SSOP For HR in Emergencies

UNICEF’s Corporate Emergency Activation Procedure for Level 3 Emergencies
Simplified Standard Operating Procedures (08 Oct 2015)

Simplified Standard Operating Procedures (SSOPs) for
Corporate Emergency Activation Procedure in Level 3 Emergencies (CEAP L3)

Summary of Deliverables
Objective: The objective of these SSOPs is to simplify, streamline and clarify First 24 Hours First 48 Hours First Week Following Weeks
UNICEF procedures related to emergencies to enable a more effective response.  GEC Secretariat  UNICEF Role  Cluster Response  Transition +
 Establish EMT in Rapid Plans handover plan
The Country Office is at the centre of the emergency response. These procedures are  Deployment of IRT Assmts  Inter-agency PRP  Humanitarian
put in place to support the CO in response under the leadership of the Country  Scoping of Impact  HAC  EMT: Integrated MoRES
 SitReps  First wave prog strategy  UNICEF
Representative. The response to the emergency will start immediately at country
 CO staff supplies  CERF Response Plan
level, based on established preparedness actions. mobilisation plan&  Table of  Call with National  M&E Plan
OSM Authority Commettees  HR Strategy
Applicability: The SSOPs apply to all situations where the UNICEF Executive  V1 Supply Strategy  Advocacy  Spot checks
Director has declared a Level 3 emergency and activated the Corporate Emergency  EPF Strategy  Inter-agency
Activation Procedure (CEAP) (EXD/2011-001). The duration of application is  Key messages/ SRP
specified in the Global Broadcast (up to 3 months), and the applicability will cease statement  Periodic Reports
when the CEAP is de-activated by the Executive Director.
Table of Contents
The SSOPs are available online. The annexes may be updated in the course of the Sector Business Owner Page
year. Please check UNICEF in Humanitarian Action website for the latest updates. 1. Global Emergency Coordination EMOPS 2
2. Immediate Response Teams (IRT) EMOPS, DHR 8
A summary of deliverables can be found in the adjacent table. Those business 3. Planning, Programme Support, Performance PD, EMOPS, FRG, EO 10
Monitoring and Evaluation
process simplifications that apply in L3 contexts only are marked with the following
4. Cluster Coordination EMOPS 16
icon . Those that apply in both L2 and L3 are marked  The main deliverables 5. Human Resources DHR 20
of an L3 are indicated as follows: 6. Supply and Logistics SD 24
EMT 7. Operations DFAM 29
8. Implementation Modalities FRG 37
9. Resource Mobilisation PPD, PFP, DFAM, DOC, SD, PD 42
Risk taking in L3 Emergencies 10. Communications DOC 46
11. Humanitarian Advocacy EMOPS 50
The UNICEF Executive Director supports controlled risk taking in 12. ICT ITSS 51
L3 emergencies, with the purpose of optimising the response. Staff 13. Staff Security/ OPSCEN Security/OPSCEN 55
are encouraged to fully make use of the simplifications provided in 14. List of supporting tools 58
these SSOPs during the course of the L3 emergency. 15. List of Acronyms 60
1
1. Sector: Global Emergency Coordination (internal and external coordination)
Business owner(s): EMOPS
Prior to activation
Action Considerations Responsibility Consult/ Approval

engage Clearance
1. Send memo to ED recommending  Based on assessment of the emergency, using criteria: scale, EMOPS CO ED
application of CEAP within 18 urgency, complexity, capacity, and reputational risk. Director RD
hours of receiving the initial  Be aware of possible system-wide L3 designation and notify IASC and UN
report on the extent of the Clusters/AoRs of potential Interagency Rapid Response Mechanism partners
emergency (IARRM)1 deployment DEDs
2. ED names GEC within 3 hours of  GEC role and responsibilities outlined in GEC ToR ED ED
receiving a recommendation
3. Prepare global broadcast for  Names GEC and confirms period of application for GEC role. EMOPS Chief GEC ED
declaration of CEAP within 3  Should clearly say that IRT is deployed on a ‘no regrets’ basis, but HPS RO
hours of receiving a that COs/ROs can expect funding to cover the costs. CO
recommendation
Global Broadcast
First 24 hours
4. Consider ‘step aside’ procedure as  This is an exceptional measure to be taken by the organisation and ED RD(s) ED
required uses established criteria. GEC
 On basis of RD’s recommendation, ED decides whether CO DEDs
leadership has to change. EMOPS
 If current CO Rep confirmed, RD and CO Rep define working DHR
methods between IRT members and current CO team.
 If ‘step aside’ is invoked, IRT leader or RD temporarily leads
response at country level until new senior designated official arrives
 Link HR SSOP #7 ‘Step aside’ protocol and Annex on ‘Step
aside’protocol).
5. Designate OPSCEN as the  Monitor critical emergency developments and alert key staff at CO, OPSCEN GEC PSA
centralized 24/7 information and RO and HQ levels; Manager CO, RO
1 Established by IASC, the IARRM is a roster of experts who can be deployed at very short notice to provide technical and management support in support of RC/HC and HCT, especially in the early phases of a
large scale emergency.
2
telecommunications hub to  Assess needs for real-time information products and compile data Dir EMOPs
support humanitarian action, sources;
coordination and staff security  Confirm Key contacts, distribution and mailing lists with HFSS and
HPS to support coordination at CO, RO and HQ;
 Develop OPSCEN key instructions specific to the emergency.
6. Establish clear communication  Mailing lists and focal points established for clear lines of EMOPS Chief HQ Divisions GEC
lines and information-sharing communication between HQ, ROs, and COs. HFSS as GEC RO
between HQ, RO, CO  Clear lines established for i) information-sharing and ii) decision- Secretariat CO
making at HQ, RO, CO levels.
 Initiate L3 Teamsite2 for information sharing HPS
 Refer to EWEA Key Action #6 ‘Who does what in first 72 hours of
emergency in CO context’
7. Appoint HQ emergency focal  Leads coordination with GEC at HQ. EMOPS Chief EMOPS GEC
point, serving as GEC Secretariat  Information focal point. HFSS
8. Establish Emergency According to ToRs for EMT (directors' level) and TEMT (technical EMOPS DD NY CO GEC
Management Team (EMT), and level), establish focal points for EMT and TEMT with staff that will With support RDs
Technical EMT as needed cover the emergency. from HFSS as OED
 Use standard agenda Secretariat to HQ Division
EMT  Arrange first conference call and set forward agendas (during course GEC Directors
of emergency should include discussions on: sequence of plans,
integrated programming, Supply, CLA, Risk Management and
Tool: EMT/TEMT ToRs
communications).
EMT:
Tool: EMT Standard Agenda  Primary decision-making forum.
 Any EMT member can ask for ‘deep dives’ i.e. in depth programme
discussion focusing on particular sector/s and linked to the
operational/supply strategy
TEMT:
 Main forum for technical trouble-shooting, information sharing, and
preparing proposals for EMT decisions as needed.
 Will include focused discussions and ‘deep dives’ looking closely at
sectors and specific operational issues.
2
Can be accessed by EMT/TEMT members in HQ, RO and CO, for coordination and information sharing on a specific L3. Contains policies/guidelines, sitreps, EMT minutes, contacts and
other relevant information. Managed by HPS/KM (EMOPS). Accessed through the main EMOPS managed Teamsites page.
3
 Ensure sector specific calls feed into TEMT/EMT as relevant
9. Brief ED on evolving situation  Identify key areas of concern and recommended actions. EMOPS EMT GEC
 Identify areas in which high level advocacy may be needed and Director CO
support ED’s intervention. RO
First 48 hours (in addition to those listed above)
10. Establish HQ level daily working  Daily 10 min briefs/info exchange for key staff working on key GEC HQ Divisions None
level briefs actions; quick review of evolving situation; actions of the day and (working level
update of actions taken; gaps and bottlenecks that need to be focal points)
addressed.
11. Conduct session with CO on L3  Normally via webinar EMOPS RO None
procedures CO
12. Establish regular conference calls  Establish daily conference call. EMOPS DD, EMT members GEC
with EMT  Situation update and overview of response strategy, highlighting any NY
programmatic issues requiring support or follow up, key gaps and
on-ground capacity for programme delivery, supplies, HR,
communications, advocacy, resource mobilisation, inter-agency
issues, etc.
 Monitor application of L3 SSOPs.
 Oversight over deployment of ERT and IRT.
13. Establish inter-agency  OCHA, DPA, DPKO, other key agencies and partners. EMOPS DD, EMOPS
communication lines NY Director
14. Provide 24/7 information and  Track critical emergency developments/trends and alert EMT OPSCEN GEC, EMT PSA
telecommunications services to members and other key staff. Manager IRT
support humanitarian action,  Facilitate telecommunications and information dissemination for CO
coordination and staff security EMT meetings. RO
 Develop real-time information products to support EMT (daily EMOPS Dir
emergency update, infographics, snapshots, etc.)
 Draft pre-deployment briefing note to provide country-level
background information (e.g. history, economy, geography, politics,
etc.) to IRT members.
 Disseminate SitReps and upload to UNICEF HAC and ReliefWeb
websites.
 Update OPSCEN key instructions specific to the emergency.
15. Brief ED and OED  Decide what information is needed internally including formats and EMOPS DD, All divisions/ GEC
schedules to help decision-making processes. NY RO/CO
4
OED
First week (in addition to those listed above)
16. Continue regular conference calls  Continued as above. EMOPS Chief EMT GEC
with EMT  Include forward planning. HFSS as
 Include policy implications. Secretariat to
GEC
17. Establish appropriate technical  To support programme strategy development and technical work and Dep Rep RO (DRD) GEC
programme support surge requirements. PD DD EMOPS
communication mechanism  PD DD to oversee coordinated strategic support from programmes,
between CO (Dep Rep)/ RO calling as needed on the section chiefs and PD emergency focal
(DRD)/ HQ (PD DD) points.
 Provide updates to TEMT/EMT.
18. Ensure coordinated  Consider sector specific in depth calls between HQ and RO for PD DD EMT/TEMT GEC
programmatic support coordination purposes Dep Rep
 PD to communicate to CO, a list of programme focal points for
specific emergency in HQ and RO. The focal points should be added
to TEMT mailing list.
 Continue sector specific calls as needed
 Feed into any ‘deep dives’ and EMT/TEMT as needed
19. Moment of Strategic Reflection #1  First discussion to take place during development of inter-agency PD Director/ CO N/A
(Special EMT): Integrated Humanitarian Response Plan (HRP) and UNICEF Response Plan to Chief HATIS RO
Programme Strategy ensure integrated programme strategy. The scope of the plan, (prepare session) PD
(Same as Planning SSOP #9) programmatic priorities and format, if other than the standard, will GEC (convene EMOPS
be determined and agreed during the EMT. session)
 EMT will discuss and agree on integrated strategies to promote
synergy across programme sectors in the response and early
recovery, with the appropriate operational support. Where possible
jointly assess with programme stakeholders existing capacity/
arrangements for programme delivery to affected population/area to
determine comparative advantages, potential partnerships. Identify
what elements of ongoing work might be postponed.
 Ideally the plan should build on rapid assessment, and aligned with
inter-agency plans, highlighting critical gaps in human resources,
supplies, including those to be pre-positioned and operational
arrangements to facilitate scaling up of UNICEF intervention
affected areas.
5
 Preparations at TEMT levels in advance have proven to support a
more strategic discussion.
 Undertake monthly during first 3 months and as required thereafter.
 Link SSOPs HR #12, Cluster Coordination #3, and GEC #18
20. Ensure inter-agency coordination  Emergency Directors Meeting. EMOPS DDs GEC
 Engage at the IA meetings/briefings (ECHA/IASC etc.)3 (NY/ Geneva)
Chief GCCU
21. Define risk management strategy  Define overarching coordinated risk management strategy across CO Rep4 GEC
business sectors, focusing on the risks arising from emergency
situation (risks that did not exist prior to the situation leading to L3).
 Request GEC for ERM simplification for the duration of L3,
providing rationale and mitigating measures to limit the duration and
impact intensity of risks arising from simplified processes.
 See Compedium of Best Practices: UNICEF approach to Comprehensive
Risk Management and Due Diligence on Complex and Hight Threat
Environments
22. Plan emergency site visits 
Start considering travel to emergency location(s) for OED/ED and/or GEC OED/RO ED
GEC and relevant EMOPS staff. EMOPS/SD
Following weeks (in addition to those listed above)
23. Continue regular conference calls  As above. EMOPS Chief EMT GEC
with EMT  Adjust frequency of calls as needed (daily to twice weekly or weekly HFSS as GEC
as needed). Secretariat
24. Ensure inter-agency coordination  As above –focus on ECHA/IASC/PC. EMOPS DDs GEC
 Potential HQ inter-agency missions. (NY/Geneva)
 Possible PCNA/PDNA. Chief GCCU
 Ensure adequate coordination/IM capacity is in place
25. Brief ED and OED  Review at this stage what information is needed internally, and EMOPS Chief All divisions/ GEC
establish briefing schedules to help decision-making processes. HFSS RO/CO
26. Moment of Strategic Reflection  Decide whether to suspend any parts of the Country Programme and CO Rep EMT DRD
#2: Decide on adjustments which to continue for an initial period (recommend 1 months) PD Section GEC
required to the Country  Other activities to be renegotiated with national partners and donors Heads
Programme for an initial period accordingly to allow re-allocation of resources.
 Identify any gaps
3 Depending on emergencies may include inter-agency task forces or ITF in mission settings, donor meetings (HLWG) and so on.
4 For the remainder of the SSOPs where the term ‘CO Rep’ is used, this denotes the current CO Rep or, if ‘step aside’ has been invoked, the OIC designated by the ED.
6
 Ensure integrated programmatic and operational approaches
 Ensure realignment is fed into rolling PBR
27. Develop a plan for handover and  Should happen in week 3 or 4 Outline handovers and next steps. RD PD Relevant GEC
transition out of an L3 (if not (refer to minimum requirements of transition strategy outlined in the IRT Coordinator Section Heads
extended) template). CO Rep
Tool: transition  Include context specific agreed transition benchmarks to track
L3 Transition Strategy strategy template progress towards readiness to transition.
 Should be ‘forward-leaning’ and integrate strategies that contribute
to resilience building and longer term interventions
28. Review period of application of  Decision whether to recommend L3 extension, simple de-activation GEC OED ED
the L3 corporate emergency of L3 or transition to L2, based on analysis and benchmarks (GEC RO
SSOP#26). EMOPS
 Communicate recommendation to ED using same memo format as CO Rep
original L3. If transition out of L3, be clear on handover to
respective divisions and key actions pending.
Risk Management Strategy
Potential GECs to be briefed and familiar with SSOPs and TORs.
SSOPs to be reviewed by each division to establish who does what where (and when) within their divisions.
Transition Strategy
The transition strategy from the L3 CEAP must be defined by the GEC and approved by the ED during the weeks following activation.
7
2. Sector: Immediate Response Team (IRT)
Business Owner: EMOPS and DHR
Prior to activation
Action Considerations Responsibility Consult Approval /

/engage clearance
1. Advise ED on composition of  At minimum, IRT comprises: IRT Coordinator, supply/logistics, human GEC DHR ED
IRT  resources, planning/M&E,communications, operations in addition to RD PD
relevant programme staff depending on the nature of emergency. CO
 The IRT Coordinator reports to the CO Rep, and remains in close EMOPS
consultation with the GEC. SD
 Cluster Coordinators (including inter-cluster specialist) are deployed
separately also on a no regrets basis. Cluster Coordinators report to the
CO rep, unless otherwise decided.
 Length of IRT members’ deployment will be recommended [via e-mail]
to the ED by the RD and GEC based on assessment of needs for up to 3
months.
 Link HR SSOP #2
First 24 hours
2. Initiate IRT deployment on ‘no  Engage, brief and deploy staff. GEC RD ED
regrets’ basis (IRT should be  Standard IRT Job Descriptions for each IRT function to be made available DHR
deployed within 48 hours of prior to deployment (see below). CO Rep
emergency)  Review needs based on initial information received and country capacity.
 Deployment kit is being developed.
IRT deployment  Link HR SSOP #2
3. Initial senior level discussion on 

Between GEC/ RD/ IRT Coordinator prior to IRT arrival in emergency GEC CO Rep GEC
capacity and reporting lines location. RD
 Engage CO Rep early IRT
 Agree on principles of how IRT will operate within existing CO staff Coordinator
structure, including reporting lines (ensure IRT's integration).
4. Issue EPF for fast deployment of   Issuance of minimum $1 million EPF (in addition to regular EPF EMOPS PPD DED
IRT within 48 hours requests). Director PD Emergencies
 To be reimbursed by CO when funds become available. RO
Issue EPF 8
 Link RM SSOP #1 CO
5. Determine IRT members’ roles, 

Has to be done on the ground, by the RD or his/her designate (e.g. RD IRT RD
responsibilities and Regional Chief of HR, Deputy RD, Regional Emergency Advisor). Coordinator
accountabilities  Reflect in Table of Authority. GEC
(Within one day of IRT deployment).  Organise frequent CO staff meetings to ensure IRT and other surge staff’s CO Rep
roles and relationships to existing CO staff is clarified transparently for
the entire office.
6. Prepare handover from IRT  Should happen at least 3 weeks before the end of deployment RD PD Relevant GEC
L3 Transition Strategy  Outline handovers and next steps. IRT Section
to other surge and CO staff
Coordinator Heads
Related Procedures, Guidance, Rules, Policies and Regulations
 Draft TOR for IRT Overall IRT Communication TOR
 IRT Child Protection TOR IRT Information Manager TOR
 IRT Education TOR IRT HPM TOR
 IRT Programme Education TOR IRT HR TOR
 IRT Health TOR IRT Supply Chain Manager TOR
 IRT Nutrition TOR IRT OPS TOR
 IRT WASH TOR IRT Team Coordinator TOR
 IRT HPS TOR
Exit Strategy
9
3. Sector: Planning, Programme Support, Performance Monitoring and Evaluation
Business owner(s): PD, FRG, EO and EMOPS
 The UNICEF humanitarian response is based on the priority Core Commitments for Children in Humanitarian Action (CCCs) that are relevant to the country
context and UNICEF targets based on needs; priorities; government, partner and UNICEF capacities to meet those needs. Target-setting guidance will shortly be
available in the CCC e-resource.
 Sector specific emergency programme guidance is available in the Emergencies Intranet.
First 24 hours
 Refer to Early Warning Early Action Key actions: Key Action #5 ‘Humanitarian scenarios for priority risk and UNICEF response plan’; Key Action # 7 ‘Baseline data and Inter-agency
needs assessments’; Key Action #13 ‘Results-based performance monitoring in humanitarian situations’; Key Action #14 ‘C4D and communications’; Key Action #16 ‘Education’; Key
Action #17 ‘Child Protection’; Key Action #18 ‘Health’; Key Action #19 ‘WASH’; Key Action #20 ‘Nutrition’

/engage clearance
1. Initiate initial scoping of potential  Iinitial working assumptions on affected populations developed by CO CO Rep PD (DD) GEC
impact, making preliminary based on i) Extrapolation from pre-crisis data and type of crisis, or Dep Rep RO (DRD)
estimation of immediate including HNO5 (if exists); ii) IA/HCT/OCHA Situation Analysis (2ry EMOPS
programme needs data analysis); iii) Government data. If CO level operation is hampered,
scoping may be undertaken/led by RO or HQ.
 Determine preliminary implications of the crisis on the CP/AWP/
Initial scoping of impact programmes.
 UNICEF integrated programme response plan should be aligned with IA
humanitarian plans.
2. Decide on UNICEF lead for Inter-  To be led by CO Rep or IRT Coordinator. Can be undertaken by CO Rep RO GEC
Agency Response Plan EMOPS if CO requests. EMOPS
3. Produce and disseminate first  No need to include programme results tables. CO Rep GEC GEC
Situation Reports (SitRep)  Submitted by CO to GEC. (CO PME) RO
 CO SitReps to be used as basis for other info products to avoid repeated EMOPS EMOPS
SitReps Tool: SitRep requests to CO for information. Chief HFSS
(quality
assurance)
4. Documentation of key decisions/  This is a key input to future reviews, lessons learned exercises and EMOPS None
action timeline from day 1 evaluation (see model ToRs). Chief HPS
5Applied in protracted emergencies, Humanitarian Needs Overview (HNO) is a joint analysis of existing humanitarian information on the impact of the humanitarian crisis, which provides/explains an estimate of
affected groups and an overview of the situation and operating environment.
10
Tool: Timeline
 Expansion of this work to decentralised levels may be considered.
Exercise
5. Decide on UNICEF role in various  UNICEF is committed to Inter-Agency rapid assessment processes. The CO Rep RO (DRD) GEC
Inter-Agency / Government led level of CO engagement should be contingent on potential usefulness (Deputy Rep) PD
Rapid Assessments6 including and relevance of the collected needs assessment data (i.e. scope, method, EMOPS
MIRA, and contribute as required timeliness). PPD
 Participate in the IA assessments (MIRA and others), and ensure that the
existing information is fully incorporated.
Tool: Cluster & AoR  Common challenges: overall IA assessment capacity; other agencies'
Rapid Assessment external/newly arrived staff's limited knowledge on local context,
Tools
resulting in heavy dependence on UNICEF CO capacity; assessment not
taking into account secondary data analysis.
6. Develop and issue UNICEF appeal  IA/flash appeal serves as the main fundraising/appeal document. The CO Rep RO (DRD) GEC
(HAC) HAC7 is subsequently issued/updated aligning funding needs with IA (Deputy PD/EMOPS
appeal, highlighting UNICEF needs and establishing ORE planning Rep.) PPD
Tool: HAC Guidance target. PFP
and Template  UNICEF may issue HAC as the first/main appeal (a) in absence or delay DOC
of an IA appeal, or (b) if the IA appeal requirement/ amount needs a SD
revision. CO to obtain RO/EMOPS clearance.
 The HAC shoud be short (2 pages). In a level 3, speed should be
prioritized even if it means a 'good enough' document, for UNICEF to
communicate its plans and support required early on.
 The HAC conveys initial overview of the situation and a broad outline
of priority response actions, cross-cutting issues, immediate
programmatic needs and priority targets against CCCs, that justify the
funding requirement.
 Ensure cluster coordination costs are factored into UNICEF appeal.
 HAC should be aligned with inter-agency appeals and plans.
6 The primary inter-agency assessment process is MIRA (Multi-Sector initial Rapid Assessment), implemented through a phased process (1) Initial secondary data analsysi (within 72 hours); (2) primary data
collection, analysis and report (within the first 14 days). See Reference Module for the Implementation of the Huanitarian Programme Cycle (IASC 2015) and Multi-Sector Initial rapid Assessment Guidance
(Revision July 2015).
7 In addition to annual Humanitarian Action for Children appeal/process, HAC now serves as an appeal for immediate and sudden onset emergencies, replacing Immediate Needs Documents (IND) and
streamlining the two processes. Funding for major emergency programmes outside of CPD/CPAP will be usually raised through Inter-agency appeals. The HAC will be issued/updated afterwards to align the
appeal amount with the IA appeal, establishing ORE planning target. If IA appeal is not issued or delayed, HAC will serve as the main appeal for UNICEF. See 'Rolling' Humanitarian Action for Children: Guidance
Note (15 May 2013).
11
 Decide who will draft the CO HAC (CO, RO or EMOPS). Draw on
programme capacity of RO and PD.
7. Assess CO capacity for response,  Where possible, jointly assess with programme stakeholders existing CO Rep RO (DRD) GEC
including supply, HR and capacity for programme delivery arrangement for affected population/ IRT PD/EMOPS
partnership area to determine comparative advantages, potential partnerships. Coordinator GCCs/DHR
Idenfiy what elements of ongoing work might be postponed. SD
 Ideally the plan should build on rapid assessments, aligned with inter-
agency plans, highlighting critical gaps in human resources, supplies,
including those to be pre-positioned, and operational arrangements to
facilitate scaling up of UNICEF intervention in affected areas.
 Assess current programme supply stocks, locations, warehousing jointly
with SD.
 Review existing programme PCAs and LTAs (link PCA SSOP)
 First draft of UNICEF HR capacity gaps to feed into OSM (Link HR
SSOP #4), including programme, PRM, operations and admin support.
8. Develop Inter-agency Response  Inter-agency humanitarian response plan is developed or updated (if one CO Head of CO GEC
Plan exists) within 30 days of the flash appeal. Programmes programme
 CO/Cluster Cordinators to work with partners to draft cluster/sector CCs (country staff
strategy, initial targets, response plans, including M&E. level) SAG/cluster
Link to Planning SSOP #5 & 6  Ensure integration of cross-cutting issues and inter-sector/cluster issues partners
 Scoping of overall UNICEF response programme strategy and scale of GCCs
contribution to overall response to be discussed as part of response plan RO
development process. PD
 Ensure cluster coordination costs are factored into appeals as well as EMOPS
cross-cutting needs assessment, monitoring and evaluation. PPD
 Appeal targets to be monitored and revised as necessary. See Response PFP
Plan Guide and Target Population Calculator.
 Important for UNICEF to lobby for limited high frequency monitoring
indicators. See Humanitarian Performance Monitoring: Indicator Guide.
 Discuss in dedicated EMT session on integrated programme strategy as
necessary (See Moment of Strategic Reflection #1 SSOP GEC #19)
9. Moment of Strategic Reflection  First discussion to take place during development of inter-agency PD Director/ CO N/A
#1 (Special EMT): Integrated Humanitarian Response Plan (HRP) and UNICEF Response Plan to PD Chief RO
Programme Strategy ensure integrated programme strategy. The scope of the plan, HATIS PD
(Same as GEC SSOP #19) EMOPS
12
programmatic priorities and format, if other than the standard, will be (prepare
determined and agreed during the EMT. session)
 EMT will discuss and agree on integrated strategies to promote synergy GEC
across programme sectors in the response and early recovery, with the (convene
appropriate operational support. session)
 Preparations at TEMT levels in advance have proven to support a more
strategic discussion.
 Undertake monthly during first 3 months and as required thereafter.
 Link SSOPs HR #7, 12, Cluster Coordination #3, and GEC #18, 19
10. Determine humanitarian 
Create specific humanitarian output results in line with Response Plan CO Rep EMT DRD
results structure in VISION Result Areas (i.e. sectors) to allow immediate transfer of resources to (CO PME) DPS
CO. PPD
 Ensure link to the PBR RO
 A correctly structured results structure in VISION will allow ease of (Planning)
financial tracking of appeals and funds received and reporting to OCHA
Financial Tracking System
11. Establish a plan for knowledge  Consolidate a plan for Knowledge Management, Learning and EMOPS chief CO GEC
management, learning and Evaluation, which identifies knowledge sharing platforms and HPS RO
evaluation, with clear processes, including activities around acquiring and sharing lessons, PD
responsibility and time frame with clear accountability identified. EO
assigned.  Lessons are targeted primarily to EMT and supporting HQ working SD
level focal points so that they may bring lessons forward in engagement
with RO and CO.
 EMOPS knowledge management focal point consults with working
level focal points under EMT to identify key meetings/processes and
issues where lessons from past emergencies can usefully inform
decisions and processes.
12. Moment of Strategic  Decide whether to suspend any parts of the Country Programme and CO Rep EMT DRD
Reflection #2: Decide on which to continue for an initial period (recommend 1 months) PD Section GEC
adjustments required to the  Other activities to be renegotiated with national partners and donors Heads
Country Programme for an accordingly to allow re-allocation of resources.
initial period  Identify any gaps
 Ensure integrated programmatic and operational approaches
 Ensure realignment is fed into rolling PBR
13
13. Agree on strategic priorities  UNICEF Response Plan should be aligned with inter-agency priorities CO Rep RO GEC
and timeframe for the and plan. EMT
UNICEF Response Plan within  CO to refer to contingency and preparedness planning exercises to PD (DD and
week 2 articulate UNICEF Response Plan. PD Section
 UNICEF Response Plan to include CCC aligned interventions, targets, Heads)
output level indicators, programme convergence, supply needs, human SD
resource needs, funding requirements. DHR
 Provide cross-sectoral technical programme inputs to: (A) overall supply
plan; and (B) technical capacity requirements for inclusion in OSM.
 Ensure strategic inter-sectoral and cross-cutting aspects are included,
integrated programme strategy entry points)
 To be discussed and agreed in the MoSR (preceded by TEMT), with
review from PD and RO.
 Ideally the Response Plan to be completed in 3 weeks following
declaration of Level 3. However, it may not be finalised if UNICEF
funding appeal through the IA HRP/HAC is delayed.
14. Agree on approach to  Review of CO PME capacity and need for additional medium-long term CO (Rep, EMOPS GEC
Humanitarian Performance HPM capacity (NB. HPM/planning function is part of the IRT) PME, PD
Monitoring including timing of  Agree when UNICEF results tables will be in the CO SitRep (ideally 6 Programme PPD
transition to results (output) weeks from declaration of Level 3) Chiefs, Heads RO
reporting in SitRep Determine approach to Field Monitoring (i) UNICEF staff; ii) Direct of Zone
hire of additional PME monitors; iii) 3rd party Field Monitors offices/ hubs)
Humanitarian Tool: Humanitarian
Performance MoRES
Monitoring
15. Develop UNICEF Response  UNICEF Response Plan remains a working document, revised as PME RO GEC
Plan strategy and targets are clarified and context shifts. CO Head of EMT
 Ensure cross-cutting and inter-sectoral/integrated aspects are included Programmes PD
UNICEF Tool: Response (e.g. identification of geographical focus areas and programme IRT
Response Plan Plan
interventions linked and aligned across sectors) Coordinator
16. Agree on Humanitarian  Focus on use of information and timing of other UNICEF and external CO PME and RO GEC
Integrated M&E Plan monitoring and reporting products Head of EMT
(including reporting) with lead  See Simplified Humanitarian IMEP Guidance and Templates. Programmes
roles defined
M&E Plan Tool: M&E Plan
14
17. Put in place institutional  Consider access for field monitoring, who are UNICEF’s main CO Rep CO Rep
approach to field monitoring implementing partners (i.e. Govt or INGOs) PME
 Consider using institutional contract.
Tool: Field Monitoring ToR  See tool on proposed template ToR for field monitoring.
18. Provide ongoing 

Regular schedule for streamlined programme discussions (single sector PD DD RO None
programmatic technical advice and cross-sector) established (i.e. ‘deep dives’). EMTS as needed at key Regional CO
on humanitarian response decision-making points. Programme EMOPS
 Requests for technical support/guidance shared simultaneously with Advisors GEC
Regional and HQ technical advisors; Inputs consolidated at regional/HQ SD
level as agreed and fed back to CO.
 Situation Report (SitRep) Template and CO QA checklist
 Humanitarian Planning one pager
 Assessment, Monitoring and Evaluation in Humanitarian Action Intranet page
 Humanitarian Performance Monitoring Toolkit: Indicator Guide
 Model Terms of Reference: Level 3 and major Level 2 Emergencies -- Timeline Exercise *
 Inter-Agency Standing Committee Need Assessment Guidance and Tools.
 The Humanitarian Programme Cycle, ver. 2, IASC (July 2015)
 Multi-Sector Initial Rapid Assessment (MIRA): Guidance, IASC (Revised July 2015)
 2015 Strategic Response Plan: UNICEF Checklist and Annex 1 – UNICEF Indicators
 Response Plan Guidance and Template including Target Population Calculator
 Clusterand AoR rapid assessment tools
 Template ToR for field monitoring *
 Simplified Humanitarian IMEP Guidance and Template (example)
Risk of reputation and perceptions around accountability need to be managed through transparency around the IMEP. Clearance by OED on overall plan allows evaluation
components to be independent of GEC and operations, but also coordinated in timing and focus.
Higher level of risks around partnerships must be accepted; this is managed through (i) A clear articulation of how partnerships need to be scaled up while keeping these
manageable and (ii) Clearly adjusted procedures for approval of PCAs, globally with known international partners and locally with national partners.
There is a need to ensure that UNICEF’s programme strategy is: in line with inter-agency strategies; identifies and builds on opportunities for integrated programme
delivery to maximize impact of our interventions; and builds in early recovery and risk reduction to ensure linkages to ongoing development programmes.
Exit Strategy
IMEP updated and leadership transferred fully to CO.
Decision to be taken in consultation with CO, RO (lead), GEC, HQ Divisions on resumption of a ‘regular country programme cycle’.
15
4. Sector: (Cluster) Coordination

First 24 hours
Action Considerations Responsible Consult/ Approval/

engage clearance
1. Contact/convene GCCs  CO to brief GEC and GCCs on current coordination CO PD N/A
mechanisms: DHR
o If cluster approach is already activated in CO Rep
country, which clusters do we lead/co-lead? EMOPS DD GEC
What capacity is already in place? (Geneva) and GCCU
o If not, what does UNICEF recommend for sector
leadership role for CO and for cluster activation?
 Contact global co-lead agencies for education (Save the
Children) and GBV (UNFPA) to discuss division of
responsibilities.
2. Initiate immediate deployment of  Immediate deployment of CCs - minimum deployment DHR Chief, HR in EMOPS GEC
CCs on a ‘no regrets’ basis (CCs CC for IM, WASH, nutrition, education, child emergencies CO
should be deployed within 48 protection, inter-cluster coordination. The rest will be RO
hours of emergency) context specific.Include Inter-agency Rapid Response PD
Mechanism (GCC).
 Deployed CCs act in an advisory role for limited
duration, and work with field teams to map needs.
 GEC can draft staff for this from CO staff already
involved in cluster coordination, IRT members, Cluster
RRTs and/or deploy GCCs.
 CO provides EPF funding/Budget Code for travel/DSA.
 Link HR SSOP #3
3. Determine CO role in  Agreement to activate cluster approach and/or assign CO Rep CO Section GEC
sector/cluster coordination and sector/cluster lead roles needs to be reached within HCT, Chiefs
identify immediate additional and signed off by ERC. GCCs/EMOP
surge requirements  Convene cluster partners by phone to discuss initial S
surge plans and key elements/ challenges in response RD/REA
that will require inter-agency actions PD
16
 Refer to EWEA Key Action # 2 ‘Internal-external emergency
coordination mechanisms and contacts’
4. Initiate deployment of CC surge  Based on recommendations made in previous step as part DHR Chief, HR in CO Rep GEC
of overall surge deployment plan. emergencies GCCs
 GCCs to liaise with DHR to recommend/review EMOPS
candidates against OSM list.
 Link HR SSOP #8, 9, 10
5. Provide HQ guidance on cluster  Briefings required on CLA responsibilities for CO Rep EMOPS, GCCs, inter- EMOPS None
coordination and staff managing in country CCs. cluster advisor and IM PPD
 Support CC management function including provision of expert CO Rep
latest guidance and tools.
 Request for CC registration in SRP online system sent to
OCHA as soon as individuals identified.
6. Determine management/  Determine line of representation for CCs in HCT via CO CO rep GCCs CO Rep
supervisory line for CCs, IMs, and Rep
inter-cluster staff  Ensure coherence between the IRT and CCs/ IM Officers
 Ensure management lines allow for CO Rep to have a
consolidated understanding of cluster/AoR issues to
represent at HCT
 Link to UNICEF Cluster Coordination Guidances for COs
7. Ensure CC function adequately  Link RM SSOP #5 CO Rep CO Section GEC
costed and included in resource Chief/GCCs/
mobilisation tool EMOPS/PPD
8. Agree on UNICEF role in  Ensure appropriate sector coordination mechanisms are CO Rep CCs GEC
sector/cluster coordination within established (and level of decentralisation defined), and CO Section
HCT UNICEF leadership accountabilities for the response are Chiefs
clearly defined and agreed by the HCT. GCCs
 Ensure CO Rep raises relevant cluster issues at the HCT EMOPS/PD
 Link HR SSOP #12 and RM SSOP #8
9. Establish data management system  Generic google CC/IM email addresses; contact list; EMOPS, GCCs, inter- CC CO Rep
[in coordination with OCHA] information collection forms (needs assessment formats, cluster advisor and IM GCCs
Data management system
4W); web platform. expert EMOPS
OCHA
10. Provide mentoring/support to CCs  Provide guidance and advice to country CC. GCCs and Cluster IM CCs GEC
17
 Ensure all incoming CC/IM staff have received the EMOPS
latest guidance and tools for CC function.
11. Agree and sign MoU on co-  Ensure clear division of accountabilities and tasks are CO Rep GCCs GEC
leadership arrangements and defined and agreed in MoU with any co-lead agencies. CCs
division of responsibilities
MoU co-leadership
12. Prepare initial cluster response  CO/CC to work with partners to draft cluster/sector Country Level CCs Programme GEC
strategy/plans strategy, initial targets, response plans (to feed into IA staff
Appeal). SAG/ Cluster
 Mandatory consultation with cluster in country and/or partners
Cluster Response Plans
GCCs on the IA Strategic Statement, Scenario Inter-cluster
Development, Humanitarian Response Plan and other coordination
interagency statements of needs forum
 Ensure integration of cross-cutting issues and inter- PD
sector/cluster linkages. GCCs
 HQ/GCCs to provide technical guidance and feedback
on proposed cluster strategy and targets.
13. Ensure CC function adequately  Decision should be made and applied consistently across CO Rep CCs GEC
costed and included in IA UNICEF led/co-led clusters/AoR on whether to have CO Section
plan/appeal CC costs as a separate project sheet or as a budget line Chiefs
in the sector sheet. PPD
 Link RM SSOP #8 EMOPS
14. Continue to advocate on behalf of  CCs to flag major funding shortages and capacity gaps CO Rep CO Section GEC
sector level needs at country and with CO Rep and HQ/GCCs. Chiefs, CCs,
global levels CO M&E
GCCs/PPD
EMOPS
15. Review CO capacity for CC  To identify any unfilled surge requirements and to see if CO Rep CCs GEC
function on a regular basis (using structure created needs to be adjusted as response DHR/GCCs
Cluster / Sector Coordination evolves. EMOPS
Milestone Monitoring Tool for CC  Ensure Cluster/AoR coordination capacity is reflected as CO M/E
function) part of the CO PBR.
 Cluster Approach Intranet page and Transformative Agenda Intranet page
18
 UNICEF Cluster Coordination Guidances for COs
 UNICEF Humanitarian Performance Monitoring Toolkit: Cluster / Sector Coordination Milestone Monitoring Tool
 The Humanitarian Programme Cycle, Version 2.0, IASC (July 2015)
 Inter-agency: Cluster Coordination Reference Module (July 2015)
 Inter-agency: Cluster Coordination Performance Monitoring

These SSOPs aim to formalise processes that have previously been applied in an ad-hoc manner. By having established steps and accountabilities for decision-making,
UNICEF will be able to ensure adequate coordination capacity in country in the event of a Level 3 emergency.
The critical step recommended in these SSOPs is the immediate deployment of CC and IM capacity to support all sectors/clusters where we have global leadership
accountabilities. With a Level 3 emergency, no matter what coordination structures are already in place, additional capacity will be needed. If it is later decided that
UNICEF will not lead in a particular area, the surged capacity can be withdrawn. While this approach implies a cost in terms of deployment, this is preferable to previous
approaches of waiting for country level decisions to be made on leadership and capacity gaps.
Linked to this is a more top-down approach to decide on the structure and capacity needed to support coordination arrangements. This has been consistently
underestimated, with additional capacity only requested once existing staff have been overwhelmed. For a Level 3 emergency, this approach is not adequate. Given
UNICEF’s global accountabilities under the IASC, the recommendation on cluster coordination surge and structure should be signed off by the EMOPS D1 Deputy
Director (EMOPS Geneva) and the GEC.
Exit Strategy
The SSOPs cover the critical steps of: deciding on sector/cluster leadership role, determining most appropriate structure for coordination, and ensuring that adequate
support is provided to the CO to develop its strategy for managing and exiting out of the clusters. Once these have been agreed, the follow-up actions are essentially the
routine functions of GC/HQ support to COs.
19
5. Sector: Human Resources

Business owner(s): DHR
First 24 hours
Action Considerations Responsibility Consult /engage Approval/
clearance
1. Provide support to  See HR checklist. DHR Chief HR DHR /CO/RO DHR
Staff Wellbeing, Safety  Link Security #1,6 and Operations #1 in Emergencies EMOPS/SMT Director
and Security CO Rep DFAM
2. Support deployment of  DHR to coordinate with EMOPS GEC DHR GEC
IRT on ‘no regrets’   EMOPS to release EPF $1 million for IRT deployment EMOPS EMOPS
basis, to be deployed  Minimum requirement for IRT deployment is: IRT Coordinator; CO
within 48 hours of supply/logistics; human resources; planning/M&E; operations; DFAM
emergency communications and relevant programme staff depending on nature of SD
emergency. Rest is flexible and depends on needs.
 See HR checklist.
 See sample ToRs for IRT
 Link IRT #2
3. Review CO staff  Review staffing level to deploy CO staff in affected areas and conduct a CO Rep & RO GEC
mobilization Plan preliminary assessment of staff/consultants /availability of housing facilities. Chief HR DHR
CO Staff Mobilisation Matrix
 Refer to EWEA Key Action # 10 ‘Staff Mobilisation table’ SD
 Link Cluster Coord #2, Communications #1 and Supply #7
4. Create OSM  List preliminary surge needs and circulate the OSM to all concerned (RO, CO, DHR Chief HR CO None
(Organisational relevant HQ divisions & EMOPS). in Emergencies EMOPS
Staffing Matrix)  Link Operations #12 and IRT#5 RO
OSM
SD
Tool: OSM
5. Review Regional Rapid  Identify staff within the region to be deployed immediately. Regional HR CO RD
Response Roster Chief DHR
6. Plan and hold  Ensure rolling PBR, to be repeated as required. RD EMT GEC
Programme Budget  Have a PBR within first month of emergency. Can be done by mail-poll.
Review(s) (PBR)
related to the
emergency
20
7. Consider ‘step aside’  See Annex to SSOP HR - Step Aside Protocol. ED RD(s)/GEC ED
procedure as required  Link GEC #4 DEDs/EMOPS
DHR
8. Coordinating with  Identify SURGE needs for initial three months. DHR Chief HREMOPS DHR
standby partners,  Travel visa for surge staff must be prioritised. in Emergencies
GEC Director
Geneva and CO to  CO must send regular updates on procedures for visa to HQ travel unit, EMOPS, EMOPS Chief CO
identify and facilitate EMT. IAHP RO
timely SURGE  Link Cluster Coordination #4, Planning SSOP #7 CO Chief HR ITSS
deployments SD
9. Obtain technical  Technical clearance will have been arranged in advance at headquarters or by DHR Chief HR EMOPS SBP Emergency
clearance for SURGE regional advisers to facilitate quick deployment. in Emergencies PD and relevant FP in PD
deployments  CO approves SURGE deployments within 24 hours. Divisions and other
 Link Security SSOP #11, ICT SSOP #8 divisions
10. Issue CRQ for SURGE  Issue CRQ to facilitate quick deployments of SURGE staff. CO Ops CO CO Rep
deployments (travel,  Preposition external personnel for SURGE assignments. Officer DHR
DSA costs, and  EMOPS to approve utilisation of $200,000 from EPF to increase DHR
backfills to releasing Emergency Unit capacity to facilitate deployments of international staff.
offices)
11. Develop template for   Automatic application of fast-track human resource procedures, as per DHR Chief HR CO DHR
fast track recruitment CF/EXD/2010-005: ‘Recruitment and staffing in emergency situations’. in Emergencies Director
of FT/TA and SSA  See Human Resources checklist.
12. Assist the design of  Consult with EMOPS cluster leadership on the design of the cluster management CO Chief HR PD GEC
cluster support within and support system. EMOPS
the existing CO  Link Cluster Coord SSOP #8 CO
structure
13. Review CO staffing  Assess the existing staff strengths of the CO for programme and operations to CO Chief HR CO/RO CO Rep
structure identify gaps. DHR/SD
14. Review SURGE needs  This will include receiving inputs from DOC, Supply, Finance, IT and all other CO Rep EMT/DHR GEC
for the first three divisions into the SURGE plan. SBP/RO
months PD/EMOPS
ITSS/SD
21
15. Provide CO SURGE  SURGE assignments clearance form should be signed before departure to ensure Chief HR in CO Programme None
assignment clearance PERs and end of mission handover notes are prepared and submitted to the HR Emergencies and Operation
form team in the CO. (DHR) Chiefs
 CO arranges travel and payments of DSA for SBP. SBP (Geneva)
CO Chief HR
16. Establish reporting  DHR to provide a simple format to CO to enable them to assess performance of CO Chief HR DHR CO Rep
structure for SURGE surge staff
staff within existing
organogram
17. Establish focal point at  DHR gives the web link to the deployment kit to SURGE staff to prepare them CO Chief HR CO Programme CO Rep
CO for security & prior to departure. and Operation
programme briefings  CO HR team to designate focal points for CO/programme specific briefings. Chiefs
for SURGE staff /SBP
deployments
18. Monitor SURGE plan CO/RO CO Chief HR CO Rep

and adjust as needed DHR/SD
19. Develop HR strategy  To implement the emergency response and recovery programmes including CO Rep CO HR Team CO Rep
approach to scaling down. DHR
20. Identify FT and TA CO Chief HR CO Head of CO Rep
recruitment needs Programmes
21. Manage FT and TA  See HR checklist. DHR Chief HR CO HR Team DHR
recruitment in Emergencies CO Head of Director
CO Chief HR Programmes CO Rep
DFAM
Related Procedures, Guidance, Rules, Policies and Regulations:
 Executive Directive CF/EXD/2010-005 dated 31 December 2010 will be applied to accelerate recruitment of TA or FT. The regular staff selection policy will be suspended and all
recruitment will be fast tracked to speed up recruitment of medium-term human resources needs of the CO.
 Human Resources in Humanitarian Action Intranet page
 Sick leave entitlements policy
 Checklist for Human Resources
 Annex on Step Aside Protocol
The management of the SURGE deployments is critical during the initial phase of the emergency response to ensure that the organisation has adequate human resources
capacity to scale up quickly. The transition between the SURGE period and longer term implementation of programmes is critical and needs to be planned in parallel. If this
22
is not well managed, it can have negative consequences on programme delivery and UNICEF reputation. The SURGE Plan includes both short and medium -term human
resources support to accelerate recruitment for FT & TA. The deployment of a dedicated IRT HR member will mitigate this risk.
Exit Strategy
The exit strategy needs to be built in to the scale-up framework of the programme to ensure that the CO structure will not be highly inflated, as this is not sustainable in the
long-run for the organisation. Given the high costs involved in downsizing of an office, developing a more realistic projection of the programme needs will be critical.
There is a need to carefully review the best modalities for contractual status during the scale up to ensure the exit strategy is incorporated in the design of the new office
structure.
23
6. Sector: Supply & Logistics

Business owner(s): SD
Objective: Support the CO and UNICEF’s emergency response with: i) rapid deployment of Supply and/or Logistics staff (including as a part of the IRT) and ii) implementation
of a Supply Strategy that supports the Response Plan. The main components of the Supply Strategy include:
 Supply plan
 Sourcing plan
 Logistics and distribution plan
 Roles of each office (CO/RO/HQ) and partners (e.g. WFP/UNHCR/WHO/etc.) contributing to the Supply Plan
 Supply and logistics staffing needs to support the implementation of the response and planned deployments
First 24 hours
Action Considerations Responsibility Consult /engage Approval /

clearance
1. Assess the initial situation  Conduct initial consultation with the CO Management SD Director CO Rep SD Director
 Contact Supply Logistics staff in the affected CO and respective RO. SD Deputy CO SL Manager
 Contact EMOPS for information. Director RO
 Organise a call of Supply/Logistics Directors of UNICEF,WFP, UNHCR, Snr. Emergency EMOPS
WHO Supply Mngr
 Contact Global Logistics Cluster Cell.
 Refer to EWEA Key Action # 11 ‘Supply and logistics emergency readiness’
2. Review SD internal  The coordination of L3 emergency will be led by the Emergency Coordinator SD DO N/A None
decision-making based on the DP for SD emergency coordination and management.
 Send email to SD Advisory Group Meeting communicating such review.
3. Estimate first wave supply  Propose the CO a first wave full charter with essential emergency supplies Snr. Emergency CO Supply GEC
requirements based on the “No Regrests” policy. Supply Mngr Manager
 SD International Transport Unit to book a 100Mtons charter to be leaving CO Programme
CPH within 48h SD DD-Supply staff
 Provide the CO with a draft list of supplies that might be required based on Chain for SD Director.
the estimated affected population. charter flights
 Consider need for fork lift to send with first supply wave on case by case
basis. If agreed, clarify how it will be financed.
4. Deploy SD management to  SD assesses with the CO the need for a support mission (SD Director or SD CO/RO SD Director
support the establishment Deputy Director with the Snr Emergency Supply Manager) to ensure Director/Deputy EMOPS/GEC
of a Supply & Logistics adequate S&L strategy that takes into account lessons learned, current Director –
Strategy supplies, workflows and tools. Supply Chain
24
5. Review status of  If required SD to trigger a fast tracked replenishment for the different SD Snr Emergency Chiefs of Chiefs of
emergency essential controlled hubs. Supply Mngr Warehouse and Procurement
supplies, and define Procurement Centres and
alternatives as needed Centres Warehouse
6. Establish the need for an 
During first weeks of emergency response all SD emergency focal points SD Snr. None None
Emergency room may sit in the same room to ensure an adequate procurement and logistics Emergency
response. Supply Mngr
 Invite contracted Freight Forwarders, as appropriate, to sit in the emergency
room.
7. Identify suitable Supply  SD Snr. Emergency Supply Manager and SD HR Emergency focal point to Supply CO GEC
Logistics staff to be liaise with CO SL Manager and identify the needs, ensure VISION is kept Community DHR SD Director
deployed as part of HR updated with movements/location of supply, review customs clearance Manager EMOPS SD Deputy
SURGE deployment in process to be sure it is documented and optimized, and (re)estalibsh relations SD Snr. RO Director
addition to the IRT wth relevant airport/seaport authorities in light of large increase of imports Emergency
 First wave of deployment would normally include Supply Planning Manager, Supply Mngr
Logistics Coordinator, Warehouse Specialist and Data Manager, but may
vary based on office configuration and scale of emergency needs.
 First wave should be deployed within 48 hours for an initial 3 to 4 weeks.
 Arrange for visa and initial flight bookings for staff potentially to be
deployed. Link HR SSOP #3
8. Finalise departure of first  Ensure first wave supply plane/charter reflects programme priorities and ship SD Snr. CO/EMOPS SD Director
wave supply plane within 48 hours. Emergency DOC/RO
 Include deployment kits if necessary/possible Supply Mngr International
First wave supply plane
Transport Unit,
Forwarder
9. Prepare future  The Supply Plan should be based on, and be part of, the overall Response SD Snr CO GEC
consolidated Supply Plan, Plan Emergency SD
based on draft supply  Support CO in the elaboration of the supply plan Supply Mngr
requirements  Collect supply requirements from CO, share with Procurement
Centres&TLC.
 Alert suppliers of emergency materials.
 Ensure supply activities (e.g. quantities, items, etc.) and plans are
documented for use by communication teams and resource mobilisation.
 Identify optimal shipping locations.
25
 CO to ensure that the supply plan and the corresponding logistics financial
needs are incorporated in any Flash Appeal (within the sectoral submissions
and within the logistics components).
10. Ensure CO/RO/EMOPS is  For consistency of policy. SD DO CO GEC
consulted if military asset RO
support is offered EMOPS
11. Support local procurement  Share emergency procurement practices. Snr Emergency CO SL Mngr SD Director
(according to the  Deploy (or plan deployment of) SD Quality Assurance staff to develop local Supply Mngr RO
configuration of the CO) procurement arrangements (if required).
 Share existing essential supplies standard through neighbouring procurement
arrangements.
12. Establish daily emergency  Every morning all SD emergency focal points, communication, shipping and SD ECU None None
meeting of all SD the warehouse manager will convene to analyse the response strategy.
emergency focal points  Immediately establish communication within SD on the situation and
requirements.
13. Establish Supply  Establish both Supply and Inventory dashboards SD MFSDU8 SD None
monitoring tools  Establish focal points with the CO for VISION data entry and maintenance CO CO
14. Keep UN and cluster  Contact Logistics Cluster Coordinator&partners to ensure coordination Snr Emergency EMOPS None
partners informed about  Debrief CO on GLC discussions. Supply Mngr
UNICEF Supply and  Initiate weekly call with heads of logistics of WFP, WHO and UNHCR.
Logistics response  Needs to be coordinated with EMOPS.
 CO Supply Focal Person to attend Logistics Cluster meetings CO Supply FP
15. Develop first draft of the  Update the Advisory Group Meeting and emergency focal point. Snr Emergency CO GEC
SD Emergency Response  Share with EMOPS/RO/CO. Supply Mngr RO SD Director
Supply Strategy as an  Link Planning SSOP #1
element of Response Plan
First Supply Strategy

16. Update the Supply/  Ensure the Supply Plan is updated by the CO and that sales orders are placed. CO SL Snr Emergency CO Rep
Logistics Strategy as part  Make sure that all internal and external reporting mechanisms are in place. Manager Supply Manager and/ or IRT
of Response Plan PD/RO/EMOPS Coord./GEC
17. Monitor the delivery of the  Maintain Supply/shipping table updated. Snr Emergency CO SL Manager None
supplies  Share the information with CO, RO, EMOPS and DOC. Supply
Manager
8
Supply Division Market, Financing and Strategic Data Unit.
26
18. Ensure the CO has  Support proper management of CIK. CO SL SD SD
adequate understanding of  Link RM SSOP #13 Manager PPD PPD
CIK (Contribution In PFP PFP
Kind) procedures EMOPS
19. Ensure adequate  Liaise with PFP, PPD and DOC to ensure adequate dissemination of needs SD KMU SD/CO/PPD CO/RO
communication to obtain for CIK of goods and services. PFP Snr Emerg.
CIK DOC Supply
Mngr
20. Support local or regional  Share existing essential supplies standard through neighbouring procurement CO SL Mngr RO None
procurement arrangements. Snr Emergency
 Ensure neighbouring COs LTAs are open for CO to access if required Supply Mngr
21. CO to initiate Supplier  According to the supply requirements of CO to evaluate local market (if CO SL SD-Quality None
surveys required) for commodities in the supply plan where no LTAs exist. Manager Control/
Contracting
22. Identify additional staff for 
Identify, clear and deploy logistics staff to UNICEF-managed programme CO SL Mngr RO CO Rep
recruitment clusters and/or CO if required. Supply Comm. EMOPS or/and IRT
 Deployments to be coordinated via HR. Manager DHR Coordinator
23. Continue updates on  Ensure internal information sharing (AGM, Emergency updates on the Snr Emergency CO SL Manager None
Supply and Logistics board). Supply Mngr
activities in SitReps and  Review SD internal strategy.
updates to OED  Weekly update to SD Director
 External updates on supply movement and pipeline to EMOPS/RO/CO/DOC.
24. Continuous updates of the  Ensure the Supply Plan is updated by CO and that re-orders and second wave CO SL SD Emg Coord CO Rep
Supply Strategy as part of orders are in place early enough to allow for most economical means of Manager RO/PD/EMOPS
Response Plan transportation.
25. Continue to monitor the  Keep supply/shipping table and dashboards updated. SD ECU CO None
delivery of the supplies  Share the information with CO, RO, EMOPS and DOC. SDMFSDU/ITU
26. Ensure the second wave  Ensure all future staff are recruited or available. SD ECU/HR CO/RO DHR Chief
deployments are ready DHR/EMOPS HR in Emer.
27. Continue updates on  SL Manager to share all relevant updates with CO SitRep focal point. CO None None
Supply and Logistics  Ensure internal information sharing (AGM, Emergency updates on the SL Manager
activities in SitReps and board). Snr Emergency
updates to OED  External updates on supply movement and pipeline to EMOPS/RO/CO/DOC. Supply Mngr
28. Reflection on emergency  SD to engage in lessons learned post completion of the L3 SD CO
supply/logistics response RO
27
upon completion or
extension of the L3
Procedures, Guidance, Rules, Policies and Regulations
 Supply and Logistics in Humanitarian Action
- Checklist for supply
- Emergency calculator
- Emergency Supply List
 UNICEF Financial and Administrative Policy
 Supply Manual, Chapter 10 (Emergency Section), and UNICEF on-line supply catalogue and on-line track & trace of supplies
Quick Reference Guide for procuring supplies via partners (PCAs) (forthcoming)
The major risks have been identified as:
a) Risk: Lack of availability of trained and experienced SL emergency response staff.
Mitigation strategy: SD has trained Supply and logistics (SL) staff in technical respective areas, developed a surge response database following required support and strengthened its
standby partners’ options with EMOPS. However specific emergency training is under consideration.
b) Risk: Local logistics service providers are affected by emergency/disaster and not able to provide services.
Mitigation strategy: CO have standardised multiple service providers LTAs to ensure adequate support to programmatic implementation
c) Risk: Lack of Logistics implementation capacity and high dependence on the Logistics Cluster.
Mitigation strategy: Establishment of a Logistics strategy at onset of emergency and ensure adequate funding for SL activities for adequate programmatic response.
d) Risk: Lack of sufficient funding to cover complex logistics operation
Mitigation strategy: Ensure inclusion of logistics budget in CO emergency response planning and appeal processes.
e) Risk: Lack of awareness of new Emergency Supply Logistics procedures.
Mitigation strategy: Supply Manual was updated and awareness established. SSOPs shared with all deployed staff.
f) Risk: Conflict or tension between surge responders and local staff.
Mitigation strategy: SD in collaboration with DHR, RO and CO identify and deploy adequate surge and ensure sustainable integration and coordination of the team. If required
deploy SD HR community focal point.
g) Risk: Monitoring and information sharing on supply and logistics movements.
Mitigation strategy: SD has created a new Supply/Logistics monitoring dashboard and organised a training. Information manager to be included in the first wave of surge to L3.
h) Risk: Lack of supplies at the onset of the emergency and delayed rapid assessment needs identification
Mitigation strategy: SD to support CO to identify a first full charter composition as a no regrets policy for L3
i) Risk: Impossibility to release commodities to partners through Vision, due to lack of acceptance of using VISION by all parties in the CO.
Mitigation strategy: SD has institutionalised deployment of VISION expert, undertake refreshment training prior to deployment, however the acceptance of using VISION by
UNICEF staff member is a burden to adequate activity implementation.
Exit Strategy
The main areas to consider in Supply Logistics exit strategy are:
 Ensure adequate long term new staff are recruited in time.
 Ensure exit strategy is clear about ownership of Supply manager function when response staff exit and hand-over to CO.
 Ensure all transactions are in VISION.
28
7. Sector: Operations
Business owner(s): DFAM
All the following exceptional procedures take effect upon pronouncement of a level 3 emergency status and last for the duration of this status as per guidelines contained under CF/EXD/2011-
001, dated 21 March 2011 – UNICEF’s Corporate Emergency Activation Procedure. These procedures are specifically for level 3 emergencies and do not replace any other guidance.
These procedures are a simplification of the existing UNICEF Financial and Administrative Policies to allow an effective response in level 3 emergencies.
First 24 hours

/engage clearance
1. Agree on need to  The GEC should decide, in consultation with relevant staff on the ground, whether an CO Rep CO GEC
deploy ‘Office in a box’ Office in a Box or accommodation needs to be deployed to the emergency location(s). EMOPS
(including  Discuss in first EMT if needed. SD
accommodation)  LTAs are in place for this purpose, managed by Supply Division.
 This decision has to be taken rapidly, and it has to be made clear how this will be
funded.
 Refer to EWEA Key Action # 15 ‘Finance and Admin Emergency Readiness’ and Key Action
#4 ‘Key elements of business continuity plan’ (CO Ops Manager, CO rep).
2. Review need for   If a temporary office is required, a CO can sign an office lease agreement, without CO Rep DFAM CO Rep
temporary or prior approval of DFAM, although consultation is encouraged, but it must comply CO FSA/ (Chief
additional office space with all of the following: Security Focal Admin)
o Consult with the regional office. Pont GEC
o Give preference to sharing premises with other UN agencies and/or office space furnished DHR
by host government while ensuring that cost sharing and security arrangements are agreed OSC PSA
upfront. UNDSS
o Obtain FSSS from the UN Department of Safety and Security (UNDSS) and
recommendations are made and achieved
o Ensure funds are available to meet the financial commitments of the lease and Minimum
Operating Security Standards.
o Use the UN standard lease agreement approved by UN Office of Legal Affairs.
o Sign lease agreements for a maximum of 12 months in the emergency locations.
Tool: UN Standard Lease o Have the lease reviewed by the contracts review committee (CRC) if it exceeds local CRC
Agreement
limits. If the value of the advance payment exceeds $70,000, it must also be approved by
DFAM (Chief Administrative Management).
o Promptly notify DFAM (Chief, Administrative management) of all such leases; a scanned
copy of the signed lease should be shared with AMS/DFAM as soon as possible (no
longer than 30 days)
 Ensure adequate office facilities (e.g. generators and air conditioners) and maintenance (e.g.
technical personnel, spare parts, and cleaning and security services).
29
3. Review the need for  UNICEF can set up a guesthouse (include hotel, stand-alone guest house, base camp CO FSA/SFP PSC CO Rep
temporary or setting, etc.) for staff on assignment or official duty travel, stand-by partners and PSA
additional guest house visitors if: UDSS
o Suitable accommodation is not available (from the Government or private rentals); or
o Staff need to be grouped together within compounds for security reasons.
 Where the security situation allows, and based on the security assessment and
clearance, staff on assignment or official duty travel, and/or stand-by partners, are
allowed to arrange for their own accommodation. In such cases, and where required
for security reasons, the Office should facilitate transportation support.
  If a temporary guesthouse is required, a CO can sign a lease agreement, without
prior approval of DFAM, although consultation is encouraged. The following should
be considered:
o Obtain FSSS from the UNDSS prior to signing the agreement and ensure the
recommendations are made and achieved.
o Projected one-time installation and operating costs and timeframe.
o In all situations, the daily rate for guesthouse accommodation must cover all operating
costs. The recovery mechanism should be preferably agreed amongst the UN Country
Team and communicated in a timely manner.
o Outsourcing the guesthouse management or deploying dedicated staff with
skills/experience in guesthouse administration.
o Where the security situation allows, and where financially feasible, give preference to
sharing guesthouses with other UN agencies while agreeing upfront on the cost sharing
and recovery mechanisms.
 In all situations, the lease agreement should follow the standard lease agreement
approved by UN Office of Legal Affairs.
 The signed lease agreement should be shared with DFAM (Chief, Administrative
Management) as soon as possible and within 30 days.
4. Assess the finance and  Assess the number and experience of current staff to handle the anticipated larger CO Rep DFAM CO Rep
administration workload. DHR
capacity of office staff  If necessary approach the RO as early as possible to request the temporary GEC
deployment of experienced UNICEF staff at the appropriate level including staff
member experienced in processing day to day activities(Finance, Admin., HR,
Supply, Programme Assistants).
 Office staff capacity must be re-assessed periodically and adjustments done timely.
5. Assign DFAM focal  For support and trouble-shooting to the emergency DFAM Comptroller
point
30
6. Adopt simplified  Processing of travel authorizations must be expedited for staff deployed in CO Rep DFAM CO Rep
procedures for travel emergencies. RO
arrangements   The office may issue manual TAs, communicated to the traveller and EMOPS
subsequently entered into the system. An email from the Representative/Operations
Officer/Director, authorizing the travel would be considered a valid travel
authorization.
  If a travel agency is not accessible, and for travel within the Country, traveller
can arrange travel with the airlines directly making all efforts to obtain lowest airfare.
Authorization to procure own ticket should be noted in the travel authorization (TA).
No travel should be undertaken without prior security clearance. Reimbursement
should be processed promptly upon arrival / return to the place of assignment.
 Offices (HQ, RO, CO) must expedite international travel arrangements for staff
deployed to emergency locations when requested. They should ensure that staff
obtain required clearances, adequate briefing on the emergency situation including
familiarity of the SSOPs, prior to departure.
7. Authorize and assign   Where the security situation permits, the Head of Office can authorize and CO Rep DFAM CO Rep
UNICEF vehicles for assign UNICEF vehicles (including motorcycles where applicable) for use by staff (Deputy
non-official use by staff members for official and non-official use: Director
members o  Where non-official use has been authorized by the Head of Office, the CO should Admin)
purchase a comprehensive insurance policy for vehicles that will be occasionally used for RO
this purpose. (Regional
Tool: Vehicle Indemnity o Staff members must reimburse UNICEF for using a vehicle for personal reasons based on
Form
Operations
a flat rate established for the duty station. This rate should include an estimated number Officer)
of kilometres per month and prorated cost of the insurance premium and fuel costs.
o The staff member must sign the Vehicle Indemnity Form (in Section D), indemnifying the
Organization for any loss of property or life while the vehicle is used for personal reasons.
o In all cases, the Head of Office must ensure that staff members have a valid driver license
and comply with locally established security and safety procedures.
  At the request of the Head of Office, the RO can authorize the transfer of vehicles
to emergency locations on loan or on reimbursable basis.
 Offices should have in place standby agreements with local suppliers for maintenance
and renting of equipment & vehicles and for fuel supply (including generators where
applicable) and where feasible, for outsourcing of temporary drivers.
8. Assess the operation of  The Deputy Director DFAM, Finance & Budget, must authorize the opening or CO Rep DFAM DFAM (DD
local banks closing of all UNICEF bank accounts, including the bank accounts for country RO of Finance
offices. An assessment of the creditworthiness of banks should be carried out prior to & Budget)
opening an account.
31
 Local bank accounts should be maintained at a level sufficient to cover only day-to-
day transactions, usually not exceeding the equivalent of one to two weeks' normal
requirements. The CO is not allowed to overdraw any of its current accounts.
  In instances where there are fewerfewer than three staff with delegated financial
authority, a single signatory bank account can be used, with DFAM approval.
9. Review budget  Budget allotments will be issued by DFAM in accordance with Business Continuity CO Rep DFAM CO Rep
allotments Plan – access to budgeting tool is ensured off-site outside NYHQ office hours. RO
 To accommodate the requirement for swift deployment of emergency teams, access to
the approved country allotment of EPF loans is provided to EMOPS (GEC) directly,
when such access is necessary. This access is:
o time-bound – allotments have maximum validity of 12 months and must be reimbursed as
soon as possible and latest 12 months after the expiry of the EPF allotment;
o up to a financial limit as defined in SSOP for Corporate Emergency Activation Procedure
in Level 3 Emergencies;
o The Head of Office is accountable towards the full reimbursement of the EPF loan.
  Cost recovery and requirements for payment of transportation costs by the donor is
waived for Contributions In Kind/CIKs (current policy requires a cost recovery for
Government donations and goods to be delivered to UNICEF free of cost).
 As per current policy, the Head of Office has the authority, with the agreement of the
responsible national authorities, to reallocate RR from approved activities and
supplies already in the country for emergency relief and rehabilitation operations as
follows:
o Where the annual RR allotment for the country programme is $2 million or more, up to
$200,000; or
o Where the annual RR allotment for the country programme is less than $2 million, up to
$150,000.
 The reallocation must be reported to the RO and the Directors, EMOPS and PD.
 The reallocation of Other Resources Regular, is to be done in consultation and with
the agreement of the donor.
10. Review direct or  If the system cannot be accessed directly or remotely for financial management and CO Rep DFAM CO Rep
remote access to accounting purposes, the Head of Office can: RO
UNICEF financial o  Revert to manual accounting systems to prevent delay. This includes the use of ITSS
management and manual forms, e.g. cash book, payment request, receipts vouchers, travel authorizations
accounting system and travel claims, available on the ‘Finance and Admin’ Emergencies Intranet page.
These must be signed by the authorized official, sent to the designated office (normally
Tool: Manual Accounting the safe haven) and should be recorded promptly;
templates o Delegate the financial management and accounting function to an office which has
sufficient capacity to handle the additional workload and complexity.
32
11. Review/ adjust Table  If fewer than 4 staff with delegated authority are available at a location, a minimum of CO Rep DFAM CO Rep
of Authority (TOA) for 2 staff must process any individual transaction, for purposes of segregation of duties, RO Comptroller
Segregation of Duties e.g. data entry vs approval or entering committing document vs payment. (where
and Internal Controls  If there is only one staff member, DFAM Comptroller’s Office should be notified and relevant)
Table of Authority
will provide guidance on internal controls.
 The Head of Office may delegate the authority to another office to manage specific
Tool: Table of Authority components or the full budget allocated to the office (e.g. on behalf of and at the
request of the Head of Office, allow SD to raise supply requisitions, DHR to create a
cost distribution for payroll purposes, and issue travel authorizations and where office
location is not accessible, allow another office to process financial transactions, etc.).
 Where required, consider providing financial authority to Immediate Response Team
(IRT) members and surge staff, including access to VISION.
 Review and amend the Table of Authority as appropriate. The TOA must document
all Authorizing, PO Releasing, Receiving, Certifying, Approving and Paying Officers,
whether the approval is done in VISION or on paper.
12. Assess the need to  The RD at the request of the CO Rep has the authority to endorse changes in the Posts CO Rep RO RO
change the and Organizational Structure (e.g. zone- & sub-offices). These include: DFAM
organisational o Creation of a new sub office GEC
structure o Closing of an existing sub office
o Change of office type
o Internal re-organization (section/unit)
o Establishment/abolishment/extension of programme funded posts
 The process of endorsing and approving changes in the organizational structure (such
as creation of new sub-office locations) takes into account simplified criteria for
physical presence of UNICEF at specific locations:
o Staff accommodation
o Political environment
o Security, logistics, infrastructure, socio-economic indicators and programmatic strategy
o Government capacity
o UN coherence and coordination
 The review and approval process takes into account changes to programmatic or
management results, strategies and activities. It may require adjustments to resource
requirements and revisions to the budget, including changes to the office, post
structure and/or non-post costs.
 Link HR SSOP #4
33
13. Review/establish  The Head of Office should assess level of operations to determine if Petty Cash or CO Rep DFAM CO Rep
process for managing Cash on Hand is required. RO
cash resources Petty cash accounts
 A petty cash account of up to US$1,000 may be established in each office, sub-office
and sub-location, at the discretion of the Head of Office. Petty cash must be kept
secure under lock and under the control of the custodian.
Cash on hand accounts (COHA)
 The request to open a Cash on Hand account must be sent by the Head of Office to
the Deputy Director, DFAM, Finance & Budget Section, which should include:
o Purpose / justification
o Location
o Custodian name
o Proposed ceiling based on security and local conditions
 A COHA is used when the banks are not operating or the petty cash account is
insufficient for cash needs. Cash on hand must be kept secure under lock and under
the control of the custodian. A COHA may be established if more than US $1,000 is
needed
 Decision to open a Cash on Hand account should be based on a systematic analysis of
risks and opportunities with appropriate action defined and taken to manage risks
identified and associated with maintaining a COHA.
 Safety and security of the custodian must be ensured at all times.
Third party cash providers
   Third party cash providers (including other UN Agencies and well-established
organizations) may be used to make payments or to replenish cash accounts with
approval from DFAM (Deputy Director, Finance & Budget Section). In situations
where there are no banking facilities, cash accounts must be replenished with
banknotes brought in from another area (another UNICEF country office in the region
or from well-established organizations).
14. Convene CRC  The Head of Office can change the way the CRC works to help expedite the review CO Rep CRC CO Rep
according to simplified process including:
procedures  Location: A sub-CRC can be convened at a zone office
 Composition: The Composition of CRC can be changed by the CO Rep to include as
members/alternates any appropriately experienced staff member that would have
joined the country office following the emergency
 Quorum of CRC: Must have three voting members even in emergency; but members
can be ‘polled’ to approve contracts. Other UN agency staff members can be included
as members of the CRC when getting a quorum proves difficult.
34
 The emergency submission must be submitted to the next meeting to be recorded.
 Frequency of meeting: As frequently as needed in an emergency.
 Changes in CRC composition should be recorded/ reported.
15. Manage change of Where offices have charged spending to one source of funding and need to move it to CO Rep DFAM CO Rep
funding source another, there are two processes: one for current year payroll and another for all other RO
spending.
Tool: Change of  For payroll, offices can update the cost distribution of a post (new WBS, grant and
funding source
effective dates), provided that the transaction is executed within the same fiscal year
and the grant has not expired.
 Other than those related to current year payroll, changes to the funding source of
financial transactions, including from EPF, will be facilitated by DFAM-Accounts.
The "Request to change funding source" template should be filled out and submitted
to DFAM-Accounts (Simon Cope, scope@unicef.org or Menaka Pokhrel,
mpokhrel@unicef.org).
 Changes to the funding source of commitments and disbursements is not permitted if:
o The final financial and narrative reports have been submitted to the donor; or
o The grant, or funding source or budgetary allotment, is financially closed (i.e. the final
donor statement is ready for issuance);
o Cash advances (DCTs) are partially liquidated.
 In all cases, the authorising officer of the receiving grant must approve and ensure
that the justification for changes to funding source is documented.
 DFAM Accounts will carry out the change in VISION on behalf othe reuesting office.
16. Ensure safety of staff,  If possible, with approval from DFAM (Deputy Director Finance & Budget), the CO Rep DFAM CO Rep
cash and financial office should hire a service provider for transportation, handling and disbursement of RO
assets cash, especially when cash must be disbursed outside of the main office. Options Security
might be money dealers, any traditional money service, a company, or even a bank.
 If cash funds must be transferred, the office should consider the following:
o Minimize the number of people who know about the transfer or storage of the funds.
o Plan carefully all movements of the money – from start to finish – with contingency plans
in case the plan agreed upon cannot be carried out due to unforeseen circumstances. Staff
security must never be compromised or put at risk.
17. Process CIKs  CIKs associated with emergencies must be given priority treatment. See Joint PPD DD SD DED
(Contributions In PARMO/PFP Fundraising Instruction (Nov/2013) that sets out parameters and DFAM Emergencies
Kind) procedures for implementing the aforementioned CIK policy. GEC
Tool:
 Executive Directive on UNICEF Policy on Contributions in Kind (CIK) issued in Nov/2013
Fundraising Tool: EXD on CIK  LINK RM SSOP #12
Instruction
35
18. Conduct spot checks  Re-assess financial risk and recommend corrective actions where applicable. CO Rep DFAM CO Rep
on financial,
accounting and
inventory records
These procedures are specifically for level 3 emergencies and do not replace any other guidance.
These procedures are a simplification of the existing Financial and Administrative Policy to allow an effective response in level 3 emergencies.
 Finance and Administration in Humanitarian Action Intranet site*
 Executive Directive on UNICEF Policy on Contributions in Kind
 Joint PPD/PFP Fundraising Instruction
 UN Standard Lease Agreement (approved by UN Office of Legal Affairs)
 Template: Request to DFAM for Change the Funding Source
 Vehicle Indemnity Form
 DFAM Templates and Forms (including manual forms)
To balance UNICEF’s objectives of rapid delivery and sound financial accountability, these Level 3 emergency procedures provide for options that:
a) Reduce the number of preventative controls, which speeds up the operational response but also increases risk.
b) Increase detective controls to mitigate the increased risk, which can be implemented once the immediate programmatic response is underway.
Exit Strategy
At the end of the Emergency level 3 status, normal internal controls as documented in UNICEF Financial and Administrative Policies to be reintroduced.
36
8. Sector: Implementation modalities

Business owner(s): FRG
First 24 hours
Action Considerations Responsibilit Consult Approval /
y /engage clearance
1. Liaise with  Liaise with the RC/HC, humanitarian clusters and national authorities responsible for Dep Rep CO CO Rep
national authorities coordination of humanitarian response to discuss required support from UNICEF as Section
and recall appropriate. Chiefs
partnership  Consider which programmatic options are most suitable for the emergency response. This
options can include orgasing the response with government, civil society (through PCAs, SSFAs,
and/or MoUs) or through UNICEF direct implementation modalities (using institutional
contracts, including with CSOs, service delivery by staff), etc.
 For partnerships with other UN agencies see here
2. Identify available If contingency PCAs/Programme Documents were signed as part of emergency preparedeness: CO Rep FRG CO Rep
CSOs & select the  Follow the agreed activation procedure to ensure timely onset of emergency response with PD
best approach to these partnerships. SD
deliver
humanitarian If the humanitarian response need to be complemented working with CSOs:
response through  Contact the Regional Office partnership management/HACT specialist for support in putting
CSOs9 in place a streamlined approach to partnerships with COs.
 Review available NGO rosters and update as required. Refer to EWEA Key Action # 9 ‘Mapping
Tool: PCA, SSFA, of potential partners’
Simplified Humantarian
Programme Document
 Consider the following existing options for formalising relationships with CSOs:
o Institutional contracts;
o Partnerships: (a) SSFAs (up to $50,000 in cash plus a transfer of up of three months
of supplies required for the emergency response, with no cap on value), (b) PCAs
using the Simplified Humanitarian Programme Document (Annex B of the UNICEF
CSO Procedure); (c) MOUs (no transfer of resources among partners);
 If the partnership modality is selected to work with CSOs, consider if the open (public or
closed) or direct selection approach is most appropriate to identify the CSO:
9
The UNICEF Procedure for Country and Regional Office Transfer of Resources to Civil Society Organizations (CSOs) (FRG/Procedure/2015/001), effective 01 April 2015, incorporates a
number of simplifications to fast track emergency response working with CSOs, in particular: a simplified programme document form for use in humanitarian situations (Annex B) and the
possibility to SSFAs for transferring supplies required for up to three months of humanitarian response (with no ceiling on value).
37
o
If more than one CSO is present / can be mobilised for the humanitarian response,
the office can consider using a short timeframed “closed” call for expression of
interest to solicit proposals from these CSO & select the one(s) providing the best
comparative advantage.
o A review of existing CSO may result in identification of only one present and able to
mobilise the emergency response with the required quality and timeframe (direct
selection).
 Additional consideration for selection include:
o Prioritize national and international CSOs registered in country;
o Ensure CSOs are assessed against core values and integrity before initiating the
partnership (done by HQ for INGOs and by CO for national CSOs), using Annex E
of the UNICEF CSO Procedure) 201506
Humanitarian response with CSOs vers7.docx
o Implementation can start without undertaking a micro-assessment even if an
assessment is required as per the UNICEF HACT Procedure (i.e. the partner is expected
to receive more than $100,000 during the year). In such cases, “high risk” is
assumed until the assessment is completed, triggering additional assurance activities.
 See details “Options&Considerations for working with CSO in Humaitarian Response”
3. Jointly develop the If there is an ongoing partnership with the selected CSO the following options are available: CO Rep CO CO Rep
humanitarian  An existing programme document can be revised to include the emenrgency interventions Sections
response (new outputs or new activities); this may be appropriate depending on the scale of the GEC
intervention with emergency; or
CSOs  A new programme document can be added to an existing PCA, using the Simplified
Humanitarian Programme Document (Annex B of the UNICEF CSO Procedure);
 When there is an ongoing SSFA with an CSO, this can be re-signed to cover up to $50,000 in
the 12 months period and the transfer of up to three months of supplies required for the
emergency response or a new PCA and Simplified Humanitarian Programme Document can
be signed with the partner.
 Activate the contingency PCA if in place, revise the workplan activiates and budget based on
actual scenario.
If the partner is a new partner the following options are available:

 Develop an SSFA to transfer up to $50,000 USD and/or up to 3 months of supplies required
for the emergency response (no cap on the value of supplies);
 Develop a new PCA using the Simplified Humanitarian Programme Document (Annex B of
the UNICEF CSO Procedure) where the cash transfer component exceeds $50,000.
38
If a CSO is to procure more than $2,500 worth of supplies, an assessment of the CSO's
procurement capacity is required. No additional procurement assessment is required if a micro
assessment or an EU/ECHO assessment10 exists. If these assessments do not exist, the CO can
complete the simplified financial management checklist (Annex IV of HACT Procedure) to
assess procurement capacities.
4. Adopt simplified  The composition, meeting modalities (in person/ online) and frequency of the Partnership CO Rep CO CO Rep
management of Review Committee can be adjusted as deemed necessary by the Representative. Sections
PCA reviews and  For new and existing partnerships, CO has the authority, with CO Rep’s sign off, to:
approvals within o  Use more than 1 SSFA for transfer of supplies in the 12 month period with the
the CO same partner where performance was satisfactory and based on an assessment of
risks.
o  Adopt a flat, uniform, percentage at any level up to 25% of programme
management costs instead of parsing through each relationship to determine
individualized percentages (the simplified humanitarian programme document
(annex B) is structured to allow for a flat rate).
o  Increase the threshold for partnership requiring review by PRC or replace review
by PRC with review by the Deputy Rep. before signature by the Representative.
o  The Representative has the authority to delegate signature of partnership
agreements, revising the existing practice as deemed necessary by the situation.
o The Representative has the authority to authorize transfer of cash for CSO
procurement over $2,500 required within the first 30 days of the response without an
assessment of the procurement capacity. Such a decision takes into account
UNICEF’s precious experience working with the CSO and the needs of the response.
However, the simplified procurement assessment has to be undertaken within 30
days and the results used to inform whether the CSO should undertake further
procurement using UNICEF funds.
 Simplified management of PCA reviews and approvals within the CO should be clearly
communicated by the Rep to all staff.
 All decisions must be documented for the sake of transparency and accountability.
5. Authorise selected  In line with the revised work plan. CO Rep PARMO CO Rep
implementing  UNICEF can commit to refinance original agreed activity after the emergency where PFP
partners to re- applicable.
programme unused
10
Partners listed here do not require an assessment: http://ec.europa.eu/echo/files/partners/humanitarian_aid/HPC-register_en.pdf;
http://ec.europa.eu/echo/files/partners/humanitarian_aid/fpa_partners.pdf
39
cash balances and
supplies
6. Disburse funds   The Head of Office is authorized to disburse funds to implementing partners with Direct CO Rep DFAMRO GEC
and/or provide Cash Transfers (DCT) outstanding for periods over 6 months but not exceeding 9 months. In
supplies to selected exceptional situations, authorization can be provided by the RD for disbursements to partners
implementing with reports outstanding for periods over 9 months.
partners   Where required, the Head of Office is authorized to release cash to implementing partners
for periods up to six months providing strengthened monitoring and assurance activities.
 As in the standard procedure, the Head of Office is authorized to re-programme unutilized
funds in the context of the revised work-plan priorities. The due date for the submission of
the FACE is extended for the duration of the agreed implementation period (three months or
exceptionally, up to six months).
 Where required and applicable, funds can be disbursed to an NGO’s offshore account
primarily when the NGO does not have a local bank account or local banking facilities are
not operational (payment to be processed through the Inter Office payment facility).
7. Follow-up/monitor 
Conduct regular meetings and field monitoring visits to review programmatic progress and CO Rep FRG CO Rep
implementation identify any adjustments which may be required. The minimum frequency is dependant on GEC
the risk rating and amount of cash transferred to partners as per minimum requirements of
the UNICEF HACT procedure.
 Consider use of third party monitors if access for UNICEF staff is constrained due to access
considerations, or to complement office capacities.
8. Conduct spot  Review accuracy of amounts rerportedon FACE forms against financial records in the office CO Rep DFAM CO Rep
checks on financial of the partner, and ensure follow-up of issues raised, as applicable. The minimum frequency FRG
and inventory is dependant on the risk rating and amount of cash transferred to partners as per minimum
records requirements of the UNICEF HACT Procedure.
 FRG/PROCEDURE/2015/001 UNICEF Procedure For Country And Regional Office Transfer Of Resources To Civil Society Organizations
 Simplified Humanitarian Programme Document and Simplified Report (Annex B of UNICEF CSO Procedure)
 Options&Considerations for working with CSO in Humaitarian Response
 UNICEF HACT Policy and HACT Procedure
 UNICEF Financial and Administrative Policy 5, Supplement 3 Cash Disbursements (under revision)
 Small-scale Funding Agreement Form
 Sample Contingency PCA Activation Protocols available in Working with CSOs Toolkit
40
As part of emergency preparedness activities, offices are encouraged to develop contingency PCA/programme documents that can be quickly activated when an emergency
occurs. During implementation of the emergency response, field monitoring and spot check are conducted by the Office in accordance with minimum requirements defined
in the HACT Procedure to allow prompt detection and correction of any issues related to programme and financial management.
Exit Strategy
On receipt of instructions of conclusion of level 3 emergency, CO inform the NGOs of specific simplifications of financial and programmatic policies and procedures
which no longer apply. New/revised programme documents are prepared for new or continuation of activities or those which had to be stopped due to the emergency. The
Office reviews and updates the table of authority and guidelines.
41
9. Sector: Resource Mobilization

Business owner(s): PPD, PFP, DFAM, DOC, SD, PD
First 24 hours
Action Considerations Responsibility Consult/ engage Approval

Clearance
1. Issue EPF (Emergency  Based on first information received, EMOPS will draft a short NFR and EMOPS CO ED
Programme Funds)  recommend a minimum no-regrets allocation of $4 million EPF to CO, with a Director RO
sufficient amount to be used to establish performance monitoring, information PD
EPF management systems and cluster coordination mechanisms PPD
 EPF clearance will be fast-tracked by mail poll (PD, PPD, and OED).
 GEC to consider using this EPF country allocation for acquisition of
immediate supply needs.
 Refer to EWEA Key Action # 12 ‘Mapping of potential donors’
 Link GEC SSOP #14
2. Issue Grants  PFP/PPD to urgently follow-up with DFAM Contributions Unit to ensure PPD CU CO Rep
grants are created in VISION as soon as contributions are received. PFP Budget
 Ensure that grants are accurately tagged against emergency appeals, as per DFAM CU
the Guidance Note for Coding and Tracking Funding against UNICEF 2015
Humanitarian Action for Children (HAC) Appeals.
 Remote access to VISION system in place so that grants can be processed and
issued as rapidly as possible (on holidays, weekends).
 Thematic funding to be issued on pledge basis in Level 3 response. (Process
to be approved and established.)
 Contributions from select government donors will be considered for revenue
recognition and budget issuance based on an email pledge to UNICEF ahead
of a signed agreement.
3. Appoint a dedicated  To manage and respond to requests and be proactive with donors in PPD CO CO Rep.
point of contact communicating issues of concern. DHR PPD Director
 Focal point to also work with PPD/PFP to ensure full spectrum of PFP
humanitarian financing resources (bilateral, global and country-based pooled GEC
funds) is tapped into. PD
 PPD/PFP to advise CO which donors might be interested and at what level to EMOPS
contact them.
42
4. Communicate  Funding update document produced by PPD EMOPS (EPF) PFP None
contributions pledged  Including updates on EPF (from EMOPS) and summary table on overall CO CO Rep (CO
and received from all budget implementation (from CO) budget
funding sources implementation)
directly to the CCs PPD emer. FP
 IA/Flash appeal serves as the main fundraising/appeal document. The HAC CO Rep RO (DRD) GEC
5. Develop and issue is subsequently issued/updated aligning funding needs with IA appeal, (Deputy Rep) PD
UNICEF Appeal highlighting UNICEF needs and establishing ORE planning target. EMOPS
(HAC) (if applicable)  UNICEF may issue HAC as the first/main appeal (a) in absence or delay of an PPD
IA appeal or (b) if the IA requirement/ amount needs a revision. CO to obtain PFP
RO/EMOPS clearance. DOC
 The HAC shoud be short (2 pages). In a level 3, speed should be prioritized SD
even if it means a 'good enough' document, for UNICEF to communicate
early on its plans and support required.
 The HAC conveys initial overview of the situation and a broad outline of
priority response actions, cross-cutting issues, immediate programmatic needs
and priority targets against CCCs, that justify the funding requirement.
 Ensure cluster coordination costs are factored into UNICEF appeal.
 HAC should be aligned with inter-agency appeals and plans.
 Decide who will draft the CO HAC (CO, RO or EMOPS). Draw on
programme capacity of RO and PD.
 Same as Planning SSOP #6. Link to Cluster Coord SSOP #7
6. Align country 
Revise programme results structure by aligning Outcomes/Outputs in CO Head of Field Results CO Rep
programme results VISION with the emergency response. In some cases new Outcomes/Outputs Programmes Group
framework in VISION are created and in other cases the CO can use existing ones.
with appeal to ensure  Required to allow immediate transfer of resources to CO.
accurate funds  Decision must balance ease of tracking and reporting on financial
monitoring implementation against the Appeal, simplicity for programmatic
implementation and coherence in terms of evolution of the CP.
7. Disseminate  Develop and disseminate key messages to donors. DOC Director PPD CO Rep
information to donors  Align fundraising approaches (message, quality funding, appeal ceilings) CO
based on common  Align funding targets of Humanitarian Action for Children (HAC)/IA EMOPS
humanitarian Appeals and PFP/EMOPS silent or underfunded emergencies list, if exist. PPD Director CO CO Rep
43
advocacy priorities  Link Advocacy SSOP #1 PFP Director RO
document
8. Develop Inter-Agency  See Planning SSOP # 8 CCs (CO level) CO/SAG/ GCCs/ GEC
Response Plan CO Head of Cluster partners/
Programme RO/EMOPS/PPD
PFP/PD
9. Draft and submit  Coordination at country level. CO Head of RO CO Rep
CERF proposals (and  Include funding for cluster coordination if needed. Programmes EMOPS
ERF if available) to PD
HC PPD
CERF Proposals
10. Update Financial  Montly update to FTS on funds received against the emergency appeal. FTS PPD CO None
Tracking System also receives information from donors, agencies and NGOs directly. COs to
frequently be copied on correspondence between PPD and FTS.
 FTS to receive sector-based reports from all countries with emergency
appeals on a quarterly basis. COs to send the information to PPD
Humanitarian Unit for processing and onward submission to FTS.
11. Produce/maintain  Funds tracking table to include funds received against the appeal, carry-over PPD CO None
funds tracking table budget balance, pipeline and utilization data. RO
Funds tracking table  PPD to produce funding updates that include funds received against the PFP
appeal, carry-forward budget balance, utilization and pipeline data.
 COs are encouraged to use this data for resource mobilization efforts as well
as humanitarian funds tracking and monitoringmonitoring.
12. Ensure Sector  Sectoral analysis, i.e. funds received and gap tracking, is required for all PPD CO None
Reporting emergencies. It is crucial that all COs ensure that their results structure in HQ
VISION is aligned with the emergency response (point 6 above). PFP
 The data from the result of the analysis can also be used for SitRep/HAC
monitoring and reporting.
 PPD/EMOPS to issue joint guidance note on how to report and track
humanitarian funding.
13. Identify any in-kind  If CIK involves military assets EMOPS needs to clear it. CO Rep SD/PPD SD/PPD
assistance (CIK)  If CIK involves any programme supplies not on the ‘emergency supply list’ PFP /PFP/
or in the CO’s supply plan, then their suitability/appropriateness should be DFAM DFAM
reviewed and cleared by relevant PD sectors. RO/PD Directors
 Consider waiver of cost recovery for CIK [link Operations SSOP #9] EMOPS
44
 Link Supply SSOP#18, 19 and Operations SSOP #10
14. Develop information  Share with PPD and PFP for donor follow-up accordingly. CO Head of PPD None
products for  Needs to be linked to overall advocacy plan. Programmes PFP
humanitarian  Many include local donor engagement table, infographics etc. EMOPS
advocacy and RO
fundraising
15. Issue periodic reports  Clear delineation between UNICEF-specific results and cluster achievements CO (drafts in EMT members GEC
(standard is 90-day, needed in all reports, based on HPMs. Word)/CO Rep
six months, one year)  Highlight funding gap for both UNICEF programmes and UNICEF-led (oversight)
reflecting results clusters. DOC (fine-tune
monitored through the  Establish capacity for production of the progress report (expertise needed in design/layout
HPMs publishing software). before
Periodic Reports distributing)
16. Issue financial 
The HAC appeal summary and details report should be used to track funding CO Head of FRG, PFP GEC
utilization reports (if received against the appeal as well as finanicial utilization. Programmes PPD
asked by donors)  Establish responsibility and frequency. EMOPS
 Recipient offices to ensure high level utilization of donor funding.
 Constraints and bottlenecks should be noted in cases of low spending.
17. Support OED  Using donor capital visits and special briefings for PRs in New York. CO Rep PD DED
engagement and  Refer to resource mobilization calendar of meetings and events to ensure PPD Director EMOPS Emergencies
influencing timely UNICEF engagement with donors. PPDPPD ED
 Resource Mobilisation calendar on donor engagement for a given crisis is part DOC
of the ad-hoc issued Targeted Fundraising document, jointly maintained by PFP
PPDPPD/CO. Additional RM calendar of meetings/events now maintained in
EMOPS SharePoint site for L2/L3 crises.
 CF/EXD/2004-012 In-Kind Assistance
 Resource Mobilization in Humanitarian Action
 Who does what in PPD
 Who does what in PFP [update link]
 SitRep templates for Level 3 emergencies
In a competitive fundraising environment, risk management in resource mobilization will involve the proactive sharing of credible and relevant information to donors and
partners (both at HQ and field levels), including clear UNICEF positions on difficult issues that may arise. Timely reporting on outcomes/results, value for money,
expenditure rates, and analysis of trends related to the situation of children and women, etc. will impact either favourably or unfavourably on donor funding.
Exit Strategy
Resource mobilization best practices will be incorporated into country office procedures and fundraising strategy.
45
10. Sector: Communication
Business Owner: DOC
First 24 hours
Action Considerations Responsibility Consult / Approval /

Engage Clearance
1. Assess communication  If support required on the ground, identify senior-level, emergency-experienced DOC Deputy CO GEC
capacity at CO and RO communication officer from IRT/ERT Director RO
level  Identify additional communication SURGE capacity (other than IRT) DHR
 Refer to Early Warning Early Action Key Action # 14 ‘C4D and EMOPS
communication readiness’ at CO-level (media contacts, spokespersons lists,
fact sheets, etc.)
 Establish coordination mechanisms and focal points between the CO, RO, HQ
and PFP, including the DOC emergency cell, and noting SitReps should not be
purview of communication staff.
 Carry out assessment of security and reputation risks of communications
activities, establishing and sharing security protocol
 Identify freelance photographer/videographer in country or region with prior
work experience with UNICEF and partners
 Assess telecommunications capacity for Skype video interviews and identify
ICT needs such as B-GAN and sat phone. Link HR SSOP #3
2. Ensure rapid digital  Even before an L3 is officially declared, digital media outreach can begin (e.g. CO Communica- DOC CO Rep
media outreach through Tweets). Refer to UNICEF Social media guidelines tions Officer
3. Arrange pre-  Pre-deployment briefings with DOC, EMOPS, PD, PFP and PPD. DOC DD EMOPS None
deployment briefings  Communication officer needs access to basic equipment for communication (SD for PD
purposes including laptop, smartphone, Skype, camera, video camera and b- procurement, PFP
gan, external hard drive, memory cards & sticks, two sets of headphones and ITSS for PPD
microphone, UNICEF t-shirt and cap for interviews. configuration) ITSS
SD
46
4. Collect information and  Identify UNICEF spokespersons for media interviews in consultation with the CO Comms CO Rep CO Rep (for
prepare key messages CO Rep. Include languages spoken, nationality and areas of expertise and share Officer DOC single
across UNICEF. EMOPS country)
Key Messages
 Draft talking points and brief UNICEF spokespersons for press interviews. PFP
 Acquire information from external and internal sources, including demographic PPD GEC (for
data on children, in order to prepare key messages, Q&As to be shared with RO multi
DOC, EMOPS, GEC, PFP, PPD and RO SD country)
 Ensure consistency of messaging and numbers (data) with major humanitarian PD
actors, especially Govt and OCHA.
 Liaise with Supply Division/Operations for supply updates.
 Link Advocacy SSOPs
5. Issue UNICEF  UNICEF statement/news note should be issued within 24 hours, aligned with CO Comms CO Rep CO Rep (for
statement advocacy messages, if any. Officer DOC single
 Statement should be shared with DOC, RO, PFP and PPD who will distribute to EMOPS country)
UNICEF Statement
National Committees, donors. RO Comms PFP
 Link Advocacy SSOPs Officer PPD GEC (for
if any regional RO multi
statements SD country)
PD
6. Prepare list of  Respond to initial and ongoing media queries and identify locations for media CO Comms DOC CO Rep (for
spokespersons and interviews officer PFP single
contact on-ground  Clarify procedure for sign-off of communications outputs with CO Rep, GEC DOC EMOPS country)
international media to and DOC emergency cell lead HPS
offer scene-setting  DOC to assist to map media presence and pitch (also via twitter) international RO GEC (for
interview correspondents and outlets, and wire agencies in country. multi
 DOC may assist in identifying appropriate hashtag(s) or create new one for the country)
emergency response.
List of Spokespersons  Establish focal point for logging media coverage, liaising with DOC emergency
cell to utilise global media monitoring services
7. Disseminate emergency-  In materials shared with media, ensure that quotes from Representative or CO Comms CO Rep None
related information to approved spokesperson are included and if possible, quotes from affected officer for local DOC
media and other population (mother/child). media/ DOC for PFP
partners (including UN  Update fact sheets, facts on emergency and response based on SitReps and global media EMOPS
agencies) reports from the field. RO
PPD
47
 Share interview highlights with DOC, PFP, EMOPS and ROs to avoid possible
confusion in messaging.
 Ensure information shared with media is aligned to humanitarian advocacy
messages. Link Advocacy SSOP
 Closely liaise with relevant UN agencies, partner communication officers, and
government counterparts responsible for communication to ensure coordinated,
coherent communication.
 UNICEF’s overall messaging should be complementary to the UN line
Aagreed with UNCT or OCHA.
8. Prepare external  Use the Global Communication Strategy and Global Humanitarian CO Comms CO CO Rep
communication for Communication & Public Advocacy Strategy (under finalisation) to guide officer RO
visibility and direction of external communication, including message development, story- DOC-
fundraising purposes telling techniques, and audience outreach and engagement activities. Digital
 Arrange via CO/DOC-Digital for video/photography/stories for external PFP
communication/advocacy/fundraising for international distribution to EMOPS
broadcasters and National Committees.
 Possible assets include blogs written by staff on the ground, briefings or
factsheets on key issues for children (e.g., protection, education), press releases.
 Liaison between Comms Officer and Reports Officer to ensure that key
messages, information in SitRep and Fact Sheet are consistent and accurate.
 Link Advocacy SSOP #1
9. Establish daily contact  Short, focused calls with clear agendas involving Country, Regional HQ (NY,
with HQ and RO SD and PFP) comms teams to agree storyplans, message iteration, HR issues,
communication teams potential risks etc.
10. Build/strengthen media  Logistical support will be needed to sustain communication work on the ground CO Comms CO CO Rep
relations and assist (vehicles, drivers, interpreters etc) in order to raise profile of children in officer RO
media in gaining access emergency. Where possible, offer media a place on missions carrying supplies DOC
to emergency area or going on assessment/ programme missions. PFP
 Assist journalists to get the story out but not at the expense of interference in
emergency operations.
 Negotiate with journalists/media that UNICEF can use published stories after
first publication, as well as use b-roll footage and photos.
 When in the field with journalists, also take photos that can be shared with
DOC and disseminated to NatComs through PFP.
48
 Coordinate NatCom media requests and prioritize NatCom media requests with
PFP.
11. Ensure visibility  Where appropriate, visibility items such as UNICEF T-shirts, caps, banners, CO Comms CO GEC
flags, stickers, etc. should be transported in at the start of an L3 crisis, along officer SD
with donor recognition materials (ECHO, DfiD, USAID, Japan etc).
 All UNICEF supplies should already be branded prior to arrival in the
emergency (e.g. Copenhagen).
12. Organise conference call  Organize regular (daily, weekly, bi-weekly) conference calls with RO/HQ and PFP Geneva RO PFP
with HQ, RO and the CO on comms issues. Communica-tion DOC Director
National Committees  Arrange conference call with National Committee to update them on the Officer GEC CO Rep
situation on the ground in support of their advocacy and fundraising efforts. EMOPS
 Identify with National Committee possible international dates and visibility
Conference Call with
opportunities to tie the emergency response to the global news agenda, as well
NatComms
as national journalists to target.
13. Identify suitable  Prepare handover note for new communication officer. DHR Chief HR CO DHR
communication staff to in Emergencies RO Director
be deployed for up to CO Comms DOC DOC
three months officer EMOPS Director
PFP
14. Continue to create new  Press releases, blogs, human interest stories and digital media to consider new DHR Chief HR CO DHR
content/angles to drive angles to keep the crisis in the public domain in Emergencies RO Director
donor support,  Organize donor, NatCom, Goodwill Ambassador and high-level visits (e.g. ED) CO Comms DOC DOC
including  Work with UN Communication Team to leverage outreach and raise visibility officer EMOPS Director
donor/NatCom visits to of the UN’s work PFP
keep the crisis at top of
the agenda
 Core Commitments for Children in Humanitarian Action (p. 44-45)
 Division of Communication core guidance on communication products and tools in emergencies
The in-country Risk Management Strategy should inform communication in emergencies. Country Office with support of DOC should pay particular attention to managing
reputational risks.
Exit Strategy
Responsibility for the communication function will revert back to the Country Office Communication Officer with ongoing RO and HQ support as needed.
49
11. Sector: Humanitarian Advocacy
First 48 hours
/engage clearance
1. Initial Advocacy priorities 
GEC/EMOPS Director/ RD/ DOC/CO Rep/ IRT Coordinator discuss CO Rep OED/RD GEC
discussed and agreed initial advocacy points EMOPS Dir.
 Informs immediate messaging by CO, RO and HQ Communications IRT Coord.r
and feed to programmes and communications as appropriate DOC
2. Discussion in EMT on  Agree on CO/RO/HQ leads for developing advocacy strategy and agree CO Rep RD/RO GEC
Advocacy Strategy on timelines GEC Secretariat EMOPS Dir.
 Advocacy strategy to include advocacy priorities and plan of action EMT/DOC
 Ensure advocacy priorities are reflected in UNICEF communications as
Advocacy Strategy appropriate.
 See advocacy strategy template [attached] and advocacy “golden rules”
[attached]
 Link Communications #8 and RM SSOP #7
3. Revisit and Update Advocacy  Advocacy priorities do not remain fixed and priorities to be adjusted as CO Rep RD GEC
Strategy regularly as needed and when context changes or issues emerge. GEC Secretariat EMOPS Dir.
 Advocacy strategy should be standing agenda item in EMT EMT/DOC
These procedures are designed for more effective humanitarian advocacy (public and private) towards common Humanitarian Outcomes:
 Advocacy Toolkits http://intranet.unicef.org/pd/pdc.nsf/0/ba8fe1ed01f2ad4085257537006cc904?OpenDocumentAdvocacy Toolkit
Checklist for advocacy
 Advocacy strategy template
 Golden Rules on Advocacy
 Further guidance is forthcoming on Communication and Public Positioning in Humanitarian Advocacy
Lack of corporate policy and accountabilities on advocacy creates risks to UNICEF programmes and reputation, especially in the urgency of emergencies. These simplified
procedures are intended to fill this void and guide public and private advocacy at all levels.
Exit Strategy
Advocacy becomes the responsibility of a small team supporting the Representative at country level, including relevant sections. Focal points from task force can support,
as needed.
50
12. Sector: ICT

Business Owner: ITSS
Procedures: The below are identified as key actions to ensure a rapid and efficient emergency response in the area of ICT. Many of the outlined actions build on existing ICT
emergency preparedness guidelines, as specified in the ITSS Emergency ICT Checklist (on IT-Explorer/Emergency Portal). In situations where the country office installations
and staff are directly affected by the emergency, primary responsibility for actions indicated as country office ICT responsibility below may be transferred to Regional Chief
of ICT (RCICT).
First 24 hours
Action Considerations Responsibility Consult / Approval
engage /clearance
1. Conduct a quick ICT assessment  If access to emergency location is difficult, seek to obtain information CO ICT RCICT CO Ops
and share information with about ICT status and gaps from non-ICT staff visiting area or from other manager (Regional officer
CMT, RCICT and ITSS agencies. Chief of ICT)
emergency focal point
Tool: ICT Assessment
If UNICEF CO is directly affected, inaccessible or under threat:

2. Support office BCP plan  Initiate BCP and have relevant form signed by head of office. CO ICT RCICT/HQ CO Ops
 May require contracting of local ISP and/or use of back-up manager ITSS officer
communications tools such as BGAN, Thuraya IP or other satellite
communications.
3. Assess need for implementation  Shadow office can be UNICEF office in neighbouring country. RC ICT HQ ITSS GEC
of “shadow” office for hosting of
essential CO ICT services
4. Implement security  In interagency radio networks, this task may be handled by lead agency. CO security CO ICT CO Ops
communications procedures/  Link Security SSOP #3 focal point/ manager officer
radio-check (HF/VHF radio officer
communication system,
satphones, etc.)
5. Ensure incoming surge staff and  Voice and data-connectivity options include local service providers (if CO ICT HQ ITSS CO Ops
personnel travelling to affected operational), other UN agencies’ services, BGAN, Thuraya IP and other manager for officer
area have access to voice, data- mobile satellite communications, etc. in-country
connectivity and security-  Ensure newly recruited staff have access to laptops travel. RCICT
communication options  Provide surge and IRT staff with access to smartphone (if services for travel to
available in emergency location). country.
51
 Link to Supply SSOP #8
6. Initiate regular ICT SitReps for  SitRep typically daily in early phase of emergency, then bi-weekly or CO ICT RCICT CO Ops
sharing with CMT, RCICT and weekly as required. Simple format should be used: period covered; main manager officer
HQ ITSS actions taken (services, procurement, staffing); major gaps and constraints
(services, procurement, staffing); immediate and longer term plans;
interagency ICT activities; etc.
Tool: ICT SitReps  Sample SitReps available under the “Coordination” tab in the
“Emergency Response Guidelines” page of ITSS Emergency Portal.
7. Alert UNICEF ICT service  Alert global, regional and in-country suppliers and include possible HQ ITSS CO ICT None
providers that emergency scenarios, services required, estimated number of locations, timeframe, Director / manager/
services may be required etc. RCICT / CO RCICT / HQ
ICT manager ITSS
(at respective
levels)
8. Identify emergency ICT staff to  The IRT may include an ICT/telecoms expert. RCICT HQ ITSS/ CO Ops
lead and support UNICEF ICT  Identify additional surge capacity needed (to be deployed by DHR) DHR officer
response  Take advantage of ITSS and DHR roster of internal and external
emergency ICT trained staff.
 Link HR SSOP #9
9. Initiate in-house and interagency  Teleconferences are typically held at least twice a week in the initial stage, HQ ITSS CO ICT CO Ops
ICT coordination then weekly or as required. The RCICT typically also holds weekly Director manager / officer
teleconferences conference calls with ICT staff in surrounding countries, in order to keep RCICT
them alert and informed of the situation, in case support is needed for the
emergency country.
10. Participate in local and global  If local ICT working group does not exist, consider initiating (TOR for CO ICT RCICT CO Ops
interagency ICT coordination local ICT working group available on Oneresponse.info) manager officer
meetings; seek to identify
opportunities for interagency
shared ICT services
11. Prepare ICT Response plan and  For quick delivery: order standard UNICEF equipment, preferably from CO ICT RCICT/HQ CO Ops
budget Supply Division’s Emergency Supply List; use emergency SO option; manager ITSS officer
Tools: ICT Response Plan
order complete kits.
 Consider requesting ITSS emergency kits pre-stocked in Copenhagen.
Tools: ICT Budget  Link Supply SSOP #16
52
12. Implement file sharing solution 
File sharing solutions can be a local shared drive or MS CO ICT RCICT / HQ CO Ops
OneDrive/Sharepoint for MS Office documents. In addition, an FTP or manager ITSS officer
WeShare are recommended for pictures/videos.
13. Ensure fast-track of requests for  As appropriate, agree on higher priority ICT Service Level Agreement HQ ITSS RCICT/DHR CO Ops
assignment of email and intranet (SLA) for all other service requests by the affected CO. Director officer
access for new staff and  E-saf (Standard Access Form) requests from emergency office to be
consultants immediately flagged and prioritized.
 Emergency GHD numbers: Help Desk Officer: +1- 917-605-1601 and
Help Desk Manager: +1- 917-605-1816
14. Determine additional ICT  Take advantage of ITSS and DHR roster of internal and external RCICT CO ICT CO Ops
staffing requirements and emergency ICT trained staff as well as local ICT roster (if available) manager/DHR officer
initiate action to obtain  Link HR SSOP #18
necessary staff (second week)
15. Provide key UNICEF users with  Consider requesting emergency telecoms response kit from ITSS in-house CO ICT RCICT/HQ CO ops
corporate network access; pre-stock manager ITSS officer
implement core UNICEF
information systems and
associated infrastructure to
support the operation.
16. Perform follow-up ICT  Assessment tools available in ‘ICT emergency toolbox’ on ITSS CO ICT RCICT/HQ CO ops
assessment to determine gaps in Emergency Portal. manager ITSS officer
longer-term response

The ITSS Simplified Standard Operating Procedures for Level 3 emergencies build on the ICT component of the CCCs as well as current ITSS policies and procedures
related to emergency response and business continuity, including ICT Guidelines & checklist, ICT Assessment templates, ICT Budget tools, TOR for Interagency ICT
working group, etc. Latest versions of the tools mentioned in the SSOP document are available in ITSS emergency portal (ref. Response page):
ITSS Emergency Portal

The major risks have been identified as:
1. Risk: Lack of availability of trained and experienced ICT emergency response staff.
Mitigation strategy: UNICEF trained responder staff is available from various standby partners and can be used for support roles; however for ICT manager role,
UNICEF staff will be required.
2. Risk: Local service providers affected by emergency/disaster and not able to provide services.
53
Mitigation strategy: Import UNICEF telecoms response kits to ensure back-up connectivity.
3. Risk: Delays in procurement of ICT equipment due to CO procurement being overwhelmed.
Mitigation strategy: Consider outsourcing procurement of ICT equipment and services to RO or ITSS.
4. Risk: Delays in importation and licensing of IT and telecoms equipment.
Mitigation strategy: Raise license and importation issues to interagency level and have local ICT working group/Emergency Telecoms Cluster group approach local Govt.
telecom authorities with import/license requests.
5. Risk: Quantity of ICT equipment does not reflect actual needs based on office’s staffing.
Mitigation strategy: CO ICT Manager to work closely with CO Operations officer to ensure matching between expected staffing levels and ICT requirements. (There have
been emergencies where CO ordered too much ICT equipment and it was left unused.)
6. Risk: Conflict or tension between surge responders and local staff.
Mitigation strategy: CO Ops Officer and RO ICT Chief to establish clear reporting lines and responsibilities.
7. Risk: ITSS pre-stock not replenished after shipment to CO.
Mitigation strategy: ITSS will only commit to ship from pre-stock after receiving adequate budget for reimbursement, alternatively written commitment from CO Rep or
GEC.
Exit Strategy
The main areas to consider in ICT exit strategy are:
 Ensure exit strategy is clear about ownership of ICT manager function when response staff exit and hand-over to longer-term staff.
 Ensure Office Profile and ICT inventories are updated with equipment imported as part of emergency response.
 Ensure equipment with recurring costs (such as satcoms) is incorporated in CO inventory and budget.
 Ensure office data-connectivity is resilient and adequate.
 Ensure local and global contracts for telecoms and ICT services are formalized and budgeted for.
54
13. Sector: Staff Security and OPSCEN

Business owner(s): Security/ OPSCEN
First 24 hours
/engage clearance
1. Establish location and safety of CO N/A
UNICEF staff and dependents in  Confirm safety and whereabouts of all staff and dependants. CO Secuirty UNICEF
emergency location  Maintain updated Emergency Contact List of CO staff&dependants with Advisor (SA) Principal
updated contacts. Ops Officer Security
 Check TRIP to identify visitors, staff out of country or current mission Advisor
on-going in country. (PSA)
 GPS for office locations and preferably staf residences. GEC
 Communicate to OPSCEN staff/dependants status and updated list. RO
HQ
 Contact CO to confirm safety and whereabouts of all staff&dependants
 Notify Principal Security Officer, Security Coordinator and keep them OPSCEN
updated of developments
 Refer to Early Warning Early Action Key Action # 3 Security Checklist
 Link HR SSOP #1 and Operations SSOP #1
2. Identify dependants and non-  CO Rep identified non-essential staff beforehand. CO Rep/SA PSA
essential staff that can be  Identify Safe Haven locations. Security RO
relocated/evacuated11.  DHR informed of potential relocation/evacuation. Focal Point
(SFP)
Ops Officer
3. Establish primary and alternative  Determine best means of communication and alternate system. CO Security Office of
means of communication to  If feasible, establish an in-country crisis management centre. Advisor/SFP Security
emergency location (if different  Have dedicated line for routine message traffic if normal communications Ops Officer Coordinator
from CO) are destroyed/degraded. (OSC)
 Link to ICT SSOP #4 ITSS
OPSCEN
4. Establish communication  Determine most reliable and back-up means of communication. Ensure OPSCEN PSA N/A
modalities between HQ, RO and that OPSCEN has tested and maintains these modalities. CO SA ITSS
CO SFP UNOCC
11
Relocation (within the country) is determined at the country level. Evacuation (outside the country/applies to international staff and their dependants only) is determined by the Under
Secretary General (USG) of the UN Department of Safety and Security (UNDSS) on behalf of the UN Secretary General.
55
 Identify focal points and create mailing lists for exchange of critical Ops Officer
security information.
 Establish protocols and/or lines of communication for sharing time-
sensitive information with other 24/7 UN centres (e.g. UNOCC, UNDSS,
DPKO, etc.) as needed.
 Link ICT SSOP #1, 3, 4
5. Analyse the security situation and  Obtain SRA and other relevant security documents. CO Rep PSA DSS (HQ/ EMOPS
determine security posture for  Consult CO and Regional Security Adviser (RSA) on developments/ Country) Director
UNICEF updates on the ground. RO RSA or
 Liaise with UNDSS DRO and C/SA for additional information. SFP
 Analyse threats, vulnerabilities, risks, appropriate mitigating measures CO SA/SFP
and identify residual risk to UNICEF operation. OPSCEN
 Determine appropriate security posture for UNICEF and provide
programme delivery options.
 Advise planning team on minimum requirements e.g. MOSS, RSM and
other mitigating measures that impact operation.
6. Alert Staff Counsellors  Define best location and modatlity to provide support to staff. PSA DHR none
 Link HR SSOPs #1
7. Ensure 24/7 tracking of events and  Consolidate real-time security information from diverse sources, OPSCEN PSA N/A
trends with implications for including UNICEF/UN, news media, security information/analysis RO/CO
security of staff sources and social media; HFSS
 Disseminate alerts and advisories, as appropriate.
8. IImmediate follow-up of critical  Immediately notify Principal Officer, Security Coordination and other key OPSCEN EMOPS Dir N/A
security incidents (or increased security staff at HQ, RO and CO levels; PSA
risk of critical security incident)  In case of situation requiring medical evacuation, facilitate coordination RO
between UNICEF staff and external partners to accelerate the process; CO
 Maintain log of actions taken.
9. Support tracking of staff  Initiate OPSCEN L2/L3 staff tracking protocols to reflect changes in staff OPSCEN DHR N/A
movements in and out of country numbers and locations (as per agreed frequency); RO
 Develop maps of staff locations and numbers CO
10. Provide short-term surge Security  Regional Security Adviser to provide immediate surge. RO Security CO
Officer until recruitment of  OSC to provide Security Advisor if none available within region or Advisor DHR PSA
Security Adviser in line with Security ERT Advisor. RD CO Rep
overall SURGE deployment plan  Assessment of scale and duration of security support to be conducted by EMOPS Dir
surge advisor.
56
11. Recruit/deploy Security Advisor if  Alert OSC if additional security capacity/recruitment of a security advisor CO Rep RO CO Rep
needed is required or the possible deployment of the Scurity ERT Advisor CO SA/SFP DHR
 Identify suitable candidate. Ensure technical clearance as agreed through PSA
Inter-Agency Security Management Network (IASMN).
 Deployment to be done via DHR. Link HR SSOP #9
12. Identify security equipment needs  Liaise/follow-up with Supply Division to order equipment (e.g. personal CO SA/SFP OSC PSA
for CO protective equipment, armoured vehicles) and ensure delivery in country. RO
 Link Supply SSOP #8 Logistics
13. Determine rotation/relief of surge  Assessment done by Surge Security Advisor to determine need. CO SA/SFP OSC/RO/ CO Rep
security adviser CO/GEC PSA
14. Determine if the residual risk level  Programme criticality assessments are mandatory in situations where the CO Rep UNCT ED via
in country requires an inter-agency residual risk is ‘high’ or ‘very high’ as defined in the Security Risk EMOPS OSC OED for
Programme Criticality (PC) Assessment (SRA), and it is beneficial also in ‘medium’ residual risk (HPS, HFSS) GEC all PC1
Exercise to be conducted situations. See Programme Criticality framework below. PSA activities
 PC assessments must be done at the inter-agency level. RC/HC or
Tool: PC Framework
 Outcome of PC Assessment to inform decision-making related to SRSG
acceptable risk
15. Follow-up on the status of security  Medical clearances. DHR OSC CO
officer deployment  UNLP/visa applications. CO HR
16. Identify need for respite for surge  Determine intensity of the emergency and stress levels. CO Rep OSC Dir
security officer  Identification of a replacement Security Advisor. RO SA/SFP Security EMOPS
PSA Surge
Advisor
17. Identify lessons learned  Should form part of the post activity report. Security CO PSA
 Post activity report completed and submitted to OSC prior to departure. Advisor on OSC
Surge support
 Security in Humanitarian Action Intranet page
 Programme Criticality Framework
ERT Security Advisor can be deployed. The establishment of a stand-by list of appropriately qualified and trained security officers medically cleared in advance is critical
to provide emergency security officers in a timely manner (forthcoming). Without funding to allow for yearly medical clearances of the stand-by list security officers there
will continue to be delays in recruitment.
Exit Strategy
Emergency support ceases once Surge Security Officer is withdrawn or the CO establishes and recruits a permanent post.
57
14. List of Tools
Global Emergency Coordination IRT Human Resources
 Emergency Response Toolkit  IRT TOR Overall  Executive Directive CF/EXD/2010-005 dated 31 December
 ExDir 2011-1 on Corporate Emergency Activation  IRT Team Coordinator TOR 2010 will be applied to accelerate recruitment of TA or FT.
Procedure  IRT Communication TOR The regular staff selection policy will be suspended and all
 Core Commitments for Children in Humanitarian Action  IRT WASH TOR recruitment will be fast tracked to speed up recruitment of
(CCCs)  IRT Child Protection TOR medium-term human resources needs of the CO.
 GEC Terms of Reference  IRT Education TOR  Sick leave entitlements policy
 Draft TOR for IRT Overall  IRT Programme Education TOR  Checklist for Human Resources
 EMT and working level network ToRs  IRT Health TOR  Annex on Step Aside Protocol
 EMT Standard Agenda  IRT Nutrition TOR
 Exit Strategy template  IRT HPM TOR
 Annex on Step Aside Protocol  IRT Information Manager TOR
 Compedium of Best Practices: UNICEF approach to  IRT HR TOR
Comprehensive Risk Management and Due Diligence in  IRT Supply Chain Manager TOR
Complex and Hight Threat Environments  IRT OPS TOR
Planning, Programme Support, Performance Monitoring Cluster Coordination Implementation Modalities
and Evaluation
 Situation Report (SitRep) Template and CO QA checklist  Cluster Approach Intranet page and  FRG/PROCEDURE/2015/001 UNICEF Procedure For
 Humanitarian Planning one pager Transformative Agenda Intranet page` Country And Regional Office Transfer Of Resources To
 Model Terms of Reference: Level 3 and major Level 2  UNICEF Cluster Coordination Guidances for Civil Society Organizations
Emergencies -- Timeline Exercise COs  Simplified Humanitarian Programme Document and
 Inter-Agency Standing Committee Need Assessment  UNICEF Humanitarian Performance Monitoring Simplified Report (Annex B of UNICEF CSO Procedure)
Guidance and Tools Toolkit: Cluster / Sector Coordination Milestone  Options&Considerations for working with CSO in
 The Humanitarian Programme Cycle, ver.2, IASC (July Monitoring Tool Humaitarian Response
2015)  The Humanitarian Programme Cycle, Version  UNICEF HACT Policy and HACT Procedure
 Multi-Sector Initial Rapid Assessment (MIRA): Guidance, 2.0, IASC (July 2015)  UNICEF Financial and Administrative Policy 5,
IASC (Revised July 2015)  Inter-agency: Cluster Coordination Reference Supplement 3 Cash Disbursements (under revision)
 Consolidated Appeal Process (CAP): UNICEF Checklist Module (July 2015)  Small-scale Funding Agreement Form
2011 for Country Offices, Regional Offices and  Inter-agency: Cluster Coordination Performance  Sample Contingency PCA Activation Protocols available in
Headquarters (Working Document- revision ongoing) Monitoring Working with CSOs Toolkit
 Response Plan Guidance and Template including Target
Population Calculator
 Humanitarian Performance Monitoring Toolkit: Indicator
Guide
 Template ToR for field monitoring
Communications Operations Supply and Logistics
58
 Core Commitments for Children in Humanitarian Action 
DFAM Simplified Standard Operating  Checklist for supply
(p44-45) Procedures (SSOPs) in Level 3 Emergencies  Emergency calculator
 Media and Communications in Humanitarian Action:  Executive Directive on UNICEF Policy on  Emergency Supply List
Tools and Resources Contributions in Kind  UNICEF Financial and Administrative Policy
 UNICEF Video Production Guidelines and Web photo  Joint PARMO/PFP Fundraising Instruction  Supply Manual, Chapter 10 (Emergency Section), and
Guidelines  UN Standard Lease Agreement (approved by UNICEF on-line supply catalogue and on-line track &
 UNICEF Brand Toolkit UN Office of Legal Affairs) trace of supplies
 Template: Request to DFAM for Change the  Quick Reference Guide for procuring supplies via
Funding Source partners (PCAs) (forthcoming)
 Vehicle Indemnity Form
 Template: Table of Authority
 Simplified Financial Management
Assessment
Advocacy Resource Mobilisation Security/ OPSCEN
 Advocacy Toolkits  CF/EXD/2004-012 In-Kind Assistance  Security Toolkit
http://intranet.unicef.org/pd/pdc.nsf/0/ba8fe1ed01f2ad4085  Resource Mobilization in Humanitarian Action Security in Humanitarian Action
257537006cc904?OpenDocumentAdvocacy Toolkit  Who does what in PPD
 Checklist for advocacy  Who does what in PFP
 Advocacy strategy template  Response Toolkit
 Golden Rules on Advocacy  SitRep templates for Level 3 emergencies
 Further guidance is forthcoming on Communication and
Public Positioning in Humanitarian Advocacy
ICT EWEA Key Actions
 ITSS Emergency Portal  Key Action # 2 ‘Internal-external emergency  Key Action #11 ‘Supply and logistics emergency readiness’
 coordination mechanisms and contacts’  Key Action # 12 ‘Mapping of potential donors’
 Key Action # 3 ‘Security Checklist’  Key Action #13 ‘Results-based performance monitoring in
 Key Action #4 ‘Key elements of business humanitarian situations’
continuity plan’ (CO Ops Manager, CO rep).  Key Action #14 ‘C4D and communications’
 Key Action #5 ‘Humanitarian scenarios for  Key Action # 15 ‘Finance and Admin Emergency
priority risk and UNICEF response plan’ Readiness’
 Key Action #6 ‘Who does what in first 72 hours  Key Action #16 ‘Education’
of emergency in CO context’  Key Action #17 ‘Child Protection’
 Key Action # 7 ‘Baseline data and Inter-agency  Key Action #18 ‘Health’
needs assessments’  Key Action #19 ‘WASH’
 Key Action # 9 ‘Mapping of potential partners’  Key Action #20 ‘Nutrition’
 Key Action # 10 ‘Staff Mobilisation table’
59
ECHA Executive Committee on Humanitarian Affairs
15. List of Acronyms
EMOPS Office of Emergency Programmes
EMT Emergency Management Team

AoR Areas of Responsibility
EPF Emergency Programme Fund
AGM Advisory Group Meeting (Supply Division Management)
ERF Emergency Response Fund
BGAN Broadband Global Area Network, Inmarsat high-speed data
mobile satellite service ERM Enterprise Risk Management
CC Cluster Coordinator ERT Emergency Response Team
CCCs Core Commitments for Children in Humanitarian Action FRG Field Result Group
CEAP Corporate Emergency Activation Procedure FT Fixed Term (Appointment)
CERF Central Emergency Response Fund GCC Global Cluster Coordinator
CIK Contribution in Kind GCCU Global Cluster Coordination Unit
CMT Crisis Management Team GEC Global Emergency Coordinator/Coordination
CO (UNICEF) Country Office GMA Governance, UN and Multilateral Affairs
CP Country Programme HAC Humanitarian Action for Children
CRC Contract Review Committee HACT Harmonized Approach to Cash Transfers
CSO/CBO Civil Society Organization/ Community Based Organization HCT Humanitarian Country Team
DFAM Division of Financial and Administrative Management HFSS Humanitarian Field Support Section (within EMOPS)
DHR Division of Human Resources HPS Humanitarian Policy Section (within EMOPS)
DD Deputy Director HRP (Inter-agency) Humanitarian Response Plan
DOC Division of Communication IA Inter-Agency
DRP Division of Data, Research & Policy IASC Inter-Agency Standing Committee
60
IM Information Management RRTs Rapid Response Team
IMEP Integrated Monitoring and Evaluation Plan SA Security Advisor
IRT Immediate Response Team SAGs Social Service Access Grants
ITSS Information Technology Solutions and Services Division SBP Stand By Partners
LTA Long Term Agreement SD Supply Division
MIRA Multi-Cluster Initial Rapid Assessment SFP Security Focal Point
ORE Other Resources, Emergency SO Sales Order
OSC Office of Security Coordinator SSA Special Service Agreement
OSM Organizational Staffing Matrix SSFA Small Scale Funding Agreement
PBR Programme Budget Review TA Temporary Appointment
PCA Programme Cooperation Agreement TEMT Technical-level EMT
PCRs Programme Component Results TOA Table of Authority
PFP Private Fundraising and Partnerships TRIP Travel Request Information Process
PM Programme Management UNCG United Nations Communications Group
PO Purchase Order UNDSS United Nations Department of Safety and Security
PPD Public Partnership Division VISION Virtual Integrated System of Information
PSA Principal Security Advisor WBS Work Breakdown Structure (in VISION)
RA Rapid Assessment
RCICT Regional Chief of ICT
RD Regional Director
RO Regional Office
61

SSOP For HR in Emergencies

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SSOP For HR in Emergencies

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UNICEF’s Corporate Emergency Activation Procedure for Level 3 Emergencies

Simplified Standard Operating Procedures (08 Oct 2015)

Corporate Emergency Activation Procedure in Level 3 Emergencies (CEAP L3)

Action Considerations Responsibility Consult/ Approval

Action Considerations Responsibility Consult Approval /

3. Initial senior level discussion on 

First week (in addition to those listed above)

5. Determine IRT members’ roles, 

Action Considerations Responsibility Consult Approval /

18. Provide ongoing 

4. Sector: (Cluster) Coordination

Action Considerations Responsible Consult/ Approval/

First week (in addition to those listed above)

Risk Management Strategy

5. Sector: Human Resources

18. Monitor SURGE plan CO/RO CO Chief HR CO Rep

6. Sector: Supply & Logistics

Action Considerations Responsibility Consult /engage Approval /

First week (in addition to those listed above)

Action Considerations Responsibility Consult Approval /

8. Sector: Implementation modalities

If the partner is a new partner the following options are available:

9. Sector: Resource Mobilization

Action Considerations Responsibility Consult/ engage Approval

Action Considerations Responsibility Consult / Approval /

12. Sector: ICT

If UNICEF CO is directly affected, inaccessible or under threat:

Related Procedures, Guidance, Rules, Policies and Regulations

Risk Management Strategy

13. Sector: Staff Security and OPSCEN

EMT Emergency Management Team

IMEP Integrated Monitoring and Evaluation Plan SA Security Advisor

IRT Immediate Response Team SAGs Social Service Access Grants

LTA Long Term Agreement SD Supply Division

MIRA Multi-Cluster Initial Rapid Assessment SFP Security Focal Point

ORE Other Resources, Emergency SO Sales Order

OSC Office of Security Coordinator SSA Special Service Agreement

OSM Organizational Staffing Matrix SSFA Small Scale Funding Agreement

PBR Programme Budget Review TA Temporary Appointment

PCA Programme Cooperation Agreement TEMT Technical-level EMT

PCRs Programme Component Results TOA Table of Authority

PM Programme Management UNCG United Nations Communications Group

PO Purchase Order UNDSS United Nations Department of Safety and Security

PPD Public Partnership Division VISION Virtual Integrated System of Information

RCICT Regional Chief of ICT

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