the historical context and go back to the founding principles or basic ideas from which PAID was established by the Founding Fathers. The principles in the early years of PAID‘s existence described as choices and which laid out in articles and guiding principle. They include the following: 1. That development is based on change at the human and structural level 2. The African must first of all change to allow a structural evolution 3. Africa is at the core of the PAID project which involves man as an individual with not only economic and social needs but also cultural, spiritual, environmental and legal needs. The transformation must affect the complete entity of the human, which is the heart and soul as much as the head and the body. 4. If the individual is the core of the PAID project, that is the very heart of development, it is therefore important to operate with the people as individuals and as a community or group, so that their specificity can be identified and liaised to a result based project for that society. 5. Professional staff must be trained to effect change. After such training their transformation will serve as evidence to motivate and generate development more than technical qualification based approach. PAID believes that the individual in his community or society must be free, responsible for his destiny and capable of associating with others. He must assume his responsibilities to transform the structures that prevent the evolution of his society 6. Students and staff of the PAID project must fully experience self-scrutiny and evolve with a critical spirit of thought that is the capacity to anticipate events and situations that may hold back development efforts. This way the PAID PROJECT was born and has grown.
  • 14. xiii THE PAID IDEA II In 1965 due to pedagogic challenges and the need for external expertise, the Board of Directors established a Management Committee and a study Council. Joseph SACK, Director of the Douala section of the Central Bank was nominated President of the Management Committee. He was assisted by the following persons: Theodore KOULE, Director of the Exchange office in Douala; Njifendji NIAT, Director General for Electricity in Cameroon, former vice prime Minister and current president of the senate of the republic of Cameroon; Jean TSANGA, Treasurer in Douala Eitel MOMO Customs Director, Douala The study council’s President was: Jean- Baptiste YONKE, Director of Agriculture in Yaoundé in Yaoundé. Others included; former Minister of Agriculture and former FAO senior staff Michel DEMBELE Chief of cabinet of the Minister of Commerce, former Planning Director, Senegal Paul SOPPO PRISO, company Administrator in Cameroon Paul BIYA, former Secretary General for the Ministry of Education and Prime Minister of the Cameroon government and current president of the republic of Cameroon Hubert OTABELLA, Director of Rural Activities in Yaoundé Jean ASSOUMOU, Secretary General for Planning and Development Ministry in Yaoundé Thomas MELONE, Professor Yaoundé University Jean-Pierre TANKA, Director of Establishment in Yaoundé Pascal de PURY, Swiss Agronomical Engineer posted in Cameroon
  • 15. xiv STATUTORY REGULATIONS OF THE ACTIVITIES OF PAID Mindful of the Technical Cooperation Agreement between the government of the Federal Republic of Cameroon and the International Association, Pan African Institute for Development published in the Presidential Decree No. 72/274 of 3 June 1972, stipulating in Article 2 (b) that "The provisions of this Agreement shall apply to any other project subsequently created in pursuance of the purposes of the Agreement; Mindful of Decree No. 82/196 of 5 June 1982 on the publication of the Headquarters Agreement between the Government of the United Republic of Cameroon and the Pan African Institute for Development (International Association); Considering the Ministerial Order MINESUP / MFPRA No. 65 / CAB / PR of 24 March 1977 and Addendum No. 45 MINESUP / MINFP of 25 September 1997 recognizing the Pan African Institute for Development as an International Institute and its certification in Development studies; Mindful of the Convention of Partnership between the Ministry of Employment and Vocational Training and the Pan African Institute for Development signed on 07 August 2013; Mindful of the Resolution of the Governing Council of the Institute at its 47th Session held in Ouagadougou, Burkina Faso, on 1 March 2015 relating to inter University cooperation; Having regard to the recommendations adopted by the Governing Council of the Institute at its 48th session held in Yaoundé, Cameroon, on 8 and 9 December 2016; Mindful of the PAID Strategic Plan relaunching the activities of the association 2012 – 2017 Mindful of the necessity to engage and implement the PAID Strategic plan 2019 – 2023; Mindful of SG Decision No 001.18 stipulating the transfer and movement of staff: The bilingual capacity building program has organized the present training program.
  • 16. xv GOVERNANCE AND ADMINISTRATION OF PAID Purpose To support the economic, social and cultural development of African countries through action- research, support-consultancy, and the training of African Staff to enable them to assume responsibilities at various levels with the participation of the population, in order to achieve self- development and improve their living conditions. Vision Paid to be the preferred center for concerted, decent and sustainable development of the African continent and bringing together all persons without distinction of race, nationality, religious origin or belief. Mission The mission of the International Organization is to foster the economic, social, and cultural development of the African Countries through:  Training of African for self-development and improve wellbeing  Research-Publication to meet the needs of Africans.  Support for rural-based agrarian African Population  Consultancy in development issues in Africa  Development projects in Africa. Core Value PAID accepts NO gifts, grants or contributions from any public or private institution which is subject to conditions contrary to its political and religious neutrality. Governance and Administration1 As concerns the management of the activities of PAID, the functionality is carried out in conformity with the following: 1. The Guiding principles 2. The Association Statutes 3. Internal Rule and Regulations 4. Professional Staff Statutes 5. Administrative and Technical Staff Statute 6. PAID-Mutual Health Insurance and Fund Statute 7. The Swiss Confederation Legislation applicable to private and non-profit making International Associations 8. Headquarters Agreements signed with African Governments 1 See statutes and Activity Reports of PAID (2012-2013, 2013-2014, 2014-2015)
  • 17. xvi The key Governance and Administrative Organs of PAID include the following:  Community of members or General Assembly (CM/GA).  Governing Council (GC)  Executive Committee (EC) Structure of the International Association PAID The structure of the Association is broadly classified into statutory and consultative organs. The statutory organs are created by the statutes of the Association and are classified in four categories namely; Governing Organs, Management Organs and the consultative organs and others. 1. Governing Organs: These are organs that formulate policies and strategic plans, and orientate activities of the Association. The Governing Organs includes: Community of Members (CMs), Governing Council (GC), and the Executive Committee (EC). 2. Operational Organs: These are organs that execute or implement policies and strategies laid down by the Governing organs. These include: PAID General Secretariat (PAID- GS); Management Committee (MC); PAID Regional institutes (R-PAIDs); and International Center for Concerted, Decent and Sustainable Development (ICCDSD) and the PAID Doctorate School 3. Consultative Organs: These are organs that are not created by the Association’s Statutes but are found in the Internal Rules and Regulations of the Association: Finance Committee (FC); International Scientific and Pedagogic Council (SPC); Advisory Council (AC); Staff Council (SC); and Mediator. 4. Other Organs: Other operational organs include: Pan African Institute for Development Foundation (PAID-F); and PAID Staff Mutual Health Insurance Fund (PAID-SMHIF).
  • 18. xvii FORWARD By Dr Theresa ELAD President PAID Governing Council This collection of training modules in humanitarian management is a part of PAID’s Peace, Security and Development program and is the first of PAID’s capacity building program in humanitarian management which was launched in March 2019 as part of a collaborative effort/platform in partnership with the African Union Permanent Representation in Cameroon, the Cameroon Red Cross, the National Commission for Human Rights and Freedoms and the Ministry of Employment and Vocational Training. The program involved the intensive professional training of thirty five (35) participants from different background and enhancing their capacity and management skills through methodology, lecture, practical knowledge and training workshops. This issue of collection of training modules contains twelve courses including local area study which allows the participants to witness the practical experience of a humanitarian situation through visits and emersion in an affected area. The training material/courses are written by ten experts from five institutions that include academics, professionals and practitioners of humanitarian response. These include the Norwegian Refugee Council, Cameroon Red Cross, University of Yaoundé II SOA, PAID, National Commission for Human Rights and Vocational Center for International Development (VCID). This issue of the monograph contains and targets students of peace whose orientation is to specialize in humanitarian response, practitioners aiming to reinforce their capacity and skills in humanitarian management, prospective practitioners with the intention and planning to engage in humanitarian activities like NGOs and the security personnel who most often are first responders to areas affected or in need of humanitarian assistance. The program is built on the training model ‘From lecture to the field’ by expending on the theme ‘from theory to practice’ to include the management approach to humanitarian response whose focus is on the need for concertation and managerial capacity amongst stakeholders of humanitarian concern in Cameroon, the sub region of Central Africa and Africa as a whole where there is absolute need to develop or establish a humanitarian community capable of responding large scale man made of natural disaster of humanitarian concern. The expansion of the theme was largely based on the currency, existence and need of humanitarian practitioners following the exploding occurrences of armed and cross border conflicts, internal displaced persons, and natural disasters, increasing migration and refugees as well as terrorism that continue to uproot people from their homes. Also, the loud cry and demand from movements, international organizations and the UN’s High Commissioner for Refugees and UN Office for the Coordination for Humanitarian Affairs as well as the African Union against the backdrop of increasing and worsening humanitarian conditions of refugees and internally displaced persons in Cameroon, the Central African region and other parts of the African continent.
  • 19. xviii The identification of the humanitarian lectures or modules contained herein brings to mind the assertion of a vision of readiness, capacity, skill, organization and preparedness to respond to the specificities and realities of the present world order. In achieving this, the monograph illustrates the importance of planning and organization as a professional approach to respond and adequately address the gaps and constraints of humanitarian response and coordination. The current modules constitutes an effort at understanding some of the major concerns in humanitarian response like WASH, logistics, security and safety of personnel, emergency planning and human rights as well as the role of international organizations in humanitarian response and management. Examples include women and child in conflict or natural disaster affected areas like the Democratic republic of Congo, Mozambique, Anglophone Cameroon, Central African Republic, Mali and Burkina Faso, the Maghreb, Ethiopia and Somalia where the numbers of refugees and internal displaced persons have increased dramatically according to the Country Emergency Situation Report by the UN Office for the Coordination of Humanitarian Affairs and the UN High Commissioner for Refugees. It is clear that the diversity of issues dealt with in this monograph reflects the importance and currency of the situation and reality across not only Africa but the world as a whole where the need for expertise and capacity in humanitarian management increases by the day due to conflict ad crisis from old and new wars, natural and environmental catastrophies and endless war across the globe. This monograph therefore translates empirical action or theory to practice and encourages research within the premise of capacity building. Although the content of the monograph does not and cannot provide or be a panacea to Africa’s humanitarian challenge, they however, provide a direction which must be followed to develop a humanitarian community capable of responding in time of need with the skills and motivation needed to save lives, thereby allowing mankind to live in dignity during peace times and when faced with conflicts or disaster. As the world faces more humanitarian crisis, governments, donors and international bodies are showing more concern towards the plight of the vulnerable groups. These institutions are willing to come to the aid of the suffering population or affected communities but need to be sure of their investment in terms of quality results. The Pan African Institute for Development (PAID) with over fifty four (54) years of experience in training for development is offering a one week intensive English course in Professional Humanitarian Management (PHM) to a limited number of targeted practitioners and prospective professionals in humanitarian response, including the police and military personnel. This program for humanitarian management (PHM) course reflects PAID’s strategy for 2019 - 2023 which is based on the initiative and action tagged ‘From Lecture to the Field’. The initiative is to develop ‘Short Professional Courses (SPC) in support of the UN, AU/Development Actors especially in the professional development in the Civilian and Security Sectors. The aim of this PHM course is for capacity building and personnel development of Humanitarian actors in the support of the UN Humanitarian Response in a world increasingly characterized by
  • 20. xix armed conflicts, wars, refugee crisis and environmental and natural disasters. Hence, the need for humanitarian professionals and which led to the African Union decision in designating 2019 as the ‘Year of Refugees and Internally Displayed Persons. The focus of the course is in line with the UN Secretary Generals opening remarks for 2019, which reflects the above initiative as it emphasizes the growing trends of inequality amongst and within states around the globe and challenges to multilateralism as key issues for redress in 2019. While looking at achieving the development Agenda for 2030 and the sustainable development goal for Cameroon, the UN representation in Cameroon has also indicated the pressing concerns of humanitarian issues as Cameroon which host over 350.000 refugees and internally displaced persons from the Central African Republic and Nigeria. It is within this backdrop that the PHM course will be offered by PAID at its Yaoundé training Center to contribute to education, training and empowerment as social safety nets to pre-empt and mitigate against the various humanitarian crisis. The materials used in this training program by the different experts, do not necessarily reflect the views of the Pan African Institute for Development PAID. The Pan African Institute for Development is an international NGO with diplomatic status created in 1964 with five regional institutes, a Doctorate School, ICCDSD and Foundation. The Intensive Professional Training course in Humanitarian Management is a part of its training program in the area of Peace, Security and Development studies. Although every effort has been made to verify the course contents, PAID disclaims any and all responsibility for facts and opinions contained in the text which have been assimilated largely from open media and other independent sources. This training was conceptualized to be a pedagogical and teaching exercise consistent with existing UN and AU policy and doctrine for the dignity of human life. The world is currently in the midst of several long wars, natural and environmental hazards cross border issues with conflicts of identity and fragmentation of states and unceasing flows of refugees as well as farmer-grazier conflicts and international migration that do not have any clear endpoint. For example, the conflicts in the Middle East continue to rage in Syria, Iraq, Yemen, Israel and Palestine. There are also emerging and continuous conflicts across Africa including terrorism in the Lake Chad basin involving Cameroon, Nigeria, Niger and Chad as well as conflicts in Central African Republic, Congo, Sudan, Libya and Mali. The search for pasture and water has led to brutal confrontation between agro-farmers and pastoralist leading to heavy loss of life and property across West and East Africa and setting in motion waves of migrants, refugees and internally displaced persons. Climate change and environmental hazards in Asia and parts of Africa and Latin America has affected and disrupted the lives of many people. Migrant deaths across the Sahara and Mediterranean and the continuous flows of refugees from Latin America heading north to the US and Mexico border have raised the need and concern for humanitarian assistance. The issues involved in any discussion about International Humanitarian management or response are very complex and difficult. Also, there is hardly full agreement between nations, organisations, or individuals on the right or standard approach to humanitarian management.
  • 21. xx PAID has tried to develop a balanced and professional training program that recognises the different views of organisations and humanitarian practitioners. Humanitarian management is a way of achieving greater impact in difficult environments and has multiple interpretations and uses a range of methods depending on the situation and goals. According to ADAPT practitioners have to be analysis driven and sufficiently acute in order to drive iterative improvements to programs and operations. This training and the first of its series registered thirty Five (35) participants and has drew together participants from all works of life ranging from practitioners to novice and students without the experience of employing humanitarian management approaches in humanitarian, recovery, and development contexts. No doubt some of the participants may have encountered challenges adapting in practice or context, but they have also likely seen that humanitarian management can improve the appropriateness and effectiveness of humanitarian relief response and action. The training in humanitarian management has the potential to contribute to the current global system for humanitarian relief response and development assistance which is characterized by the centralized, top-down, and supply-side approach that dominates the sector. The training opens up to the paradigm of how to recruit, mentor and train staff as well as how to structure operations support, finance interventions, understand and measure program quality and how to manage information within and across stakeholders, anticipate and respond to changes in context and need and how to structure relations between donor and implementing partners. We know that most governments launch Emergency Humanitarian Assistance plans when disaster strikes. This Emergency Humanitarian Assistance Plan works to restore sustainable living conditions for the displaced families and their communities. In so doing, the action of the government should focus on key areas like accommodation, supply of water and food items, education, housing and agriculture and health facilities. Humanitarian Response and Disaster Management Talking about disaster and humanitarian response the focus is increasingly on the risk factor due to the search for more effective approaches to disaster management. This is because of the need to understand the root causes as well as the underlying factors that lead to conflicts and disasters. The systematic management of risk gained currency in the engineering and financial sectors in 1940s. The application of same methodology to risk management process in disaster management presents a fresh approach to understanding:  The nature of disasters,  Preventing their harmful effects, as well as  Seeking opportunities from their occurrences. In the context of total disaster risk management, it promotes coordination of functions and the diverse skills and disciplines and allows communities to undertake risk management activities that have been considered as the domain of engineering experts. In sociology of knowledge disaster the inception of disaster sociology began in 1917 with the dissertation of Samuel Henry Prince on Canada’s worst catastrophe, the 1917 Halifax explosion. Since then various
  • 22. xxi disciplines have engaged in the examination and understanding of the nature and concept of disasters. What then is disaster? the outset of its advocacy for the International Decade for Natural Disaster Reduction or IDNDR, The United Nations working definition for disaster following its advocacy for the International Disaster Reduction or IDNDR is: ‘A serious disruption of the functioning of society, causing widespread human, material or environmental losses which exceed the ability of the affected people to cope using its own resources. Disasters are often classified according to their cause viz. Natural or man-made. (DHA/IDNDR 1992)’ Other international and local organizations following their specificity have different definitions, e.g. the World Health Organization with emphasis on the impact of disaster on health postulates that: A disaster is any occurrence that causes damage, ecological disruption, loss of human life, or deterioration of health and health services on a scale sufficient to warrant an extraordinary response from outside the affected community or area. (World Health Organization, Coping with emergencies: WHO strategies and approaches to humanitarian action, 1995, Geneva) 2From the definitions despite their different angles of understanding we gather that they convey the essence of disaster as a serious condition beyond the normal capacity of the community to cope, thereby justifying professional skills, capacity, knowledge and better orientation of humanitarian assistance and management. A few countries have well developed humanitarian community and have adopted risk management concepts and principles in disaster management especially in Asia where natural disasters have hit communities with higher frequency and devastation. However, in developing countries particularly in Africa this remains unfamiliar territory and communities are left vulnerable in times of war, conflicts, natural disasters and plaques. The prevailing practices lean towards preparedness as the professional approach to managing response to disasters which requires among others risk assessment, vulnerability reduction and capacity enhancement). The disaster management cycle Disaster management requires that the social action to cope with disasters should refer to any purposive activity before, during and after the occurrence which can be exemplified in a disaster management cycle with different phases:  From preparedness through response;  From prevention, mitigation and readiness, through relief, recovery and  Rehabilitation. PAID hails this methodology as a development institution because this concept promotes a holistic approach to disaster management as well as demonstrating the relationship between disasters and development. This relationship has enabled disaster relief activities to adopt the development approach over the traditional ad hoc relief approach. Furthermore, the relationship between relief and development as a cycle reinforces the fact that disasters, however inevitable, could be managed through adequate planning and preparedness for response. The developmental relief approach The development approach incorporates disaster relief within the context of development and it’s called the developmental relief approach. The developmental relief approach regards the victims of disaster and conflicts as active people with capacities despite the effects of the disaster and demonstrates a shift from
  • 23. xxii the traditional approach to relief efforts which regarded the victims or affected people as helpless victims requiring external assistance. The development approach to disaster management requires analyzing the capacities and vulnerabilities of affected communities whose participatory effort is required in defining the nature of disaster assistance and the manner by which it is provided. The development approach is somewhat multi-disciplinary because it includes an analysis of the social, economic and demographic make-up of the community and its infrastructure. Through this analysis, specific relief and recovery requirements are determined and provided with the active participation of the community. Without this analysis, aid providers run the risk of extending inappropriate relief assistance that may lead to dependence, increased vulnerability and further social crises. The concertation amongst the various stake holders is a representation of PAID‘s approach to development with significant participation of the community and consideration to the environmental and legal and cultural aspects of the victims2. The sustainable development approach The sustainable development approach differs from the development approach in that it facilitates understanding of the relationship between disaster, its various phases, environmental degradation, and sustainable development. As disasters cause harm and damage to people, property, infrastructure, economies and the environment, the goals of sustainable development are put to jeopardy. When disaster strikes recovery and rehabilitation activities require huge funds that, and may push governments and communities or organizations due to insufficient contingency funds to take out funds from other development program that are planned or underway, thereby impeding development efforts. Therefore, it is important that disaster mitigation programs are made an integral part of developmental program. At the same time, efforts to enhance the capacities of communities and coping systems at various levels and sectors towards self-reliance and self- sufficiency in managing disasters effectively must be sustained. Human, social, economic, and environmental as well as the nature of natural hazards are essential components of such efforts3. The disaster management framework allows the development of a wide range of program activities to protect communities, property and the environment against disasters through a four component approach which constitutes the comprehensive and integrated approach to disaster management namely:  The comprehensive approach,  The all-hazards approach,  The integrated approach and  The prepared community approach. a. The comprehensive approach to disaster management entails developing and implementing strategies for different yet complementing aspects of disaster management, i.e. prevention and mitigation, preparedness, response and recovery in the context of sustainable development. 2 PAID Activity Reports from 2012 – 2016. See also Emmanuel KAMDEM (2012), Concertalism, Concertocracy and Social Economy. Harmattan, Cameroon 3 Emmanuel M. de Guzman, ‘Towards Total Disaster Risk Management Approach Consultant, Asian Disaster Reduction Center and United Nations Office for the Coordination of Humanitarian AffairsAsian Disaster Response Unit
  • 24. xxiii b. The all-hazards approach relates to developing and implementing disaster management strategies for the full range of probable disasters. This approach has led to the establishment of standard protocols for addressing similar problems in a community arising from different hazards and emergencies. However, several hazards that cause disasters may require specific response and recovery measures as well as specific prevention programs. c. The integrated approach ensures that all organizations, including government, private and community organizations are involved in disaster management. There may be some factors that organizations would take into account in determining the extent of their involvement. However, this approach promotes multi-sectoral and inter-sectoral coordination and reduces duplication and inefficiencies. d. The prepared community concept concerns the application of all the foregoing approaches at the community or local level. It emphasizes the important roles and responsibilities of the members of the community in establishing disaster management programs and systems, and ensuring self-reliance and self-sufficiency in times of disaster. By the foregoing, I therefore invite all with or without interest in the subject dealt herein to read this monograph with the hope that this may encourage you and all mankind to contribute to PEAC because it brings security and development to all. In the event that this matter is of interest to you, please do not hesitate to contact the Pan African Institute for Development and more specifically my office which developed and coordinates this program with the aim of stimulating and disseminating knowledge in the areas of peace, conflict resolutions, security and international relations through training, teaching, research and publication. I wish to thank the partners whose efforts led us to the successful completion of this first edition of our capacity building program in humanitarian management. It is our fervent belief that such efforts and partnership with even more organizations will contribute greatly in enhancing Africa’s effort in establishing a humanitarian community.
  • 25. xxiv LIST OF EXPERTS AND THEIR PROFILES Professor Emmanuel KAMDEM is Secretary General of the Pan African Institute for Development PAID. He is Professor of Economics (UNESCO chair) with expertise in Cooperative Development and Social Economics and certified public Accountant. He served for more than two decades as a senior official of ILO in Geneva and five years as the Vice Chancellor of the African University for Cooperative Development in Cotonou, Benin²² He has published extensively in his field of expertise and beyond. Mr. Franklin BABILA DOH is a certified professional in Humanitarian Assistance (HA) and Maritime Security and Transnational Organized crimes (MSTOC). Currently PhD research in Human Security with the University of Yaoundé I. He is attached with the Pan African Institute for Development and holds a Master degree in Strategy, Security, Defense, Conflict and Disaster Management from the Research Center for Political and Strategic Studies University of Yaoundé II, SOA. He also has a Masters in History of International Relations with special interest in Public Administration. Dr. Daniel EKONGWE is Director with the Pan African Institute for Development. He is an internationalist with expertise in peace, security and development studies. Visiting with the UN University for Peace Africa program and De Montfort University, Leicester UK, Department of Historical International studies, and consultant at State House Plateau State, Nigeria. Mr. Miki Ngwane (Chevening scholar) Founder/Director of Vocational Centre for International Development (VCID). International delegate to 2017 first UN World Data Forum and consultative member with UN-Habitat on Global Land Tool Indicator (GLII) since 2014. Has served with Nascent Solutions Inc (USDA MGD food for education and child nutrition); Plan International, Cameroon; German International Cooperation (GIZ) Buea and PAID-WA, Buea Cameroon. Volunteer African Development Bank sponsored (GP-DERUDEP) project. Mr. Claude Tenkeu has worked as a Language Instructor and Translator at the Bilingual Training Program of the Presidency of the Republic of Cameroon. Since 2009 he has been serving as the Documentation, Information and Communication Officer with the African Union Yaoundé Office. He has also taught in Higher Institutes in Cameroon and is a Consultant in Communication with various African organizations. He has travelled extensively in Africa, China and India for work and training. His areas of expertise include: Records Management, Knowledge Management, Communication and Project planning. Professor Blossom N. NFONDO is Division Head for teaching and teaching staff at the University of Yaoundé II SOA. She is a professor of postcolonial and feminist studies with a focus and main areas of research on postcolonial studies and Gender Development studies. She has published extensively in both fields. Mr. NDIFOR Blasius is Deputy Response Team Leader at the Norwegian Refugee Council charged with start-up of country program in NW region, Cameroon for rapid needs assessment/profiling of internally displaced persons in hard-to-reach areas. Professional trainer/coach in Humanitarian access and assistance to vulnerable populations affected by conflicts with emphasis on crisis information management, multidimensional Peace operations. Graduate from IRIC Cameroon. Rtd Col. Martin C Forbinson is former senior military personnel with the Cameroon army and has very wide knowledge on professional civic and military personnel safety and security. He chaired PAID joined postgraduate conference on peace and security with the theme ‘the changing character of war’ and has served widely in international military service and detachment.
  • 26. xxv COURSE/TRAINING DESCRIPTION COURSE AIM The course is designed to provide professional training to humanitarian management personnel and persons training to enter the industry with a holistic understanding of the importance of emergency preparedness in relation to Humanitarian Response; and the ability to conduct plan, preparation, development, implementation, and sustainability. The humanitarian practitioners will be updated on the trends of humanitarian interventions from a global perspective and will pay specific reference to Africa. The course also aims to establish and foster cooperation and coordination between individuals and the institutions engaged in Humanitarian Action. COURSE DESCRIPTION The intensive one week course will be conducted in English through a combination of interactive presentations, case studies and small exercises, and a scenario-based exercise to conclude the training. COURSE OBJECTIVES Pedagogic Objectives: PAID seeks to fill the gap between the Humanitarian Management practitioners in the field and need of the country Learning Objectives: The course seeks to enable Humanitarian Management practitioners to be able to: 1. Identify the core components of the humanitarian management cycle; 2. Identify the benefits of using a “whole community” approach to humanitarian emergency response; 3. Understand the UN Global Compact for Refugees within the Global Compact for Safe, Orderly and Regular Migration; 4. List specified and implied tasks given in a senior leader’s intent; 5. Develop a plan mission statement; 6. Employ the SMART method to write objectives based on a humanitarian scenario; 7. Prepare information Analysis Brief (IAB) /Progress Brief based on a scenario to determine if humanitarian planning efforts should be continued or suspended. 8. Understand emergency preparedness and the international coordination and response mechanism; 9. Describe the initial steps of the Planning Cycle that support plan Preparation within the Spheres Standards;
  • 27. xxvi 10. Apply plan development concepts covered in the planning cycle using a humanitarian scenario; 11. Determine when plans should be reviewed and updated. COURSE CONTENT INTENSIVE PROFESIONAL TRAINNING IN HUMANITARIAN MANAGEMENT COURSE TRAINER / EXPERT 1.MANAGEMENT APPROACH TO HUMANITARAIN RESPONSE Professor Emmanuel KAMDEM 2 EMERGENCY PREPAREDNESS AND PLANNING Mr. NDIFOR Blasius. Norwegian Refugee Council 3 THE SPHERE STANDARDS Dr. Daniel EKONGWE Director at PAID 4 PERSONNEL SAFETY AND SECURITY Rtd. Colonel Richard FORBISON 5 HUMANITARIAN LOGISTICS Mr. Franklin BABILA Expert Human Security PAID 6 FIRST AID MANAGEMENT Mr. Auguste EWODO EWONDO Cameroon Red Cross 7 WATER, HYGIENE AND SANITATION WASH Professor Blossom FONDO Expert in Gender Studies UNI YAO II SOA 8 UN/AU VOLUNTEERING SYSTEMS Mr. Claud TENKEU AU Chief Communication Officer 9 HUMAN RIGHTS AND DEVELOPMENT Mr. Gabriel NONETCHOUPO National Commission for Human Rights and Freedoms 10 INTERNATIONAL HUMANITARIAN LAW Dr. Daniel EKONGWE Director at PAID. 11 INFORMATION MANAGEMENT (RAPID ASSESSMENT) Mr. Miki NGWANE Development Expert
  • 28. xxvii METHODOLOGY The problem-based learning approach will be used in the delivery of the course. Participants will play active roles in the learning process under the supervised guidance of a team of experienced facilitators (see profile of experts attached). The course content will thus be delivered using a combination of tools that includes; lectures, case studies, small group work exercises and simulation among others and the course will be conducted in English. TARGET GROUP Set at the operational level, the course targets a mixed group of middle group level practitioners from the following;  Predominantly humanitarian Management practitioners, persons preparing to enter into a humanitarian management role, police and military personnel.  Government officials, operational level staffers of legislative bodies/policymakers;  Individuals and researchers in the area of humanitarian affairs, peace and conflicts, gender, migration and refugees, humanitarian supply chain, history and sustainable development. MODULES:  THE MANAGEMENT APPROACH TO HUMANITARIAN RESPONSE  HUMANITARIAN LOGISTICS  WATER, SANITATION AND HYGIENE (WASH)  THE SPHERE STANDARD  INFORMATION MANAGEMNT (Rapid Assessment)  EMERGENCY PREPAREDNESS AND PLANNING  FIRST AID MANAGEMENT  LOCAL AREA STUDY (Visit to the African Union)  UN/AU PROFESSIONAL AND VOLUNTEERING SYSTEMS  HUMAN RIGHTS AND DEVELOPMENT  INTERNATIONAL HUMANITARIAN LAW  PERSONNEL SAFETY AND SECURITY
  • 29. xxviii INTENSIVE PROFESSIONAL TRAINING IN HUMANITARIAN MANAGEMENT/RESPONSE VENUE: PAID BILINGUAL LEARNING SUPPORT CENTER, YAOUNDE 20TH TO 28TH MARCH, 2019 In partnership with CONTACT LIST SN Name SEX ORGANIZATION Address EMAIL CONTACT 01 Abong Tracy Asakwa F 02 Ache Njeck Enoh Glory Ida F Yaoundé Gloryenoh811@gmail.com 03 Agbor Nchemanjareh Osambenge Darlinton Agbor M PAID-WA Yaoundé agborosa@yahoo.co.uk 04 Akaru Blanche Agbor F PAID-WA Yaoundé pritiblanche@gmail.com 05 Akere Ambahe Emma Mofor F PAID-WA Yaoundé emmaambahe@gmail.com 06 Amah Fongoh Mayah F PAID-WA Yaoundé mbigiovani@gmail.com 07 Asek Paul Nkongho M STAACK INSTITUTE Buea paulnkongho@gmail.com 08 Atem Ekpenyong Florence F PAID-WA amahfloxy@yahoo.co.uk 09 Bah Peter Nganse M Yaoundé bapsonforena@gmail.com 10 Bofia Kernyuy Joel M PAID-WA Yaoundé j.bofia@yahoo.com 11 Buriya Mispa Ngefor F PAID-WA Yaoundé ngeformispa@yahoo.com 12 Chening Florina Neh F PAID-WA Yaoundé cheningneh@yahoo.com 13 Claude Tenkeu M African Union-Cameroon tenkeue@africa-union.org 14 Egbe Benson Agbor M Yaoundé egbe.bens@gmail.com 15 Elive Ngale Daniel N M PAID-WA Yaoundé elivo1719.2nn@gmail.com 16 Embom Clement Ayeng M FGM CAMEROON B.P 11154 Yaoundé ebom.clement@yahoo.com 17 Ethere Florence Zita F PAID-WA Yaoundé Ministry of Employment and Vocational TrainingAfrican Union Cameroon Red Cross National Commission on Human Rights & Freedoms
  • 30. xxix 18 Forwang Jean Claude M Kilaa Foundation Yaoundé claudeforwang@yahoo.com 19 Funtong Samuel Seudie M PAID-WA Yaoundé samuelfuntong@gmail.com 20 Giulian Fri Asongwed F L’hopital Central Yaoundé Yaoundé asongwedfri@yahoo.com /agiulianfri@gmail.com 21 Joan Chufi Ayeah F PAID-WA Yaoundé chufiayeah@gmail.com 22 Kemei Anabel Meng F Establishing her Story Foundation Yaoundé Jaianabel1992@yahoo.com 23 Kimbi Ancella Maibi F CREPS/MINDEF kmaibi@yahoo.com 24 Maru Clement Maru F TELCAR COCAO/UTZ Yaoundé maruclement.1@gmail.com 25 Mbiatem Epse Ebot Elizabeth F PAID-WA Yaoundé lizzy.ebot@gmail.com 26 Mbitimeh Joseph Ngwa M PAID-WA IPD-SG Yaoundé elrobeglen@gmail.com 27 Ndukong Cordelia Munging F PAID-WA Yaoundé ndukongcordelia44@gmail.com 28 Ngachau Hope Yanke M PAID-WA Yaoundé yankeehope18@gmail.com 29 Ngayap Kamgang Lambert Cyrille M PAID-WA 30 Nkengafac Priscilla Kungang F MINSANTE Yaoundé nkengafac80@gmail.com 31 Nkwenti Clothilda Nehlum F PAID-WA Yaoundé neneclotilda.2000@gmail.com 32 Tabe Arrey Kelly ETAKA F PAID-WA Yaoundé 33 Tchatchou Tessy Sandra Yanke F PAID-WA Yaoundé tessypearcle@gmail.com 34 Totchet Somen Oudry Findie F PAID-WA Yaoundé toudryfyndie@yahoo.fr 35 Selamo Milice Jumla Jinka F PAID-WA Yaoundé melissajumla@gmail.com
  • 31. 1 INTRODUCTION CONCERTED MANAGEMENT APPROACH TO HUMANITARIAN RESPONSE By Professor Emmanuel KAMDEM Introduction We believe that one of the reasons of the failure in humanitarian response is the lack of “concertation” of all the stakeholders involve in the decision-making and its implementation. It is therefore necessary to introduce the concept and practice of “Concerted Management” in the response to humanitarian. This paper aims at presenting the limit of classical top-down humanitarian response (1), the concertation theory applied to humanitarian response (2) the proposed Button-up concerted management response and (3) the impact of the Button-up concerted management to humanitarian response (4). Definition of humanitarian cycle “The humanitarian program cycle (HPC) is a coordinated series of actions undertaken to help prepare for, manage and deliver humanitarian response. It consists of five elements coordinated in a seamless manner, with one step logically building on the previous and leading to the next. Successful implementation of the humanitarian program cycle is dependent on effective emergency preparedness, effective coordination with national/local authorities and humanitarian actors, and information management” (https://www.icrc.org/en/international- review/humanitarian-actors) 1 The classical top-down humanitarian response Classically, the humanitarian actors who do the programming, planning, implementing, and evaluating for humanitarian response use the top-down approach in such a way that the concerned populations are excluded in the process like one can see in the following diagram. Indeed the actors are; The Emergency Relief Coordinator (ERC) which is the Under Secretary General for Humanitarian Affairs, and leads the IASC. The ERC is responsible for the oversight of all emergencies requiring United Nations humanitarian assistance. In a country affected by a disaster or conflict, the ERC may appoint a Humanitarian Coordinator (HC). The ERC ensures Inter Agency Standing Committee (IASC) endorsement of the HC proposal for Cluster activation and Cluster lead appointments. This could be completed by an association of the beneficiaries of the action.
  • 32. 2 2 The concertation theory applied to humanitarian response The concertation theory formulated in my book “Concertalism, Concertocracy and Social Economy” published by Harmattan, Paris 2012, is defined as follow“ For any group of actors, any decision stemming from Concertation motivates more than a decision-taken unilaterally”. Applying this theory in the humanitarian response means that in addition to the above mentioned Emergency Standing Committee, the (Global) Cluster Agency, the Humanitarian Coordinator, the humanitarian Country Team, the Inter-Agency Standing Committee and the UN Office for the coordination of Humanitarian Affairs, another actor representing the grassroots populations should be integrated. This will motivate more.
  • 33. 3 3 The proposed Button-up concerted management response Concerted Management means using permanent concertation among all stakeholders in order to assume the four various management functions often classified as planning, organizing, leading/directing and controlling/monitoring. This can be done during the field assessment in which the beneficiary target group should be involved. This will lead to their empowerment. This will also increase the motivation and facilitate the co-determination and common achievement of the humanitarian response. 4. The impact of the Button-up concerted management to humanitarian response The button-up concerted management impacts the outcome action and lead to more efficiency. Every actor considers himself as the key person in the system. Actors members at grassroots, local, national or international organizations are more efficient in the decision making as well as in the implementation of humanitarian response program including:  A common commitment to humanitarian principles and the Principles of Partnership  Commitment to mainstream protection in program delivery  Readiness to participate in actions that specifically improve accountability to affected populations  Understanding duties and responsibilities associated with membership of a cluster and commit to consistently engage in the cluster’s collective work as well as cluster’s plan and activities  Commitment to ensure optimal use of resources, and sharing information on organizational resources  Commitment to mainstream key programmatic cross-cutting issues  Willingness to take on leadership responsibilities as needed and as capacity and mandates allow  Contributing to developing and disseminating advocacy and messaging for relevant audiences  Insurance that the cluster provide interpretation so that all cluster partners are able to participate 5 Conclusion Moving from classical top-down approach for humanitarian response to the button-up concerted management approach will better guarantee the good outcomes. Concertation, dialogue, consultation are today the key actor of all human action. To give more success chance to Humanitarian response the national and international actors should include the beneficiaries target group at the grassroots level. By doing so, one will insure better motivation and more efficiency. PAID program aims at designing courses curricula taking into account the concerted management response approach.
  • 34. 4 MODULE ONE HUMANITARIAN LOGISTICS By Franklin BABILA DOH ‘Wisdom is the ability to uncover a problem and provide practical solutions to the problem’ F.B DOH COURSE OVERVIEW AND OUTLINE 1. COURSE DESCRIPTION  This course examines the concept of the Transformative Agenda and presents the various humanitarian actors and their categorization. Humanitarian logistics is defined within the framework of the supply chain management scheme.  In this section we indicate the different key actors in the humanitarian system and describe their role in disaster relief, underlining the complexity of humanitarian supply chain relationships. To add, it delineates the specific phases of the humanitarian logistics stream that demands agile and lean principles.  It would provide the participants with knowledge on the IASC Operations, UNDAC and OSOCC within the context of humanitarian logistics and supply chain management. 1. 1. PEDAGOGIC GOAL: Participants should understand, appreciate and develop interest in Humanitarian Logistics and Supply Chain Management. 1.1.1 PEDAGOGIC OBJECTIVES: Participants should understand the transformative agenda and particularly the operationalization of the UN-OSOCC system. 1.1.2 LEARNING OBJECTIVES: participants understand the motivation and context of humanitarian logistics within the UN Humanitarian intervention system. They are nurtured on the Operationalization of the UN-IASC system and the role of WFP within the network and the practicalities of OSOCC In real time complex emergency situation. 1.1.3 LEARNING OUTCOME:  The Transformative agenda that addresses the sociological aspects of humanitarian response is earmarked.  Participants examine the practical operationalization of OSOCC and the sense of belonging.
  • 35. 5  Participants to commit to Africa’s Humanitarian logic as having its specificity and internal logic, internal solutions and not through the lens of western development theories. 2. COURSE CONTENT SECTION ONE: The Transformative Agenda  Leadership  Coordination  Accountability SECTION TWO: Humanitarian Actors/Key Players  Categories of Key players  Mandates of Key Players SECTION THREE: Humanitarian Logistics and SCM  Definitions  Logistics Functions  Mode of Transportation  3PLs and 4PLs  Logistics Strategy SECTION FOUR: UN Humanitarian Logistics System and the Lead Agency (WPF)  Humanitarian Logistics Cluster SECTION FIVE: UNDAC/OSOOC  OSOOC Operations SECTION SIX: Practical SECTION ONE: TRANSFORMATIVE AGENDA  Leadership  Coordination  Accountability  Humanitarian actors: key players  ‘Freedom means living in a world of zero death from any form of disaster’  Government as initial Player  Primary responsibility to respond to disasters and emergencies rests with the central state Government’s hands.  The immediate key players (‘zero hour’ responders) are more than often different from the usual suspects (Government, the UN, Red Cross or international NGO): OCHA´s Mandate Categories of key players Types of mandates of key players
  • 36. 6 SECTION THREE: HUMANITARIAN LOGISTICS AND SCM  Definitions  Logistics Functions  Mode of Transportation  3PLs and 4PLs  Logistics Strategy  Supply Chain and Logistics  Logistics: It is an art and science of obtaining, producing and distributing material and products in proper places and in proper quantities.  Logistics is also part of supply chain management that plans implements, controls the efficient, effective forward and reverses flows and storage of goods, services and related information between the point of origin and the point of need in other to meet victim’s requirements.  Logistics in fact concerns the movement of materials in the whole supply chain line.  Supply Chain Management  This involves transforming raw materials into products and getting it to right beneficiaries.  The Seven Rs of Logistics  Right Product  Right quantity  Right Conditions  Right Place  Right Time  Right Target Population  Right Cost  Logistics Functions  Some important areas of logistics management. The following is an integrated approach to logistics:  Transportation  Warehousing  3 and 4 PL Logistics  Reverse Logistics  Modes of Transportation  Plane, Train, vehicles, ships, tunnels  Selecting the most efficient transportation will improve the value created for targeted victims.  Stock Control and Inventory Mgt.  Warehousing When inventory is not on the move between locations it stays in a warehouse. It may have to spend some time in the warehouse as a stand-by strategy for contingency planning/emergency preparedness. Warehouse is the activity involve in receiving, storing and shipping materials to and from production to distribution locations.
  • 37. 7  Third (3PLs) and Fourth (4 PLs) Party Logistics  3PLs: They produce or manage one or more logistics services.  4PLs Party: These are logistics specialists and play the role of general service providers, they involve by taking the entire logistics services from an organization.  Logistics Strategy  Coordination Functions  Integrating the supply chain  Substituting Information Inventory  Reducing number of players  Pooling Risks (Cluster) SECTION FOUR UN Humanitarian Logistics System and Lead Agency (WFP)  Humanitarian Logistics and Stages in the Emergency Supply Chain HL STREAM  Emergency Relief Coordinator (ERC)  In the early days of an emergency, the WFP quickly establishes how much food assistance is needed and the best way to deliver that assistance to the hungry Mr. Franklin BABILA DOH, giving an explicit insight on Humanitarian Logistics. Taking a drill on the different facets of humanitarian logistics and the various key points to watch out for when dealing logistics meant for humanitarian response.
  • 38. 8  Emergency Assessment Teams  Emergency Needs Assessment and Operational Planning  Emergency Operation (EMOP) –Plan of action and budget.  Protracted Relief and Recovery Operation (PRRO)  WFP Humanitarian Supply Exhibits  Agile principle—according to the objective of urgent effectiveness (an unexpected shock that affects the supply chain)—in the EMOP stage, which corresponds to the restoring stage in the response;  Lean principle—according to the objective of efficiency—in the PRRO stage, which corresponds to the reconstruction stage.  In each of these phases many different actors are involved in meeting the challenge of answering to disasters, as described in the following section  On-site coordination (OSOCC)  GDACS/Virtual OSOCC  Other international mechanisms…  In-country : coordination mechanisms  Red Cross/Crescent : FACT & RDRT  Regional organizations: ECOWAS EERT, EU Civil Protection, ASEAN AHA/ERT, CDEMA…  Military : NATO/EADRCC  Reality in the field….. SECTION FIVE: OSOCC INTERVENTION Cluster Exercises  Mozambique Floods  Primary responsibility to respond to disasters and emergencies is in the Government’s hands.  Request for international assistance can only come from the Government when it considers that the situation is beyond national capacities to respond.  Exercise on Key players (case study)  Based on the case study introduced yesterday, identify:  Who the key players are or may be in such context  What is their specific mandate if any  What is their added value in responding to this disaster  Who is missing or not mentioned  List a maximum of 10 key players from different types of organizations or entities  Links  www.humanitarianinfo.info  Operational information sharing  Documents and Template  Guidelines, etc.  www.unocha.org  OCHA, Tools and services  https://vosocc.unocha.org  www.reliefweb.int  Information from other humanitarian sources
  • 39. 9 MODULE TWO WATER, SANITATION AND HYGIENE (WASH) By Professor Blossom N. NFONDO INTRODUCTION  Wash is a human right  In 2010, the United Nations General Assembly adopted a resolution recognizing “the right to safe and clean drinking water and sanitation as a human right”  In 2015 the human right to sanitation was explicitly recognized as a distinct right.  These rights oblige States to work towards achieving universal access to water and sanitation for all, without discrimination, while prioritizing those most in need.  Sustainable Development Goal 6 of the 2030 Agenda for Sustainable Development aims to guarantee sustainable management of, and access to, water and sanitation for all by 2030. ABOUT WASH  WATER: Access to safe, quality water and the journey to collect it  SANITATION: Access and use of basic toilets avoid contact of people with human waste and corpses and other solid wastes  HYGIENE: Handwashing, personal hygiene These aspects are all interrelated and interdependent  WASH concerns several aspects of Human life and society:  1- It is a basic need  2- It is a human right  3- It is a personal health issue  4- It is a public health concern  5- It is directly concerned with human dignity  6- It is a potential source of conflict  7- It is an instrument of peace-building and conflict resolution  8- It has an important gender dimension (It is not gender neutral)  9- Its availability is more precarious in situations of crises and emergencies WASH AND EMERGENCIES: GENERAL PERSPECTIVES  For people displaced by conflict, climate change, environmental degradation and disasters, access to clean water and appropriate sanitation are amongst the most urgent of all needs  There is a gap in emergency WASH interventions  Emergency interventions come in later with food and medicine, whereas the need for medicine can usually be reduced if access to WASH is initially provided especially in the first few months of most humanitarian crises  Providing access to WASH is a fundamental human right and therefore essential to any humanitarian response  Promotion of WASH is key to reducing deaths from WASH related diseases in emergency contexts  Populations living in conflict zones face distinct obstacles to safe drinking water
  • 40. 10  Climate change and related consequences render access to WASH precarious IMPACT OF DISASTERS/EMERGENCIES ON WASH  Natural Disasters: In Cameroon usually floods, landslides, storms, drought  Armed Conflicts: Boko Haram in the Far North, the ongoing crisis in the North West and South West Regions Natural disasters usually lead to the disruption of WASH facilities Armed conflicts result in mass displacement to places without guarantee of access to WASH Armed conflicts cause destruction of WASH infrastructure Heightened insecurity in armed conflicts means reduced access to WASH Both natural disasters and armed conflict lead to the contamination of fresh water sources for drinking, hygiene and sanitation NO WATER TO DRINK, NO LATRINE TO DEFECATE AND NO PLACE TO DISPOSE SOLID WASTE It is very difficult to provide WASH in emergency situations  CODE OF CONDUCT IN Humanitarian emergency situations (Red Cross and Red Crescent)  The human imperative comes first  Aid is given regardless of the race, creed or nationality of the recipients and without adverse distinction of any kind. Aid priorities are calculated on the basis of need alone  Aid will not be used to further a particular political or religious standpoint  We shall endeavour not to act as instruments of government foreign policy  We shall respect culture and custom  We shall attempt to build disaster response on local capacities  Ways shall be found to involve program beneficiaries in the management of relief aid  Relief aid must strive to reduce future vulnerabilities to disaster as well as meeting basic needs  We hold ourselves accountable to both those we seek to assist and those from whom we accept resources  In our information, publicity and advertising activities, we shall recognize disaster victims as dignified humans, not hopeless objects  WASH NEEDS IN HUMANITARIAN EMERGENCY SITUATIONS  Identify the areas concerned and proceed with the sinking of sufficient number of tube wells to ensure supply of good quality water  Ensure the availability of spare parts to repair the tube wells in the event of damage or malfunction  Ensure the availability of sufficient amounts of bleaching powder and water purification tablets in these areas  Ensure the regular presence of technical repair team  Review the stock of spare parts and bleaching powder regularly to ensure availability  Provide training to the vulnerable population for the effective use of tube wells, bleaching powder and water purification tablets
  • 41. 11 Construction of low cost hygienic latrines  Providing wash in humanitarian emergencies: phases  PREPAREDNESS: Interventions vary depending on the nature of the humanitarian crisis  CAPACITY BUILDING: Tasks involved in emergency WASH provision sometimes require new skills  PREPARING MATERIALS: Specific materials are needed for emergency response and type and context determines the material needed PREPARING FOR WASH INTERVENTIONS  Develop alternative strategies for service provision: water provision through trucking, emergency wells, latrines, disposal of harmful chemicals, solids, corpses  Human Resources: ensure more people in the community have the needed skills to operate WASH structures and deal with hazardous events  Materials: Prepare vehicles, mobile water treatment plants  Water sources: Evaluate existing water sources, assess their quality and quantity and look for alternatives. Repair/upgrade existing sources, assess usability, negotiate access to private sources etc.  Community Capacity Building: Education of communities on the use and maintenance of WASH systems, coping with reduced service level, sharing facilities, hygiene promotion, household water treatment, excreta disposal. - Identify and train individuals in communities who can assist in maintaining service levels  External Service Providers: Partner with emergency response services e.g. The Red Cross, Doctors without Borders etc.  Wash information management WASH AND GENDER IN HUMANITARIAN CRISIS4  WASH in emergencies is not gender neutral  In normal circumstances, the absence of water disproportionately affects women and girls  Providing WASH from a gender-neutral perspective will not address the problem  WASH in emergency situations is about protecting individuals and their dignity  WASH must be gender-sensitive and take into account the specific roles and needs of women, men and children to be effective  In many cultures, the responsibility of collecting water and ensuring sanitation and hygiene falls on women  WASH interventions must take cognizance of this at all levels and lend attention to the voices of women  To uphold the dignity and safety of women, water sources and sanitation facilities should be adequately designed and well located  Women have specific hygiene needs during menstruation, pregnancy and nursing  Equitable access to water and sanitation facilities must be ensured  Separate facilities for men and women to ensure dignity and safety  Open defecation is particularly undignified for women and so toilets constitute an urgency 4 See the sphere handbook2003
  • 42. 12 CONCLUSION  2.5 billion people lack access to improved sanitation  768 million people lack access to an improved source of drinking water  1 billion people practice open defecation These are not only in zones of conflicts or disasters where there is a humanitarian crisis. What this spells out is that for people in humanitarian emergency situations, these become even more urgent. Without adequate training, we may have the zeal to provide WASH in such circumstances, but not the skills. Professor Blosom FONDO walks the participants through practical lessons on WASH in the presence of the Mme Tassi Marie Louise pedagogic attaché at the Ministry of Employment and Vocational Training (MINEFOP). As one of the fundamental issues that affect populations facing humanitarian crises, WASH is a steadfast tool for any humanitarian Expert, reasons why she hammered had on this and under strong supervision of the MINEFOP representative in the person of Mme. Tassi Marie Louise.
  • 43. 13 MODULE THREE THE SPHERE STANDARD By Dr. Daniel EKONGWE HUMANITARIAN CODE OF CONDUCT 1. CONCEPTS, CONTEXT AND APPLICATION OF THE SPHERE STANDARD United Nation General Assembly UNGA Resolution A/Res: 35:55 of 5 December 1980, ‘To provide Humanity with an international institution of higher education for Peace, with the aim of promoting among all human beings a spirit of understanding, tolerance and peaceful coexistence, to stimulate cooperation among people and help lessen obstacles and threats to world peace and progress in keeping with the noble of aspirations proclaimed in the Charter of the UN.’ The code of conduct (SPHERE STANDARD) contains the Guiding Principles of Humanitarian Action. It guides the standards of behavior of Humanitarian Workers. Over 600 organizations are committed to the guiding principles. The Code of Conduct consists of 10 Principles. The Needs and Rights of persons in humanitarian needs will be met if Humanitarian Professionals apply these Principles correctly and professionally without bias to cultures, politics, religion, sex or gender. These principles can be broken down in two parts; the first four principles are the core humanitarian principles. 2. ESTABLISHMENT OF THE SPHERE HAND BOOK The Sphere Project – or ‘Sphere’ – was initiated in 1997 by a group of humanitarian non- governmental organizations (NGOs) and the International Red Cross and Red Crescent Movement. The sphere project was first published in 2000; the Handbook was revised in 2003 and again in 2009–20105. During each revision process, sector-wide consultations were conducted, involving a wide range of agencies, organizations and individuals, including governments and United Nations (UN) agencies. 3. AIMS OF THE SPHERE STANDARD  To improve the quality of actions during disaster response  To be held accountable for them. Sphere philosophy is based on two core beliefs:  First, those affected by disaster or conflict have a right to live with dignity and, therefore, a right to assistance and ,  That all possible steps should be taken to alleviate human suffering arising out of disaster or conflict. 5 See the SPHERE Hand Book 2003
  • 44. 14 4. CAMEROONIAN CONTEXT; a. REFUGEES AND THE SPHERE STANDARD Cameroon maintains an open-border policy for Refugees and asylum seekers and is signatory to all major legal instruments on refugees, including the 1951 Refugee Convention and the 1969 OAU Refugee Convention. Cameroon adopted a law defining the legal framework for refugee protection in July 2005, which went into force in November 2011 5. THE POSITION OF THE AFRICAN UNION AU According to the British Medical Journal BMJ (2001) the sphere standard describes the standard and access of their usefulness by considering the applications of nutritional standards from the 1998 Famine in Sudan. In 1969, the 6th session of the OAU adopted its own Protocol for refugees. The OAU Protocol incorporated the 1951 UN Convention on refugees, but expanded the definition of who is a refugee. The OAU definition includes anyone who:“…through aggression, occupation, foreign domination, or events gravely disturbing public order in part, or in all of his country of origin, or the country of which he has nationality, is obliged to leave his usual place of residence to seek refuge outside this country.” (OAU 1969, Article 1) 1. The Constitutive Act of the African Union takes cognizance of the fact that the scourge of conflicts in Africa constitutes a major impediment to the socio-economic development of the continent. It also recognizes the need to promote peace, security and stability as prerequisites for the implementation of Africa’s long-term development and integration agenda. 2. The African Union Humanitarian Policy Framework (The Framework) complements the African Peace and Security Architecture (APSA), the African Governance Architecture and various relevant international initiatives on humanitarian activities in Africa. The Framework recognizes extant international norms and standards on the various aspects and scope of humanitarian action. It further recognizes the linkages between humanitarian assistance, peace and security, natural and human-induced disasters and development issues. 3. The Framework provides an overarching framework and a broad intent of the African Union. The policy does not address process and procedural issues. Accordingly, the Framework establishes a strategic approach and guidelines in support of the core aims of humanitarian action: to preserve, protect and save lives, alleviate suffering and enhance physical security and human dignity. The Framework also complements and supports the policies of AU Member States, Regional Economic Communities (RECs), the international community, United Nations (UN) agencies, International Civil Defence Organization (ICDO), the Red Cross and Red Crescent Movement, national and international NGOs and other humanitarian actors and stakeholders. 4. Africa hosts large numbers of displaced populations and other categories of affected persons as a result of conflicts, natural and man-made disasters, and displacement propelled by development projects are also evident. The AU therefore undertakes,
  • 45. 15 through this framework and in accordance with relevant AU and international Instruments on protection and assistance to: a. support the efforts of the Member States to protect and assist displaced populations; b. strengthen its institutional framework and capacity with respect to protection and assistance to displaced populations and affected populations and other categories of affected populations; c. collaborate with, and encourage Member States to collaborate with each other and with international organizations and humanitarian agencies, civil society organizations and other relevant actors in accordance with their mandates; d. support measures taken by Member States and RECs to protect and assist displaced and affected populations; e. encourage Member States and RECs to share information with the African Union and its relevant Organs on humanitarian situations in their countries especially on the situation of displaced persons in Africa; f. urge Member States to sign, ratify and enact necessary laws and policies to implement relevant AU protection instruments; g. encourage Member States to cooperate with and support the Special Rapporteur of the African Commission on Human and Peoples’ Rights for Refugees, Returnees, IDPs and Asylum Seekers in addressing issues of displaced persons; h. encourage all relevant partners to honor their obligations with respect to humanitarian support to refugees, asylum seekers, returnees, stateless persons and IDPs; i. Promote special measures for the protection of women, vulnerable groups especially children, youth, the elderly and people with disabilities in humanitarian situations. II. CONTEXT AND RATIONALE Since the establishment of the Organization of African Unity (OAU), Africa has been seized with humanitarian crises. The African Union has many years remained committed to a progressive migration agenda recognizing the positive contribution of migrants to inclusive growth and sustainable development. In June 1969, the OAU adopted the Convention Governing the Specific Aspects of Refugee Problems, which was anchored on the African culture of hospitality and solidarity as a Pan-African solution to the humanitarian crisis of refugees. The 1979 Arusha Conference and the two international conferences on Refugees in Africa (1991 and 1994) reinforced the basic principles elaborated in the OAU Convention on Refugees. Since the Arusha conference, the OAU/AU has convened more than five high level meetings, including those in Addis Ababa in 1994, Khartoum in 1998, Banjul - the Gambia and Ouagadougou in 2006 and Kampala in October 2009. These conferences extensively deliberated and produced key position documents and declarations on humanitarian crises in Africa. Since then, Africa and the world in general are facing a rapidly changing humanitarian landscape. Africa remains a region where 75% of humanitarian activity is undertaken. The region has continued to face growing humanitarian crises exacerbated by increased effects of climate change. The overall humanitarian situation and response in Africa will therefore remain challenging and of major concern unless effective mechanisms are put in place. This has resulted in a large
  • 46. 16 number of displacement including refugees and internally displaced persons (IDPs) caused by conflicts, development projects, natural and human-induced disasters among others. Mega trends and future projections are also worrying. For example, it is projected that by 2015/25 persons affected by disasters each year will double from 250million per year to over 375million. By 2030, world’s population growth will be in urban areas, of low income countries, the urban population will peak 5billion in 2050, from 3.5billion today 737 million in 1950, Africa with 4% urban population in 1950 will have 15% in 2030, 1.3 billion in 20501. These mega trends pose serious threats to human security and will lead to humanitarian crises that could erode social economic gains the continent could have registered. In spite of all these challenges and efforts, Africa still lacks a comprehensive and overarching humanitarian policy framework. The existing humanitarian and disaster management mechanisms are however, largely weak and insufficient. These mechanisms require enhancement, coordination and consolidation. This Framework, the first ever such instrument, therefore seeks to fill these gaps. Humanitarian challenges in Africa are exacerbated by the erosion of respect for the core humanitarian principles, which exist in conflict situations, in implementation of development projects, in natural and human-induced disasters. This Framework therefore, aims to support and reinforce respect for and compliance with humanitarian principles and the full respect of international law. The support and reinforcement of humanitarian principles and the enhancement of, coordination and consolidation of these mechanisms require a multi-dimensional coordinated approach. In addition, in light of the necessary role of the military in humanitarian and disaster situations, this Framework also seeks to enhance humanitarian coordination, including civil-military humanitarian coordination. In order to ensure timely and effective humanitarian action, AU activities should be complemented by appropriate coordination mechanisms within the African Union Commission, RECs and Member States; Red Cross and Red Crescent Movement. The Framework therefore, provides the AU and other humanitarian actors and stakeholders with the strategic approach and guidelines for enhanced capacity for prevention, preparedness, response and mitigation that address humanitarian situations. III. STRATEGIC VISION The core aims of AU’s humanitarian action are to: preserve, protect and save lives, alleviate suffering and enhance physical and human security and dignity of affected populations affected humanitarian crises. The thrust of this policy therefore, is to strengthen Africa’s humanitarian governance by enhancing the AU's leadership role and mandate through providing strategic approaches and guidelines for African Union led efforts in conformity with African Shared Values, and norms and standards for humanitarian action on the African continent; in full respect of international law; and on the other hand in strengthening the primary responsibility of Member States by strengthening their predictive, preventive, response and adaptive capabilities. IV. PURPOSE, SCOPE AND APPLICABILITY The purpose of the Framework is to establish a strategic approach and guidelines for coordinating and supporting AU’s involvement in its early waning and prevention efforts, in
  • 47. 17 addressing root causes and durable solutions, ensuring adequate preparations to respond to and deal with root causes and the aftermaths of humanitarian challenges on the continent. This will be in conformity with AU’s core aims mentioned above. With full respect of the principle of the primary responsibility of State(s) in accordance with principles of International Law, the Framework complements the humanitarian policies of AU Member States, RECs, the international community, including the UN agencies, the Red Cross and Red Crescent Movement, national and international NGOs and other humanitarian actors and stakeholders. This Framework is applicable to all AU humanitarian work and interventions in Africa, involving the Diaspora, Private Sector, and African Philanthropism, in conformity with norms and standards in international law. V. OBJECTIVES The objectives of the Framework are to:  Protect and assist with full respect to national legislations, and support in cases of conflict, development projects and natural and human-induced disasters, persons in need of humanitarian assistance; taking into consideration the special needs of women and vulnerable groups especially, children, youth, the elderly and people with special needs;  support and promote, the prevention and alleviation of abuses and its effects, and the restoration of dignified conditions of life;  support the capacity of RECs based on their respective responsibilities and mandates in accordance with international law to build resilience according to particular context of communities against conflicts in a way that does not alter the legal status of those communities, development projects, natural and human-induced disasters, especially those that undermine human security and sustainable development;  promote dialogue and create enabling space for coordinated humanitarian action and exchange of good practices;  enhance humanitarian coordination, where appropriate, including AU Member State civil-military humanitarian coordination and with traditional leaders, women groups, faith based organizations and host communities that will create appropriate interaction on peace, security and transition programs to address root causes of insecurity and vulnerability;  promote the protection of stateless persons or persons at risk of statelessness, and promote the resolution of statelessness and right to nationality, in accordance with 1954 International Convention on the Reduction of Statelessness; relevant AU Instruments and national laws;  strengthen planning through research and reliable data; and humanitarian information management and exchange in support of Member States and RECs;  promote strategies and measures to support host communities to cope with the impact of hosting displaced populations; including specific measures for protection and restoration of the environment in affected areas;  enhance partnerships and resource mobilization
  • 48. 18 THE UN POSITION ON HUMANITARIAN RESPONSE: Video link. Source:https://www.youtube.com/user/ochafilms UNHCR: MISSION UN refugee agency dedicated to saving and protecting rights and building a better future for refugees, formally displaced communities and stateless people. Work to ensure that everybody has the right to seek asylum and find safe refuge, haven fled violence, persecution, war or disaster at home THESE PRINCIPLES CAN BE BROKEN DOWN IN TWO PARTS: THE FIRST FOUR PRINCIPLES ARE THE CORE HUMANITARIAN PRINCIPLES  Humanitarian Imperative: This comes first as it provides immediate aid to those whose survival is threatened.  Aid is given without prejudice to origin, race or nationality of the recipient and without adverse distinction of any kind.  Aid priorities are calculated on the basis of needs alone.  Aid will not be used to foster a particular political or religious standpoint.  Endeavor not to act as instruments of government foreign policy. a. PRINCIPLES FIVE (5) TO TEN (10) ARE CALLED PROGRAMED PRINCIPLES. The aim is to improve the quality and accountability of Humanitarian Assistance. They are called programed principles because they deal basically with Humanitarian Logistics and consist of the following:  We shall respect culture and customs  We shall accept to build disaster response on local capacities.  We will find ways to involve affected population in the management of relief aid  Relief aid must strive to reduce vulnerabilities to future disaster as well as meeting basic needs.  We hold ourselves accountable as we seek to assist those from whom accept resources
  • 49. 19  In our information and publicity of advertising activities, we shall recognize disaster victims as dignified human beings and not hopeless objects. Accurate knowledge of these principles will facilitate the work of humanitarian professional in the field. Dr Daniel Ekongwe (Director/organizer) of training lecturing on the Sphere Standards Dr. Daniel Ekongwe in a one on one session with the participants and as Director is assisted by Mr M Ngwane. As an expert consultant in the areas of international security, he was able to forecast the currency/trend of security and humanitarian needs in the Central African sub region CEMAC. Through the program PAID hopes to multiply the talents so that more Africans could be endowed with same capacity and expertise.
  • 50. 20 MODULE FOUR EMERGENCY PREPAREDNESS AND PLANNING By NDIFOR Blasius INTRODUCTION The norm of noninterference in internal affairs has lost grounds. Activities that decades ago would have been conceived as interference are now widely acknowledged, if not accepted, as part of day-to-day politics. 1. WHAT IS A HUMANITARIAN EMERGENCY? An Emergency is a situation threatening the lives and well-being of a very large number of people or a very large percentage of a population and often requiring substantial multi-sectoral assistance. 2. QUALITIES OF A GOOD EMERGENCY STAFF  Smart and always one step ahead of everyone  Empathy and simplicity  Integrity  Be an ambassador of the organization  Dedication (lead by example)  Flexible  Self-control (Sexual appetite) 3. EMERGENCY PREPAREDNESS Emergency preparedness depends on the type of emergency in question. In the context of humanitarian emergency preparedness, the following aspects stand tall at the preparatory phase:  Accurate knowledge of the dynamics of the crisis  Security context  Estimated time of mission  Identification of the areas of intervention (i.e. the area hosting the people in need)  What are the needs to be met?  Required logistics  Finance Exercises, questions and answers and a break II. EMERGENCY RESPONSE The necessity of ER  Avoid deterioration of the already bad situation through disease outbreaks such as cholera, aggravated deaths,  Reduction in sexual abuse and exploitation  Reduce mortality rate