Handbook - OCHA Public Information - United Nations Development ...

United Nations
Office for the Coordination of Humanitarian Affairs (OCHA)
Handbook
OCHA Public Information
Approved by: [ERC/USG-HA]
Approval date: [Date approved]
Contact: APIS public information focal point
Review date: [Date two years after approval date]

HANDBOOK ON OCHA PUBLIC INFORMATION
CONTENTS PAGE
ANNEXES
A. Purpose 3
B. Scope 3
C. Rationale 3
D. Handbook 4
1. Responsibilities of a PI Officer 4
2. Knowledge for effective PI outreach 7
3. The OCHA PI toolbox 9
4. OCHA information platforms 16
5. OCHA engagement with the media 18
E. Terms and definitions 29
F. References 30
G. Monitoring and compliance 30
H. Dates 30
I. Contact 30
J. History 30
A. Key PI contacts at headquarters 31
B. Templates and samples 32
B1. Situation report 32
B2. Press release 35
B3. Input to press briefings 37
B4. News alert 38
B5. Statement attributable to the Spokesperson for the Secretary-General 39
B6. Statement attributable to the IASC 40
B7. Talking points 42
B8. Media advisory 43
C. UN Secretariat relations with the media 45
D. UN Communications Group 47
D1. Basic operating model 47
D2. Sample terms of reference 50
E. Tips for difficult interviews or press conferences 52
F. Glossary of humanitarian terms 53
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A. PURPOSE
Public information (PI) that is timely, reliable and field-driven is a critical component of OCHA’s
overall advocacy efforts. OCHA uses PI to create awareness among target audiences about
humanitarian emergencies, including natural disasters and complex emergencies as well as their
impact on civilians. OCHA PI Officers are charged with the task of bringing humanitarian priorities
to the world’s attention, ultimately seeking to create an operating environment that averts, or
alleviates, human suffering and promotes the well being and protection of individuals and
communities affected by, or at risk of, conflict, natural or environmental disasters.
The purpose of this Handbook is to serve as an introduction to OCHA PI, familiarising new PI
Officers with their responsibilities and with the PI tools at their disposal. Containing a range of
information and resources for OCHA PI, it is a key reference of which OCHA staff can make use
for effective outreach.
B. SCOPE
This Handbook presents step-by-step guidance on PI and provides specific information on PI
Officer roles and responsibilities. The Handbook also includes a comprehensive section on
engaging with the media, comprising rules and practical tips for OCHA media relations.
While the Handbook is primarily targeted at PI Officers, its content may be of equal use by OCHA
staff both at headquarters and in the field. All OCHA staff is encouraged to make use of the
information, templates and samples presented herein. Rules on media engagement should be
noted by and are mandatory for all OCHA staff.
C. RATIONALE
The goal of every OCHA office is to support a well-coordinated UN effort to assess, meet and
advocate on humanitarian needs in the field. PI plays a vital role in helping to achieve this
objective. At a practical level, PI often involves drafting, compiling, packaging and disseminating
information that can be used in the public domain, including but not exclusive to, the media. It
requires consistent and effective communication and media relations, and is simultaneously
proactive (advocating on an issue or need in the public domain), as well as responsive (to
humanitarian concerns).
PI activities based on accurate and timely information from the field (disaster conditions, internal
displacement movements, outbreaks of violence against civilians, etc.) can be used to:
• Alert the UN Security Council;
• Harness the moral authority of the Secretary-General and the UN system;
• Catalyse and promote humanitarian assistance to victims;
• Promote compliance by governments/parties to a conflict with international humanitarian law;
• Raise public awareness of humanitarian principles; and
• Raise public awareness of civilian populations in danger.
Prior to the development of this Handbook, no single document existed that provided an overview
of PI activities and of the roles and responsibilities of an OCHA PI Officer. Developed by the
Advocacy and Public Information Section (APIS) of OCHA’s Advocacy and Information
Management Branch (AIMB), this Handbook aims to address this gap, offering a comprehensive
document that presents the key elements and tools of PI.
3

D. HANDBOOK
1. Responsibilities of a PI Officer
A PI Officer needs to be an effective communicator in the fullest sense of the term. They
need to engage in broad and regular consultation with a wide range of groups, including
OCHA and UN colleagues, members of the wider humanitarian community, local
authorities and the media. Consultation with these groups serves as both a means of
providing and receiving reliable information on humanitarian operations as well as offering
a range of sources to which PI Officers can direct media enquiries when appropriate.
Effectively obtaining and communicating current, reliable information from the field is the
foundation of a PI Officer’s work.
PI activities vary greatly in the field and demand an innovative and dynamic approach to
the job. Balancing the many roles and responsibilities is a challenge under even the best
of circumstances and PI Officers should regularly consult with their OCHA Head of Office
to ensure that tasks are prioritised and realistic given the many competing demands.
PI Officers are under pressure to deliver while facing three competing priorities: speed,
accuracy and inclusiveness.
Speed: Timeliness is critical for media and senior management information requests, and
PI Officers should seek to respond to such enquiries as efficiently as possible (initial
response time less than 24 hours).
Accuracy: Information – no matter how timely – is of no use if it is inaccurate or
unverifiable; sources should be checked and facts double-checked before used or being
passed along.
Inclusiveness: For in-depth reports, every effort should be made to ensure that UN
agencies, donors and UN implementing partners have the opportunity to contribute to the
contents.
The following table presents an extensive yet non-exhaustive list of PI Officers’ duties,
stakeholders and audiences.
4

OCHA PI Officer duties
Duty Purpose With whom For whom
Develop and implement PI and
advocacy strategy for OCHA Country
Office
Work with the Resident/Humanitarian
Coordinator (RC/HC), OCHA Head of
Office and/or other agency head(s) to
develop and help implement PI and
advocacy work plan for the RC/HC and
UN Country Team (UNCT), including
PI and media relations support
Organise a UN (or wider humanitarian
community) communications group,
convening regular meetings to
exchange information, review
opportunities and needs for common
PI/advocacy among UNCT members;
develop joint strategies and common
messages; identify target audiences
and focal points for engaging with them
(See Annex D for basic operating
model and sample terms of reference
for a UN Communications Group)
Keep OCHA headquarters and other
key UN actors informed on breaking
issues and new developments in
ongoing issues as they arise, providing
updated information and inputs as
required
Key UN actors include: OCHA New
York and Geneva, OCHA Regional
Support Offices (RSO), UN Security
Council, RC/HC, Inter-Agency
Standing Committee (IASC) members
at the country level and high-level
visitors
Advise OCHA headquarters on
necessary interventions from senior
UN officials including ERC/USG-HA
(via quotes, statements, visits, etc.) to
raise profile of crisis and/or take the
lead on advocacy
Ensure cohesion
in objectives,
messaging, roles
and target
audiences
Ensure cohesion
in objectives,
messaging, roles
and target
audiences
Promote the incountry
humanitarian
situation; ensure
transparent
exchange of
information;
maximise impact
of collective
position/
messaging on
humanitarian
issues
Ensure
information and
messages are
field-driven and
timely
Ensure effective
advocacy
conducted at the
highest levels
5
OCHA Head of
Office, Country
Office staff, APIS
staff in New York
and Geneva
PI focal points for
UN agencies
working incountry,
as well
as for focal points
from UN
Information
Centres (UNIC),
UN
peacekeeping
missions
PI focal points for
UN agencies
working incountry,
as well
as for focal points
from UN
Information
Centres (UNIC),
UN
peacekeeping
missions and/or
key NGO
partners as
relevant
OCHA
Coordination and
Response
Division (CRD),
APIS, Policy
Development and
Studies Branch
(PDSB)
CRD, APIS in
New York and
Geneva
All Country
Office staff
RC/HC, UNCT
UNCT,
broader
humanitarian
community
UN Security
Council,
Emergency
Relief
Coordinator
(ERC)/Under-
Secretary-
General for
Humanitarian
Affairs (USG-
HA)
ERC/USG-HA,
AIMB in New
York and
Geneva

Duty Purpose With whom For whom
Promote media coverage of
humanitarian emergencies and
ERC/USG-HA and high-level visits,
statements and activities.
- press conferences, interviews,
background briefings
- proactive media outreach to pitch
stories, shape story angle and provide
information
- provide rapid response to information
requests from media
- use Integrated Regional Information
Networks (IRIN) when appropriate,
cooperating, if necessary, as an
unnamed source
Write, produce and/or oversee
production and distribution of print and
audiovisual communication products
(press releases, press kits, speeches,
feature articles, brochures,
backgrounders, posters, radio public
service announcements, audio
programmes, TV spots and
programming)
- Propose topics, undertake research,
determine target audience
- Create production plan, obtain
clearances, edit copy and finalise,
coordinate design and printing,
organise distribution
Prepare talking points and guidance on
humanitarian crises for use by UNCT,
senior UN officials in New York and
Geneva
Make recommendations to OCHA
Head of Office of how to coordinate
information flows between all relevant
players and media outreach, including
interviews, press conferences and
background briefings
Provide timely information (sitreps,
updates, etc.) to APIS in New York and
Geneva
Raise
awareness and
profile of
humanitarian
emergencies to
support further
direct assistance
and funding
Ensure efficient,
effective
messaging that
advances
advocacy
objectives
Generate highquality
messaging
based on timely,
relevant field
data and
respects local
security
concerns
Increase
effectiveness of
PI and advocacy
outreach
Ensure
advocacy and PI
is field driven,
accurate and
timely
6
APIS staff in New
York and Geneva
(and through
them, ERC/USG-
HA), UNICs,
IRIN, RSOs
OCHA Head of
Office, APIS staff
in New York and
Geneva
APIS staff in
Geneva and New
York
APIS staff in New
York and Geneva
OCHA Head of
Office, Country
Office staff
International
and local
media outlets
International
and local
media outlets,
UNCT, local
humanitarian
community
and
beneficiaries
UNCT, senior
UN officials
OCHA Head of
Office
APIS in New
York and
Geneva,
OCHA Online,
Relief Web

Duty Purpose With whom For whom
Respond to information requests from
media, UN agencies, NGOs, donors,
governments, etc., directing enquiries
to UN colleagues and other partners
and recognising/crediting others when
appropriate
Respect and work with national and
regional, as well as international,
media, maintaining up-to-date media
lists and monitoring media coverage of
humanitarian issues in-country and
region
Provide or assist in media training for
OCHA Country Office staff, including
coaching for the RC/HC and OCHA
Head of Office as appropriate
Serve as PI surge capacity for new
high profile emergencies or natural
disasters
Provide effective
information
service and
ensure efficient
information flow
emanating from
the field
Enable effective
media outreach;
maintain good
working
relationships
with journalists
Improve the
quality of media
work so
coverage helps
raise profile and
spurs
humanitarian
action
2. Knowledge for effective PI outreach
Quickly and
effectively meet
media and
UNCT demand
for PI
OCHA Head of
Office, APIS in
New York and
Geneva
UNICs, APIS in
New York and
Geneva, IRIN,
ReliefWeb,
OCHA Online
APIS in New
York and
Geneva, IRIN
APIS in New
York and Geneva
(and through
them, USG/ERC)
International
and local
media outlets,
UN agencies,
relevant
humanitarian
actors
International
and local
media outlets,
UN agencies,
relevant
humanitarian
actors
OCHA Head of
Office, OCHA
Country Office
staff
International
and local
media outlets,
UNCT, local
humanitarian
community
A PI Officer needs to be well-informed in order to effectively consult with stakeholders and
communicate with its audience. In-depth knowledge of OCHA and the UN system can
make a world of difference as can a genuine understanding of their colleagues’ roles both
at headquarters and in the field. First-hand experience and insights of the country in
which they are based as well as that of neighbouring countries is vital to establishing
credibility and facilitating media relations.
PI Officers should be thoroughly familiar with stakeholders and target audiences including
the UN system, donors, host and local government representatives, local populations and
the broader humanitarian community. They should also be aware of the full range of PI
tools available and know how and when to use them to their maximum advantage.
2.1 Know OCHA and its worldwide network
2.1.1 Know the boss
PI Officers should maintain open channels of communication with both the RC/HC and
the OCHA Head of Office, for whom the PI Officer may serve as primary Spokesperson.
As the leader of the UNCT, the RC/HC deals with important information of which the PI
Officer should be aware to ensure that they can convey the concerns of the RC/HC (and
thereby of the combined UNCT) to external parties. A PI Officer should also be prepared
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to coach the RC/HC or OCHA Head of Office on media relations, as most journalists
prefer interviewing senior UN officials as opposed to their Spokesperson.
2.1.2 Know national staff
OCHA national staff represents a gold mine of information and at times is OCHA’s best
ambassador to the media and public. PI Officers should listen to their national colleagues’
views on the local media and community attitudes towards the UN and take these into
consideration for the PI and advocacy work.
2.1.3 Know focal points at headquarters
It is imperative that PI Officers new to OCHA take the time to learn who their focal points
within relevant OCHA branches are. Maintaining close links with their counterparts of
APIS and CRD at headquarters will generate greater support and information-sharing
which is in both parties’ interest. APIS staff is available for consultation and for advice,
particularly in the event of controversial information or adverse media coverage. Annex A
presents a list of key PI contacts at headquarters.
2.2 Know OCHA’s ‘added value’
PI Officers should appreciate and make known the ‘added value’ of OCHA PI. OCHA is
uniquely positioned to provide journalists with the overall humanitarian situation taking
into account the full range of issues and actors – UN and non-UN – presenting the who,
what, when, where, why and how (5 Ws + 1H) of a humanitarian situation. An OCHA PI
Officer in the field serves not only as a valuable source but also a referral service to direct
journalists to other humanitarian actors for more specialised information.
As a non-operational actor, OCHA is recognised as an objective and trusted information
source that maintains strong links with the political, peacekeeping and human rights
departments of the UN. Unlike other humanitarian agencies, OCHA plays an overall
coordination role and is therefore well-placed to provide a holistic, comprehensive picture
of a given crisis. OCHA can also bring matters of critical importance to the attention of the
Secretary-General, the Security Council and other important political organs of the UN
system more easily than other UN operational agencies.
2.3 Know the context
In addition to following reports and developments in the office, a good PI Officer spends
significant time in the field with media, UN and NGO partners as well as beneficiaries.
Field experience provides PI Officers with first-hand knowledge of what is going on and
places them in the position to offer anecdotal observations to the media. PI Officers gain
credibility with journalists, colleagues and other stakeholders if they are able to provide a
personal account of what they have seen with their own eyes.
2.4 Know the stakeholders and audiences
PI Officers regularly interact with a range of groups, providing support and information
tailored to each group’s needs and priorities.
2.4.1 UN system
PI Officers play an integral role in supporting the RC/HC to ensure that advocacy and PI
are core functions of the UNCT. To this end, PI Officers must be familiar with the activities
and priorities of other humanitarian actors – particularly those of the various cluster and/or
sector leads – and maintain close links with their colleagues in other UN agencies,
UNICs, UN peacekeeping missions, and key non-governmental partners to promote the
development of common humanitarian positions and the exchange of information.
8

2.4.2 Donors
Donors need current, reliable, field-driven information in order to make informed funding
decisions. In addition to providing information for advocacy with donors, PI Officers
support the RC/HC and OCHA Country Office to ensure that advocacy and PI needs are
adequately reflected in the development of the Consolidated Appeals Process (CAP) and
Consolidated Humanitarian Action Plan (CHAP) process.
2.4.3 Host government and local authorities
The RC/HC, UNCT and OCHA Head of Office all require information from the field for use
in their relations with national and local authorities. PI Officers may prepare information
packages to assist them in advocating to the host government and inform them of
emerging issues or emergency needs.
2.4.4 Local populations
PI Officers may use PI and advocacy to develop mass information campaigns to inform
local populations about the scope and aims of humanitarian activities, as well as about
humanitarian concerns and/or how to access humanitarian assistance.
2.4.5 Broader humanitarian community
Ideally, common UN humanitarian positions and strategies should aim to complement
those of non-UN actors including donors, the International Committee of the Red Cross
(ICRC), International Federation of Red Cross and Red Crescent Societies (IFRC),
International Organization for Migration (IOM) and the NGO community. In many
countries, a local IASC-modelled coordination group focussing on humanitarian issues
will serve the function of aligning complementary positions among UN and non-UN actors.
3. The OCHA PI toolbox
A PI Officer is responsible for ensuring that information is presented in a manner
appropriate to its content and target audience. The OCHA PI toolbox includes:
• Situation reports (sitreps);
• Press releases;
• Inputs to press briefings in New York and Geneva;
• News alerts;
• Statements attributable to the RC/HC or the Spokesperson for the Secretary-General
• Statements attributable to the UNCT, IASC or Executive Committee on Humanitarian
Assistance (ECHA); and
• Talking points.
Which tools are used differs depending on whether the PI Officer is based in the field or at
headquarters. In the field, a PI Officer would tend to quote the RC/HC, OCHA Head of
Office or another senior official in-country in press releases, whereas at headquarters
press releases often contain a quote from the ERC/USG-HA. Statements in the field are
attributable to the RC/HC or the UNCT (or may be released as an inter-agency
statement); those at headquarters are attributable to the Spokesperson for the Secretary-
General or to the IASC or ECHA.
In all cases, close collaboration between headquarters and the field is vital to ensure that
information products are used strategically, widely disseminated and followed up for
maximum impact. APIS regularly forwards PI products from the field to OCHA’s
information platforms (OCHA Online, ReliefWeb and IRIN) as well as to the UN’s
Department of Public Information (DPI) for use by the UN News Centre
(http://www.un.org/news), UN Radio, UN Television and for incorporation in press
briefings.
9

The UN official drafting style states that all UN documents should employ British English
spelling, with the exception of certain words (see UN Spelling List for complete listing,
available on OCHA’s intranet). Numbers from one to ten should be spelled out; after that
it is acceptable to use numerals, except at the beginning of a sentence. Acronyms should
always be spelled out on first use, with the acronym in parentheses, and United Nations
should always be spelled out. When using an acronym at the beginning of a sentence,
“the” should always precede the acronym.
PI Officers face tight deadlines for the production and transmission of PI materials. Press
releases for daily press briefings in New York must be completed by 11:00 am (local
time), and Statements attributable to the Secretary-General by 10:00 am EST. For
Geneva, biweekly press briefings are at 10:30 am (local time). PI Officers should
endeavour to submit inputs by close of business the night before to ensure they are
received in time for use the following day.
3.1 Elements of the OCHA PI Toolbox
3.1.1 Situation reports
OCHA’s offices in the field are responsible for issuing regular situation reports (sitreps),
one of the fundamental information products produced by OCHA. Other humanitarian
actors may also produce sitreps according to their respective areas of interest; the
advantage of OCHA sitreps is that they are comprehensive of all humanitarian
organizations’ activities and concerns. Sitreps are normally public documents although
some may be designated ‘internal’ (i.e. not to be shared outside of the UN). They are
shared with the media and the public via a range of channels, including being posted on
OCHA’s information platforms. Annex B1 provides a draft template for sitreps.
Why: Sitreps are an invaluable resource providing the latest consolidated
information on humanitarian operations.
When: Sitreps should be issued on a regular basis – daily, biweekly, weekly or
monthly – depending on the urgency of a situation and the flow of
available information.
Who and How: PI Officers are responsible for drafting sitreps (unless another officer has
officially been designated as Reports Officer) with inputs from OCHA
colleagues and/or other humanitarian organizations’ staff.
Content: Sitreps should provide as comprehensive an overview as possible,
highlighting current/important information. Sitreps being issued on a
weekly or more frequent basis provide an overall situation update when
reporting requirements are high. When issued on a monthly basis, content
should include a situation analysis, detailed description of issues and
challenges in key sectors, action for follow-up, media activities, initiatives
taken and forthcoming events. All sitreps shall be distributed on OCHA
letterhead.
Result: Sitreps are regularly turned into press releases, used to draft inputs for
press briefings at headquarters, and to draft talking points and other
updates for senior OCHA officials.
3.1.2 Press releases
The press release is a brief written document (no more than one page long), which is
used to provide basic information about humanitarian developments on the record. Press
releases may be used to state a position, usually when quoting a senior humanitarian
official. Press releases are distributed directly to media outlets; their primary function is to
serve as news copy.
10

Both OCHA field offices and headquarters issue press releases as a matter of course.
OCHA PI Officers shall always share their press releases with APIS who will ensure their
broader distribution. Annex B2 provides a template/sample/tips for a press release.
Why: Press releases raise the profile of humanitarian events and issues with
the public, media and humanitarian community.
When: A PI Officer shall draft a press release if information from official UN –
preferably OCHA – sources is newsworthy (important, clear and current).
Press releases should not be issued when the information is too old to be
interesting or too technical to be easily understood by a broad audience.
In the absence of sufficient information for a complete press release, brief
inputs can be prepared for press briefings in New York and Geneva.
Who and How: PI Officers produce press releases based on sitreps or other information
from the field. Facts and figures appearing in press releases should
always be double-checked and the final version cleared by the OCHA
Head of Office. At headquarters, CRD Desk Officers, in consultation with
the field when necessary, will review press releases before their
distribution.
Press releases touching on political dimensions may require consultation
with the UN Department of Political Affairs (DPA); those touching on
security issues with the Department of Safety and Security (UNDSS); and
those related to peacekeeping functions with PI counterparts in the
relevant UN peacekeeping mission.
PI Officers should also consult with other UN agencies and NGOs as
appropriate. Once finalised, press releases should be disseminated to
journalists and other appropriate distribution channels, including to RSOs
and headquarters, where they will be further distributed.
Content: A press release should present new and accurate information, using
simple language (avoid jargon). Effort should be made to create a
compelling headline, and the information presented should be able to be
easily reproduced and/or adapted for a range of media. Press releases
compete with many other news offers and should therefore be based on
real news backed up with fact, written and set out in an appealing and
easy-to-follow format so its content can be quickly absorbed.
All press releases shall be disseminated on official letterhead (OCHA or
UN or inter-agency, as appropriate). Reference should be made to
OCHA’s involvement in the issue at hand and the involvement of other
actors – particularly other UN actors – must be highlighted (OCHA speaks
on behalf of the UN humanitarian system as a whole). Contact information
shall be provided at the foot of the press release, including the name and
location of the contact person, accompanied by their telephone number
and email address.
When using quotes by senior officials, the first citation should occur in the
second or third paragraph, immediately following the lead. Subsequent
paragraphs should provide additional, salient information. Positive
developments and solutions should be emphasised wherever possible.
For press releases prepared in the field, a quote from a beneficiary can
often help build the human interest angle.
11

Result: Press releases are the most common means of disseminating information
to local and regional media as well as at headquarters. They are used as
the basis of news stories at each level; sometimes they are picked up in
their entirety by local press and/or wire services, at others they can serve
to open a dialogue with journalists. All press releases are publicly posted
on OCHA’s information platforms.
Note on quotes by senior UN officials: Whether quoting the ERC/USG-HA, RC/HC, OCHA
Head of Office or other senior UN officials, quotes should not be factual (“600,000 people
have been displaced”); rather, they should express concern/interest (“I am deeply
concerned by the situation of IDPs in Darfur”); invoke a humanitarian principle (“The
deliberate displacement of civilian populations is forbidden by international humanitarian
law.”); and/or call for action (“I urge all parties to the conflict to immediately stop any
action that would endanger civilians.”).
When using a quote, a PI Officer should first assess who would speak most
authoritatively on the subject at hand and then request permission to include a quote in
that official’s name, submitting the draft quote for approval. Quotes must always be
approved before being used and should never be altered once approved (except where
grammatical or spelling errors detract from the sense). If a quote by the ERC/USG-HA is
deemed necessary, a draft quote should submitted to APIS for approval.
Note on embargoes: An embargo is a strategy that allows journalists access to a
document or information which has yet to be released. The embargo restricts the date
journalists can make the information public, but allows them to absorb the information and
plan their coverage. Embargoes are usually respected, although major news outlets may
release stories to their customers ahead of time, pointing out the embargo – especially
true but not limited to wire services. If a journalist requests flexibility on the terms of an
embargo and you agree, make sure that the new arrangements are communicated to all
other media. It will be more difficult to get co-operation in the future if it is felt that one rival
was favoured and given a head start to a story.
3.1.3 Inputs to press briefings in New York and Geneva
Where there is important information on a humanitarian situation, but not enough for a
press release, inputs may be provided for the regular press briefings at headquarters.
Normally, these inputs are prepared by PI Officers at headquarters in the form of bullets.
Annex B3 provides samples of such inputs.
Why: Inputs allow OCHA to raise the profile of an issue with the media even
when there is not enough detailed information for a press release.
When: Inputs are appropriate when information is new, interesting and important,
but insufficient for a press release.
Who and How: Based on sitreps, news alerts and/or other information received from the
field, inputs highlight a humanitarian issue and provide basic background
facts about the situation. Like press releases, inputs should be reviewed
by the OCHA Head of Office or CRD Desk Officer (as appropriate) and
then sent to APIS (or to the Office of the Secretary-General/OSSG for PI
Officers at headquarters) for the daily press briefing in New York and the
biweekly briefing in Geneva.
Content: Inputs should provide a one sentence summary and include as many
salient facts as possible, including any additional details about UN
assistance and/or implications for the humanitarian situation in question.
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Result: Journalists appreciate and are more likely to cover fresh news, even if the
information is not 100 per cent complete. Inputs can precede a press
release and promote further coverage once more information becomes
available.
3.1.4 News alerts
News alerts are a new PI tool for field offices, intended to simultaneously brief APIS, CRD
and other interested branches on a developing story. They are designed to be used in a
similar way as the media uses breaking news alerts. Annex B4 provides a sample of a
news alert.
Why: When breaking news occurs, it is important to provide what information is
available to RSOs and headquarters, both of which are likely to be
contacted about the developments.
When: News alerts should be issued when events are rapidly developing, but the
situation is not clear enough or there is insufficient time to prepare an
input, press release or sitrep. News alerts are expected to be for
information only (which should be stated on the news alert), serving to flag
people’s attention.
Who and How: News alerts should be prepared by PI Officers in the field, based on
information from official sources. They should be sent by email to the CRD
Desk Officer and APIS, who will forward them as appropriate.
Content: A news alert may be no more than two to three lines long, but should
convey as much information as is known about the situation.
Result: News alerts allow regional and headquarters staff to be apprised of rapidly
developing situations, so they may be prepared to handle media and other
enquiries. Headquarters may prepare inputs to press briefings at
headquarters and/or issue a press release based on the content of a
news alert, unless it is for information only, in which case it can serve as
background. PI Officers in the field should provide complementary
information as soon as possible following the issue of a news alert.
3.1.5 Statements attributable to the RC/HC or Spokesperson for the Secretary-General
Statements are issued in the event of significant humanitarian concerns arising out of a
developing situation, i.e. the violation of a humanitarian principle, or in the event of a
major natural disaster. When issued in the field, statements are attributable to the
RC/HC; at headquarters, they are attributable to the Spokesperson for the Secretary-
General.
In the field, a PI Officer would normally draft a statement at the request of the RC/HC or
OCHA Head of Office. At headquarters, OCHA PI Officers are responsible for proposing
and drafting statements, often in consultation with other UN departments, which are
subject to the approval of the Secretary-General’s Chef de Cabinet, Annex B5 provides
samples of statements attributable to the Spokesperson for the Secretary-General.
Why: In the event of a violation of a humanitarian principle: Statements draw
attention to a violation of a humanitarian principle that has occurred (or is
about to occur), its impact on civilians and/or the provision of humanitarian
assistance. They are a means of advocacy aimed at influencing and
generating a change in behaviour.
In the event of a major natural disaster: Statements show the UN cares
and is doing something about the disaster’s impact.
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When: Humanitarian principle violation: Statements are issued immediately
following or prior to the occurrence of a significant event. Statements
attributable to the Spokesperson of the Secretary-General are used only
when conditions are extreme. Statements in the field should be issued
when the matter does not require the Secretary-General going on the
record; the higher the frequency of such statements, the less impact they
make. All other options must be exhausted before a statement is
approved. In most instances, an RC/HC statement is preferred.
Major natural disaster: Statements are issued when the disaster is large
scale, as measured in numbers of lives lost, persons displaced, damage
incurred or potential political or other sensitivity of the event.
Who and How: Humanitarian principle violation: In the field, RC/HC statements are
drafted by the PI Officer, at the request of the RC/HC, OCHA Head of
Office or UNCT, in consultation with other UN agencies. At headquarters,
Secretary-General statements can be proposed by OCHA, including at the
request of colleagues in the field, by the Office of the Spokesperson for
the Secretary-General, or by the Secretary-General himself. They are
often drafted by APIS, in consultation with CRD and other branches. The
CRD Desk Officer is responsible for consulting with all other concerned
departments, agencies, and NGOs as necessary.
Major natural disaster: Statements in the event of a major natural disaster
are formulaic and simple, expressing concern for lives lost and damage
incurred, and expressing condolences to victims and their families,
Normally such statements are drafted and issued at headquarters, rather
than in the field, but the field should propose them to headquarters as
appropriate.
No statement is issued until approved by the official in whose name
it appears. Statements are usually approved by the highest OCHA official
before submission to the RC/HC or the Secretary-General.
Content: Humanitarian principle violation: Content should present the humanitarian
principle at stake, explain an event’s impact on civilians and call for a
change in behaviour. Statements are not longer than two or three
paragraphs and should open with an expression of concern over the
situation, followed by one to two sentences outlining the situation itself.
The final sentences should be used to urge or call on parties involved to
take steps to address the problem.
Major natural disaster: Statements open with an expression of condolence
for lives lost, followed by a description of the extent of the disaster and the
subsequent UN response.
Result: Humanitarian principle violation: Statements register an objection to the
violation of a humanitarian principle and provide an entry point for further
advocacy efforts. Media will usually cover statements attributable to the
RC/HC and/or the Spokesperson for the Secretary-General.
Major natural disaster: Statements demonstrate the UN’s concern and
that it is actively participating in the humanitarian response to the disaster.
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3.1.6 Statements attributable to the UNCT, IASC or ECHA
Statements attributed to the UNCT (or to multiple UN agencies) or to the IASC or ECHA
can be an effective means of calling attention to a new policy or major event. However,
they can be unwieldy, and due to the extensive consultative process, often quite slow.
Annex B6 provides a sample of a statement attributable to the IASC.
Why: Statements announce a new policy or major event, underscoring its
importance by having several high-profile voices calling attention to it
simultaneously.
When: The policy or event covered in such statements are of landmark
importance, e.g. announcement of a policy on prevention of sexual
exploitation, an HIV/AIDS policy or the results of a national nutritional
survey. UNCT, IASC and ECHA statements should not be issued when
there is a need for a quick and immediate response as they need to be
cleared by all participants, which can significantly delay issuance.
Who and How: Proposals for statements come from the UNCT, IASC, ECHA or other UN
agencies’ PI focal points. PI Officers, in consultation with other OCHA and
agency staff (or APIS consulting with CRD at headquarters), draft a
statement and the OCHA Head of Office (or the IASC/ECHA Secretariat),
shares the draft with the UNCT, IASC or ECHA for feedback and
approval.
Content: The statement opens by affirming the joint position of all parties, followed
by a description of what the UN as a system is doing about a problem and
presenting a series of recommendations and a call for action. Statements
are usually one to two pages in length.
Result: The position taken carries more weight when presented by more than one
agency. IASC statements, while important for the record, are not usually
quoted in the media; however, joint statements by several agency heads
are often picked up by journalists.
3.1.7 Talking points
Talking points are provided to the ERC/USG-HA, RC/HC and other senior OCHA officials
in order to highlight key messages and salient facts ahead of press or official meetings. A
PI Officer will normally be responsible for drafting, or assisting to draft, talking points
ahead of such encounters. Annex B7 provides a sample of talking points.
Why: To brief the ERC/USG-HA, RC/HC and other senior OCHA officials on a
given humanitarian issue or situation prior to their meeting with the media
or other official meetings.
When: Talking points should be drafted well before the meeting in order that they
be finalised with enough time for the ERC/USG-HA, RC/HC or senior
official to review the content and request further background information
as necessary, but may be updated to reflect last minute developments.
Who and How: Talking points are usually drafted by the focal point for the specific issue
being discussed, in consultation with other staff working on the same or
related issues. PI Officers draft talking points for all media related events,
in consultation with OCHA colleagues (in the field) or CRD Desk Officers
(at headquarters). Drafts should be shared with all parties consulted prior
to submission for approval by the PI Officer’s superior. Talking points for
the ERC/USG-HA and other senior OCHA officials are submitted with an
accompanying routing slip to the relevant Special Assistant.
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Content: Talking points should begin by describing the context of the meeting,
providing details about the media or audience present, the duration of the
encounter and provide the name and affiliation of the main interlocutor.
They should then list the key messages followed by facts for reference,
with any analysis or commentary on specific points enclosed in
parentheses and italicised following the relevant point. Talking points
should keep to one page and should not be longer than two pages.
Result: Talking points ensure that the person being interviewed or holding the
meeting is well-informed about the most important aspects of a situation
with the necessary details and supporting facts at hand.
Note on reactive press lines: In the event of negative coverage on the humanitarian
response to an emergency, PI Officers may consider reactive press lines, reflecting on
how to diffuse or respond to criticism before engaging with the media. Reactive press
lines can be prepared by constructing a top-line message accompanied by supporting
details, and be disseminated widely among senior and other concerned staff as well as all
PI staff who might be contacted by journalists. Coordination with other agencies and/or
humanitarian partners for development of the top-line message is advised for issues
concerning multiple stakeholders. Tips for difficult interviews or press conferences are
available in Annex E.
Note on Questions & Answers: A frequently used tool developed prior to meetings is
series of questions and answers prepared by a PI Officer by thinking strategically about
questions that might be asked during the encounter and developing appropriate standard
responses to those questions. PI Officers should ask themselves what are the most
problematic questions that could be asked, developing answers and/or tactics to direct
the conversation towards other issues of interest.
4. OCHA information platforms
OCHA’s information platforms comprise OCHA Online, individual field office websites,
ReliefWeb and Integrated Regional Information Networks (IRIN). All are complementary
resources that can be used to provide fast, accurate and relevant information on complex
emergencies or natural disasters to external audiences. In 2006, OCHA launched its
intranet, which provides OCHA staff at headquarters and in the field with a space to share
information internally.
4.1 OCHA Online and field office websites
4.1.1 OCHA Online
http://ochaonline.un.org
OCHA Online is OCHA’s corporate website that presents information about OCHA
(history, mandate, structure, branches and field offices, funding); issues of interest to the
humanitarian community and issues identified as priority by the ERC/USG-HA;
humanitarian tools and services developed and offered by OCHA; and PI products such
as press releases, speeches and statements, reports and policy papers and newsletters.
OCHA Online acts as a gateway to other OCHA websites, including the CAP, IASC and
field office websites.
4.1.2 Field office websites
http://ochaonline.un.org/country
In 2006, a field office website template and policy were developed for application and
reference by OCHA offices in the field (OCHA Field Website Policy available on the
OCHA intranet). Before building their own website Country Offices should consult
headquarters and ensure their websites are developed in accordance with the
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specifications presented in the policy. The purpose of field office websites is based on,
but not limited to, the provision of the following content:
1. Background information on a disaster or crisis;
2. Situation reports;
3. Who What Where information;
4. Contact information;
5. Meetings (schedule, agendas and minutes);
6. Surveys and assessments;
7. Geographic information (maps, P-codes etc);
8. Funding material;
9. Media reports; and
10. General resources that support the presence of OCHA, such as vacancy
announcements, useful links, country profile documentation, policy documents etc.
4.2 ReliefWeb
http://www.reliefweb.int
Created in 1996 to address poor communication among members of the humanitarian
community during a major crisis, ReliefWeb has come to represent the main online portal
on humanitarian emergencies. It collects information from more than 2,000 sources,
including OCHA, IRIN, UN agencies, NGOs and other international organizations,
governments, academia/research institutions and the media. ReliefWeb offices in New
York, Geneva and Kobe provide time-critical coverage of global emergencies 23 hours
per day.
ReliefWeb is a valuable resource to humanitarian workers, providing useful orientation as
well as a wealth of current and archived records on a country’s humanitarian situation.
Maps, sitreps, emergency bulletins, funding updates, professional resources and general
news about humanitarian crises are some of the numerous resources accessible through
user-friendly categorisation and search facilities on ReliefWeb.
4.3 Integrated Regional Information Networks (IRIN)
http://www.irinnews.org
IRIN’s principal role is to provide news and analysis for the humanitarian community,
targeting relief agencies, host and donor governments, human rights organizations,
humanitarian advocacy groups, academic institutions and the media. It also strives to
ensure that affected communities can access reliable information so they can make
informed decisions about their future.
In addition to its free web and email news services, IRIN offers HIV/AIDS-specialist news
(Plusnews), develops radio content, produces short documentaries and news footage,
publishes in-depth reports/web specials and maintains an online digital photo library.
Newswire services pay close attention to IRIN reporting, and an issue raised by IRIN is
often reprinted in the regional papers or covered by a main news network shortly
afterwards. IRIN has a growing worldwide readership of more than one million people,
with many more receiving IRIN news indirectly through other websites and newspapers.
IRIN’s main language for news output is English, with limited news services published in
French, Kiswahili and Dari.
Note on the relationship between IRIN and OCHA PI: While IRIN is structurally a part of
OCHA, its news service is editorially independent and does not necessarily reflect the
views of the UN. PI Officers should consider IRIN as a specialised humanitarian news
service that, although part of the UN system, does not strive to promote the Organization.
PI Officers should not expect IRIN to explicitly support their OCHA PI role; similarly, they
are not expected to deal with enquiries relating to IRIN articles and should refer them to
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the IRIN Managing Editor accordingly. In the event of a deteriorating security situation, PI
Officers are in the position to facilitate IRIN access to restricted areas by raising
awareness among Field Security Officers and the RC/HC and highlighting the importance
of timely news and analysis of the evolving situation.
PI Officers are encouraged to make contributions, propose issues for IRIN to cover and
forward photographs for inclusion in IRIN’s photo bank. IRIN Radio also provides PI
Officers with opportunities to relay information to affected communities on humanitarian
activities or other issues that may be of interest and/or benefit to them.
4.4 OCHA Intranet
http://ochaonline2.un.org/intranet
The primary purpose of OCHA’s intranet is to provide a platform for information exchange
between headquarters and the field. With an emphasis on internal information exchange,
the intranet supports knowledge sharing and building a stronger institutional memory. The
intranet benefits from integrated content from OCHA’s document management system at
headquarters and in the field. All OCHA staff is encouraged to consult the intranet on a
regular basis, drawing upon and contributing to the resources available online. The
intranet is increasingly being recognised as a valuable resource through which OCHA
staff can share useful information and good practices with their colleagues.
5. Engaging with the media
Media relations are a crucial component of a PI Officer’s daily work. Attracting media
attention is not an end in itself, but a means for OCHA to reach its key audiences
(government officials, military actors, community groups, donors, etc.) for a specific
purpose (advocacy, communicate information, donor support, etc.).
PI Officers shall be very clear about their objectives before developing a media strategy
and seeking journalists’ attention, avoiding situations that could potentially hinder or
undermine humanitarian operations such as negotiating access or dealing with a security
incident. While one issue may benefit from media attention (a natural disaster requiring
immediate donor funding), another (attack on a local staff member) may be greatly
compromised under the spotlight of the media.
5.1 Rules for OCHA media engagement
PI Officers shall be familiar with the document UN Secretariat relations with the media to
appreciate the fundamental principles that guide the Organization in its dealing with the
press (annex C). Before engaging with the media, a PI Officer shall ensure their office has
performed the following:
• Designated Spokesperson/people for the UNCT and OCHA Country Office and
determine under what circumstances other OCHA staff might communicate with the
media. Generally, the spokespeople will be the RC/HC, OCHA Head of Office and PI
Officer.
• Establish procedures for rapid clearance of press releases and other PI products,
obtaining timely updates from the field, where to direct media enquiries.
• Establish regular contact with APIS New York and Geneva and remain available to
them at all times.
• Establish criteria for accepting/declining news media interviews: Who will talk, to
whom, when, and under what conditions?
The following elements should be taken into consideration for all OCHA media
engagement.
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5.2
5.1.1 For all media:
• Establish the main point and say it in simple and effective language.
• Brainstorm in advance the worst possible question that could be asked and prepare
an answer to respond to or deflect that question, seeking guidance from the OCHA
Head of Office, RC/HC or APIS staff at headquarters if necessary.
• Avoid saying “no comment”. Bridge the question to a different topic or deflect it.
• Admit honestly if you do not know an answer and offer to provide the answer as soon
as possible after checking. Do not guess nor speculate. PI Officers may respond to
tricky questions (particularly political ones) by saying the question is outside of their
area of expertise and then go on to bridge to different material.
5.1.2 Print media:
• Clarify in advance whether the media encounter is on record/off record/on
background/on deep background. The UN speaks on the record. Everything said
during a media encounter is considered on the record unless specifically noted
otherwise (best agreed upon in advance).
• Off record/on background means the information provided can be used but you are
not named as the source. Instead, both parties must agree beforehand how the
source is identified. Options for protecting your identity include being referred to as a
‘UN worker’, an ‘aid worker’ or being identified as an ‘informed source’ – the latter
being the safest, if most distant, possibility. Off the record formulations should be
used sparingly and only when there is some overriding reason for OCHA to disclose
information with which it is not prepared to be identified.
• If you choose to speak off the record or on background, you should do so with care
and should have established trust with the journalist. An unethical journalist might
reveal your identify and thus ruin your reputation.
• On deep background means the information is for background purposes only and
cannot be sourced to you. The information provided serves as a tip or lead to a
journalist to investigate the story using other, independent sources to confirm veracity.
• You may choose to bring a tape recorder and tape your media encounter, informing
the journalist in advance that you are planning to record the interview. The tape will
provide a record of what is said should there be any questions/issues later either
within OCHA or with the journalist.
Note on “on the record” versus “background” or “deep background” information: PI
Officers shall only give off the record information when the situation truly merits. The UN
is a public organization; its engagement with the media should reflect this.
5.1.3 Radio and television:
• Ask in advance if the interview will be live or taped and ask about the duration. Most
taped television interviews offer only a few minutes or even seconds for you to speak.
Much of what you say may be cut down to a single sound bite.
• Clarify in advance that as a humanitarian, you do not discuss political issues.
• Ask if there are other participants in the interview or other speakers to be interviewed
for the same segment. If so, who?
• Ask about and avoid having your voice used as a voice over with other film footage as
you will have no control over what images are shown as your words are aired.
Note on taped versus live interviews: Taped interviews are extremely tricky as the
material can be cut and edited without your control. Ask and agree in advance if
comments can be rephrased or struck from the record (e.g. a second chance to
correct/clarify/correct a stumble). Live interviews may seem intimidating because they
provide no chance for corrections but they offer a distinct advantage: they provide the
opportunity to convey your message exactly as you wish to express it.
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Developing an OCHA or UNCT media strategy
Developing an OCHA (or UNCT) media strategy is an essential part of PI and thus a key
responsibility for all OCHA PI officers as well as for the OCHA Head of Office and the
RC/HC. The media strategy should have clearly defined objectives that support the
overall advocacy goals of the Country Office/UNCT. As suggested earlier in the
Handbook, PI Officers may consider forming a UN or wider humanitarian community
communications group which will facilitate the development of a UNCT media strategy. A
media strategy can be developed by following four steps: 1. Establish your goals; 2. Know
your audience; 3. Know your issue; and 4. Create a plan of action.
5.2.1 Establish your goals
Before embarking on a media campaign, clearly articulate your desired goals. Goals
should be realistic given the office’s capacity while reflecting the urgency and extent of
humanitarian needs throughout the country. Goals must drive press efforts, not the other
way around. Examples of goals are:
• Secure endorsements by select opinion and political leaders;
• Educate the public about the issue and/or stop discriminatory practices;
• Enhance the profile and visibility of a given issue;
• Change misconceptions about an issue; and
• Give voice to those individuals/communities affected by the issue.
5.2.2 Know and target your audience
Who are you trying to reach? You may have several target audiences who should receive
your message or you may have only one specific audience. Establishing and being
familiar with your targeted audience is essential and will determine the scope of your
media strategy. Target audiences for your messages may include UN agencies,
NGOs/civil society, government/local officials, decision-makers, voters, donors, women,
youth, armed combatants and the local community.
Know your local audience: Consider supporting a radio programme or writing up a
newsletter in the local language to be handed out at checkpoints and to the community at
large explaining the basic principles of humanitarianism (neutrality, impartiality and
independence). Include quotes from a broad swath of community leaders (all major ethnic
groups/religions) on the importance of humanitarian action. Such a newsletter can help
open up access for humanitarian action as well as enhance staff security.
5.2.3 Know your issue
Knowing your issue means you must brief yourself first before briefing anyone else. Ask
yourself the obvious questions a journalist might ask you using the 5 Ws + 1H as your
guide; if you can’t answer the question yourself, then research the answer. Journalists
respect PI Officers who know at least the basics of what they’re talking about and aren’t
just ‘spinning’ a story. Knowing your issue will not only build your credibility with the media
but also with other key audiences. Knowing your issue also means knowing how to frame
the issue, identify a news hook and create core messages.
Framing the issue: Do not assume journalists will appreciate the importance of a
humanitarian issue nor assume they will be sympathetic. PI Officers should be able to
respond convincingly to the question: “Why should an audience half a world away care
about this?”. The media has its own criteria for judging what news value is and to get
journalists’ attention you will need to frame the issue in an appealing way. For instance, if
the media is covering peace talks, use this as an opportunity to talk about humanitarian
principles and protection of civilians. Rather than focusing exclusively on
OCHA/UN/humanitarian activities in the country, news should be about higher principles
or a human story. It should have drama and real impact on people.
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Finding a news hook: Do not waste journalists' time with something that is not news.
Reflect on what kind of news hooks will attract media attention and which is the more
appropriate to journalists you want to cover your story. Examples of news hooks include:
• Problem-Solution: This simple set-up rarely fails to grab attention: there is a problem,
and here’s what we (OCHA/UN/humanitarian community) are doing about it.
• Dramatic human interest: Include the stories of real people, their triumphs, tragedies,
adventures and anecdotes. Also think of ‘weird’ news, off beat stories that might
capture the media’s imagination.
• Trends: These are stories that suggest new opinions, behaviour patterns and
attitudes. Three is a trend; find at least three examples to assert that a new trend is
emerging.
• Key dates calendar: Tie the story to an event or anniversary already in the news. One
year later, a decade since XX. For example, International Human Rights Day can be a
hook for protection of civilians in countries undergoing conflict.
• New announcement: Is your news ‘unprecedented’ or ‘groundbreaking’ or ‘first-ever’?
Reporters are only interested in new news, not old news. Make your news fresh.
• Localise national story (and vice versa): Take a nationally breaking story and
emphasize its local impact, e.g. how fighting in a district is affecting access to life
saving health services.
• Fresh angle on old story: Take an old story and put a fresh twist on it.
• Profiles and personnel: Here you feature individuals, community leaders or
galvanizing spokespersons that may become news themselves because of their
personal stories of heroism, inspiration or great hardship.
• Respond and react: Frame your story in reaction to news or events elsewhere. Use
comparative or oppositional phrasing (e.g. “While the world focuses on the debacle in
Iraq, aid workers in Timor-Leste are overcoming the painful legacy of warfare through
an unprecedented vaccination effort to reach every child under age five...”).
• Celebrity: If you have a nationally known celebrity on your side, make sure they are
included in the story.
• Strange bedfellows: Have unlikely allies come together in solidarity over your issue?
Highlight it in your story.
Note on creating core messages: Messages should be simple: “There is a problem and
we are doing something about it”. Naturally, in many emergencies the solution is far from
black and white and PI Officers will need to document the situation using data and
anecdotal evidence (real-life stories). Such information may be presented in the form of a
report or released at a press conference. PI Officers should identify key messages to be
readily communicated by the OCHA Head of Office and other relevant UNCT staff and
external audiences.
Wherever possible, PI Officers should show how lack of media attention means a solution
is harder to come by, e.g. no media coverage of malnourished children in a war zone
means local authorities will feel less pressure to open up access to aid workers. Provide
examples when using figures and statistics in order to generate better understanding of
the issue as large numbers are difficult to comprehend and the human side often gets
lost. Word images can assist in clarifying messages, e.g. “35,000 children die needlessly
every day – which is like 100 jumbo jets carrying 350 children each crashing daily”
(UNICEF).
5.2.4 Create a plan of action
After completing the three steps described above, a media plan of action may be
developed. The plan should identify which media are targeted (e.g. local reporters, BBC,
radio only, etc.), determine the channel for communication (press release, background
briefing, media event, etc.), decide when and how often the communication will take place
(daily for 2 months following the emergency, weekly, monthly, etc.), designate the main
communicator/focal point within OCHA/UNCT and identify the resources required to
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implement the plan. A successful media plan of action will maintain a focus on the
achievement of its overall objective by ensuring its various elements complement and
leverage the impact of one another, monitoring and measuring its progress on a regular
basis.
When developing their media plan, PI Officers should ask a range of questions:
How will you communicate your message?: Do you want to hold press conferences,
reporters’ briefings, meetings with editorial boards, public forums? Do you want to hold
events highlighting your initiatives through visits of the ERC/USG-HA or other senior
colleagues? Do you want to get an opinion editorial (‘op-ed’) in the papers? Choose
events that give you a realistic chance of success, based on your resources. What are
your deliverables: media advisories, press kit, reports, polls, press releases? When and
how will you distribute them?
What opportunities can you capitalise on?: Are there prominent local personalities you
can enlist to write articles or speak on radio/television on behalf of the legislation? Are
any high-level UN officials coming to your area who could speak to the media on this
issue? Any major political gatherings/events in the region that could serve as a news
hook for your issue?
What are the challenges you face?: In general, expect opposition from some lawmakers
and a lack of information and/or opposition on the part of the general public. How are you
going to address these obstacles?
What resources do you have?: What staff has experience dealing with the media? Do you
have allies on this issue – UN agencies, donors, NGOs, faith groups, health
organizations, unions – who can help with media coverage and/or attend an event? What
other people or resources can you draw in, e.g. volunteers, non-traditional sources of
funding, etc.?
Are you suitably equipped?: Much of media work is keeping lists. Do you already have a
list of press contacts? Do you have a story bank, a database of people – with contact
information – you can use to give reporters real-life stories? Do you know who your
supporters are and what they can do for you, e.g. turn out a crowd at an event? Do you
have a press information kit that explains to reporters, clearly and concisely, the important
facts of your issue? Do you have T-shirts, buttons or other visuals you can use at press
events or other venues?
How will you know if you've been effective? Look back at your chosen media strategies.
Did you achieve the goals and objectives you laid out? You can track the number of
media ‘hits’ or responses to your pitches, using clippings bureaus. Online media
monitoring can be conducted through web news services such as Google News, Yahoo
and Really Simple Syndication (RSS) news feeds/readers.
If your goal was to increase the number of internally displaced persons (IDPs) accessing
social services, look at access numbers before and after your media activities. If you
wanted to increase community awareness of IDP issues, conduct a before-and-after
survey to evaluate your campaign. Have the media come to rely on you as a trusted
source? Has the level of awareness of the issue heightened in the media since you began
your efforts? Success may be measured on many different levels, so be sure to identify
all your accomplishments and failures. Use each encounter with the media as a learning
experience for the future.
Are you adequately prepared for the unexpected?: Media plans should simultaneously
maximise opportunities and address/overcome challenges as they arise. While news
cannot be predicted, PI Officers can concentrate their media efforts on predictable or
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foreseen events (e.g. a presidential visit, immunization days, etc.) while maintaining their
focus and carefully targeting their core messages to achieve their goals. Challenges such
as negative coverage can be prepared for by developing a plan in advance rather than
waiting for and responding to a media crisis afterwards.
Dealing with a media avalanche: No one or even two PI Officers can adequately deal with
the media onslaught in the wake of a major disaster. When a disaster erupts (or is
foreseen – more predictable in complex emergency settings), it is the PI Officer’s
responsibility to carefully evaluate their Country Office’s PI capacity to determine whether
it has sufficient resources to deal with the media and to request additional support
accordingly.
PI Officers should avoid attempting to single-handedly confront a mad media frenzy,
risking missed media opportunities to highlight the humanitarian situation. Rather, other
OCHA colleagues and PI Officers from other agencies may provide the frontline in the
field to deal with increased media attention. PI Officers stationed in RSOs can be
requested to provide backup, either from their post locations or by surging to the Country
Office.
In 2005, OCHA developed a PI surge capacity roster, which may be drawn upon if
necessary. Examples of PI surge capacity include deployment in response to major
natural disasters (South Asia earthquake), emergence of a new crisis (Lebanon) or
serious deterioration in an existing emergency (Cote d’Ivoire). Requests for PI surge
capacity should be forwarded by the OCHA Head of Office to APIS and CRD, which will
take them forward at headquarters.
5.3 Practical tips for effective media engagement
Helping journalists do their jobs will help PI Officers do theirs. Effective media
engagement is about facilitating journalists get the story; however, make sure the
demands of journalists do not interfere with operations. Do not be intimidated; be firm in
setting ground rules to protect OCHA and its work and avoid making comments that could
potentially put them in a compromising position. When possible, suggest alternate
sources and refer journalists to other UN colleagues.
Be fast, factual, frank, friendly and fair:
Be fast: Remember that the media work to deadlines. Speed is critical to them. Always
return calls with the minimum of delay and ensure colleagues do the same as well.
Encourage the media to call you at any time and make sure you or your colleagues are
available day or night when important changes in the situation occur, or when there is to
be a major movement of UN/OCHA personnel. Journalists always welcome an advance
warning about stories that are about to break.
Be factual: Use simple, clear language, not ‘UN-speak’, including relevant quotes
wherever possible. Avoid alarmist and emotional language in releases and briefings; just
state the facts. PI Officers shall not make evaluations, speculations or predictions. You
are speaking on the record unless you state otherwise.
Be frank: If you don’t know the answer, admit it honestly. If information is not available,
say so. Journalists value trust and honesty, especially when it comes to an organization
admitting its own mistakes. They want information straight from the field, including sitreps,
and appreciate having direct access to the people working there. PI Officers shall not
exaggerate the OCHA or UN contribution. This is critical in any operation involving host
government, local authorities, international agencies, and NGOS. PI Officers shall be
generous in giving credit to active partners, avoiding claims or sole credit for OCHA for
shared operations or activities.
23

Be friendly: Know the names and affiliations of journalists and inform APIS about your
contacts with specific journalists. Track the interviews and briefings you provide.
Wherever possible, wear UN identification clothing. Treat local media with the same
respect and care that you give to international media. This is especially critical in
situations where the UN is perceived negatively.
Be fair: Be prepared to assist in arranging a place on an aircraft or truck carrying supplies
to journalists who are eager to reach affected areas. Give places to journalists
representing the most influential media outlets, but do not imply or expect that this will
‘buy’ coverage favourable to OCHA. If you agree to help journalists who have travelled
with OCHA send back film or videotape to be forwarded to their head office, be sure you
and the journalist agree on the details.
Further practical tips include:
Political awareness and sensitivity: Avoid making unnecessary comments about matters
not directly related to OCHA concerns. Refrain from commenting on the policies or
actions of the government or other agencies on issues apart from those related to
OCHA’s humanitarian mandate. Because OCHA cooperates with journalists, it risks being
identified with negative journalism. This may anger the government and strain its relations
with OCHA. Take particular care not to provide journalists with comments that could be
used to link OCHA to criticism or negative coverage.
Pitching a forgotten humanitarian story: With a little determination, a targeted news pitch,
credible statistics and first-hand reporting, news editors will take notice of a forgotten
emergency. Make a connection between the forgotten crisis and another crisis in the
public eye, such as contrasting humanitarian needs between the two (e.g. “Some three
million civilians have died in the Democratic Republic of the Congo since 1998, the
highest death toll since World War II”) and invite a few journalists to the field to witness
the crisis first-hand. What was previously a forgotten humanitarian story can make
headline news.
Journalists’ security in the field: Keep track of the national and international journalists
you are working with in insecure environments – for their safety and yours. A simple form
that includes the reporters’ names, affiliations, contact details, stated interests, and what
information they have been briefed on can be very helpful should the situation turn violent
or chaotic. By keeping records (such as this type of form) a Country Office can alert
relevant agencies, sub-offices, and NGOs when sympathetic journalists are passing
through. Once a relationship of trust has been established share security information with
journalists off the record.
5.4 Media activities
In addition to the PI tools described earlier, PI Officers have a range of activities from
which to choose in the development of their media strategy. Press conferences, briefings,
field trips, interviews, photography, maps, presentations and the CAP are all events on
which a PI Officer can capitalise and use to communicate to the media.
5.4.1 Press conferences
Press conferences are held for major events or announcements by senior OCHA or UN
officials. They should be well planned and publicised. A media advisory (see annex B8 for
template) providing the time and place, the main speaker(s)’s name(s) and a brief
indication of the topic should be sent to the media 48 hours before the event, followed by
telephone calls to key journalists to encourage attendance. A press release or detailed
background paper covering the essentials of what is to be announced and the name/title
of the moderator and speaker(s), should be prepared for distribution to the journalists as
24

they arrive (or, second best, as they leave). This should also be sent to journalists unable
to attend.
The location should be large enough to seat the maximum number of journalists, but not
so large that it will seem poorly attended. There should be room for television lights and
cameras, a separate table for the speakers and any necessary visual aids. Try to place a
UN flag where it will appear in photos and on television. Where appropriate, have a map,
diagrams, enlarged photos and/or a flip pad with black marker pen mounted on an easel
near the speaker’s table for use if needed. Avoid audiovisual aids if the conference is
being televised. An assistant should be stationed at the entrance to hand out information
and to invite participants to register – or pass around a sign-up sheet. This will help in the
development of your media list.
Press conferences are handled by a moderator – in some cases this may be the PI
Officer – known to the media and who can encourage questions from reporters. They can
sometimes be hostile and therefore the PI officer and speaker should be prepared in
advance to deal with usually predictable, difficult and critical questions. Do not try to
dismiss tough questions when they arise; answer them frankly, calmly and politely. Tips
for difficult interviews or press conferences are available in Annex E.
Try to keep presentations to 10 minutes, leaving plenty of time for questions. A press
conference should run from 30 to 45 minutes and never longer than an hour. The speaker
should speak in a clear voice in measured phrases to be intelligible to journalists who are
not proficient in the language. He or she must use simple language and avoid
bureaucratic jargon. If the press conference has more than one speaker, the
announcement and background remarks should not take more than 15 minutes. Key
points may be written on cards for the speaker’s reference; a speaker who constantly
looks down at a text, instead of at the camera or the audience, is rarely convincing.
5.4.2 Media briefings
A useful way for OCHA to update selected reporters on specific activities or to clarify
complicated or emerging issues for them is to hold a media briefing. This is not a formal
press conference for the entire press corps; rather, it should bring together journalists
particularly interested in a situation with an authority who can discuss it in detail in an
informal, relaxed atmosphere. The briefing will be most effective if conducted by a
respected expert or by a person who has just returned from the scene of a newsworthy
activity or emergency.
No announcements should be made at a briefing, nor is a press release distributed
although a background paper may be made available. The purpose is to increase media
understanding of a situation and to promote accurate coverage that reflects OCHA’s or
the UN’s viewpoints. This briefing format should be reserved for special situations and/or
take advantage of the presence of a particularly knowledgeable OCHA official or partner.
It should be used sparingly. Only journalists should be invited. Like press conferences,
journalists should be given at least 48 hours advance notice of the time, place and subject
of the briefing by way of a media advisory (annex B8). Allow up to an hour for a briefing.
It must be clearly established at the outset whether or not the briefing is on the
record, although in most circumstances it is recommended to speak on the record. The
person conducting the briefing must know that anything not specifically prefaced by “This
is off the record, please,” may be reported by journalists. An alternative to ‘off the record’
is to allow for information to be reported without direct attribution to OCHA (for ‘off the
record’ alternatives, see 5.1 Rules for OCHA media engagement).
5.4.3 Media field trips
Nothing is as effective in gaining media attention as letting journalists see the
humanitarian situation on the ground themselves. OCHA encourages visits to the field,
25

often in collaboration with other UN agencies. Field visits for local journalists (often
coordinated with a government ministry and accompanied by a PI Officer) can be useful
for advocacy, offering an opportunity to observe the dimensions of a problem and the
effectiveness of the solution underway. It is to be expected that local media will focus
primarily on the government and community roles, not on OCHA.
Field visits either originate with the media, perhaps with some contacts or logistical help
requested from OCHA or are planned and largely organized by OCHA. It is important
that everyone involved, especially the host government and on-site aid workers,
knows the difference. When coordinating a media field trip, PI Officers should make
clear to participants the subject, scope and approach of the reporting planned, what
financial, logistical and security arrangements are necessary and the precise
responsibility of OCHA and each of its partners.
OCHA usually covers the cost of travel in UN vehicles and aircraft, regardless of whether
it takes place within a country or between countries. Media are expected to cover all
commercial travel and expenses for lodging and board, unless they are taken to a
location where such facilities are not commercially available. Photographers should be
clearly warned about what they should not shoot and explained the appropriate procedure
when visiting sacred places, polite forms of address, courtesy rituals to be expected and
returned, etc. While it is generally unwise to combine the visits of writers and
photographers with film crews, you may have no choice in the matter. If you do so, then
you should try to make another vehicle and PI officer available for the film crew.
A single focal point that will carry ultimate responsibility for the trip should be designated
at an early stage, allowing plenty of lead time to plan an appropriate itinerary, avoiding
variations if possible. The focal point should also take care of logistics (confirm maximum
numbers accommodated by field transport; arrange arrival/hotel/on-site visits; ensure
participants have the necessary documentation for the trip). OCHA should not be involved
in vouching for the visitors in visa applications or in trying to arrange interviews with
government leaders. If anything goes sour, this would unnecessarily cast blame on
OCHA. An exception to this rule is helping out with customs clearance. A promise to
arrange a meet-the-press session with a Head of State or Government Minister can help
‘sell’ the trip.
The trip should start with a briefing about OCHA, partners and in-country activities,
followed by a visit to the site itself, allowing maximum exposure to selected projects and
minimum briefings. The PI Officer or other officer speaking the language of the visitors
should accompany all co-production television crews and the more important media
visitors to ensure that questions are properly answered and that no unfamiliar scenes and
situations are misinterpreted. Remember, OCHA will not be there when the film is finally
edited. Once on site, do not overlook the schedule: interviews take time and journalists
need opportunities to gather impressions.
Do not try to debrief the journalists during the trip. Rather, a debriefing session should be
held at the OCHA office in the presence of the OCHA Head of Office or another senior
official in order that questions, clarifications, misunderstandings, etc. can be immediately
addressed. It may also be possible to glean the spin of the story – this is important if
negative or unexpected conclusions were drawn by the journalist.
Keep evenings free as this will earn you plus points; but avoid inviting journalists to a
meal at the fanciest restaurant in town. Be careful that your readiness to be a tour guide
to the local beauty spots does not give the impression that OCHA ‘humanitarians’ live like
kings amid poverty!
26

5.4.4 Media interviews
An interview is a briefing for a single journalist and may produce an exclusive story.
Sometimes OCHA offers an exclusive interview to a selected journalist in order to
increase the chances of its information or advocacy reaching a particular audience. When
a journalist requests an interview, it is the job of the PI Officer to determine in advance
what the thrust of the interview might be, to prepare the interviewee and to consider how
to respond to any controversial questions. The PI Officer should also conduct a debriefing
following the interview.
A telephone call or any conversation with a journalist should be considered as interview
material. An unexpected call from a journalist can always be delayed by offering to call
back allowing time to discuss the questions with the OCHA Head of Office; the call should
be returned within an hour. Telephone interviews for radio are always recorded and other
interviews may be taped by the caller. In the case of very sensitive issues, OCHA may
record the call after having informed the other party at the outset.
If you are unable to discuss any matter, explain to the journalist why or tell them the
person who is most up-to-date on the matter is unavailable, but that you will get back with
the information as soon as possible. The same applies when you simply do not know the
answer to a question. Be honest and do not be provoked into making a hasty answer.
Make the points you wish to emphasise early into the interview, keeping answers
reasonably short for impact and in order to cover as much ground as possible. Try to work
in anecdotes from personal experience: “Last week when I was up in Zuma Province, I
met a doctor who ought to be a national hero...”. Avoid overloading replies with too many
figures and instead give the interviewer background documents with the supporting
details. PI Officers should be prepared to provide background briefing if necessary to
bring journalists up to speed prior to the interview(s).
PI Officers are responsible for ensuring they follow three basic principles in their relations
with the media:
Be honest and accurate: It is important to repeat the premise that you should always seek
to respond honestly to questions from the media. Honesty, however, does not mean you
have to tell everything you know. There are many times when you may need to be
discreet about what you say to the media.
Be factual: Whenever possible, present the media with factual information about a
humanitarian operation. Every attempt should be made to provide the media with
accurate information since erroneous information will ruin not only a PI Officer’s
credibility, but also that of the Organization. Factual information is also more difficult to
dispute. Do not provide figures unless you are confident they are accurate. Always cite
sources for any figures you release.
Be open and transparent: Journalists also want to know about the problems you face and
what you are doing to overcome these difficulties. Avoid trying to hide problems or
mistakes and never ask for a story to be suppressed – attempts at censorship almost
always backfire. In fact, it is almost always best to talk about problems before the media
find out about them on their own – they usually do.
5.4.5 Photography
A picture speaks a thousand words. OCHA uses photographs for its publications and PI
materials and always requires images of emergencies and their impact on civilians as well
as of OCHA staff in action. All OCHA Country Offices should have a digital camera on
hand; OCHA staff is encouraged to make use of the camera and provide photographs to
APIS or IRIN. Photographs submitted should be accompanied by a basic caption, stating
when the photograph was taken (the year and, in emergencies, the month) and where
27

(the name and whether it is a town, district, etc.), as well as identifying the subjects (by
group or function, if names are not known) and any relevance to OCHA.
Credit information should always accompany a photograph. If the image is fully owned by
OCHA, crediting should acknowledge the OCHA Country Office from which the image is
sent, a reference number to track the image and link it to its image file and the name of
the photographer. Images which are owned by others but donated for OCHA use also
need to be credited; in these cases, it is important to clarify OCHA’s reproduction rights
(internal or external use).
The identity (name, nationality, location, personal story) of people being interviewed or
photographed by OCHA or the media may need to be protected to ensure that
subsequent publication does not put the subjects at risk of future reprisals. In instances
where publication of an image may put beneficiaries at risk even if the name is changed
or omitted entirely is best not published at all. In order to respect the subject’s right to
privacy, publication should be preceded by the securing of a signed release by the
subject.
A note on working with photographers: PI Officers should facilitate the work of
photographers to encourage media coverage of humanitarian issues in a balanced and
sensitive manner, recognising the political and humanitarian complexities of emergencies.
Ideally, in emergencies, defeatism should be counterbalanced by juxtaposing images of
suffering (images that illustrate the need for relief assistance) alongside positive
illustrations demonstrating that assistance can be effective and ultimately lead to
recovery. Developing relationships with local professionals is vital to promoting this kind
of coverage.
5.4.6 Maps
Maps are a very effective means of communicating a large amount of humanitarian data
and information in a simple geographic form. Maps complement PI products and services
particularly well: street plans can assist journalists in making their way to key locations
and venues for media activities; topographic maps support background and orientation
information for journalists new to the country; administrative boundary maps help the
media to understand the political and social set-up of a region.
PI Officers may use maps to accompany articles, include in press
kits/reports/presentations and display on posters and similar PI materials. ReliefWeb,
Humanitarian Information Centres (HIC), OCHA Information Management Units (IMU)
and UN peacekeeping missions employ specialised staff to develop geographic, thematic
and interactive maps for the humanitarian community. An extensive collection of maps is
also available from the map depository Maps on Demand of OCHA’s Field Information
Services (FIS) Unit, available via OCHA Online.
5.4.7 Public speaking and presentations
Interpersonal (face-to-face) communication is a highly effective way of conveying a
message to an audience provided that the presentation or speech is well prepared and
tailored for its audience. The development of a presentation should consider the following
steps:
• Clarify your aim: Ask yourself the following questions: Why am I making this
presentation? Who is my audience? How old are they? What is their level of
knowledge of the topic? What might their reaction be to what I have to say? What
questions will they ask? What will they do with the information I give them? How will I
structure my presentation? How many key points will I put in?
• Brainstorm: Give yourself 20 minutes and write down everything you know about the
subject. Take a break.
28

• Group: Go back and group the material for a 20-minute presentation into a maximum
of three main topics, allowing five minutes per topic. Two minutes should be allowed
for pauses in between three key topic areas and three minutes for the introduction
and conclusion. When grouping material, think about the key points you want to
communicate and give them titles so it is clear to both you and your audience. Create
‘signposts’ to make it easy for your audience to follow.
• Order the topics according to your aim: Put the most important topic first and the rest
in a logical progression.
• Evaluate the pros and cons of using presentation software/visual aids: PowerPoint is
a visual aid, not simply a pretty screen for the audience to gaze at and an excuse for
you to drone on. Using visual aids should grab the audience’s attention and help
focus on your message. Photographs, maps and graphics can be easily incorporated
into slides that add an additional dimension; however, make sure you practise
delivery before delivering your presentation. Keep slides to a minimum and avoid a
high-tech presentation that could be seen as being too slick. Most importantly, ensure
that the equipment and technology is available and functioning beforehand and
always print a set of black and white transparencies as a back-up.
5.4.8 The Consolidated Appeals Process
The Consolidated Appeals Process (CAP) and the rapid response Flash Appeals are
critical global advocacy, coordination and fundraising tools for the humanitarian
community. An appeal presents comprehensive information on a given emergency and its
priority needs, providing a strong basis for media outreach and advocacy. PI Officers
should organise a local media launch for the CAP or Flash Appeal, which can either be a
part of, follow or replace a headquarters launch. The media launch should be attended by
the OCHA Head of Office and an important government counterpart as well as by OCHA
staff and partners to answer questions if necessary. Normally, the OCHA Head of Office
will present the appeal and make a brief statement on its main messages and their
relevance to the local humanitarian situation.
PI Officers should distribute embargoed information kits in advance to editors and key
journalists, emphasising the importance of observing the embargoed release time, fixed
by the time of the global launch. Make personal visits and calls to whet the appetite of
editors for its news value. News agency coverage of the global launch may reach the
media ahead of your local launch; explain to editors that your media launch will have local
angles and will be worth waiting for.
Prepare a press release summarizing the main points and distribute it at the launch and
forward it to all journalists. The press release should include a quote from the OCHA
Head of Office relating the appeal to local conditions and outlining OCHA’s role in
assisting the government. After the launch, propose to television and radio producers a
panel discussion on the national significance of the CAP and suggest the OCHA Head of
Office and other knowledgeable partners as participants. Pitch with leading editors the
possibility of post-launch interviews with the OCHA Head of Office and/or other OCHA
experts in New York or Geneva.
CAP and Flash Appeal summaries and media launch documentation should be
disseminated immediately to all media who did not attend the launch, as well as to a
selection of government, UN, NGO, academic and other representatives of the
humanitarian community. Prepare an evaluation report of the media launch highlighting
feedback and including press clippings of media coverage to APIS.
E. TERMS AND DEFINITIONS
See Annex F. Glossary of humanitarian terms
29

F. REFERENCES
Normative or superior references
UN, 2005, Spelling list, United Nations, New York.
Related guidance
OCHA, 2006, Guidelines for OCHA Advocacy, UN Office for the Coordination of Humanitarian
Affairs, New York.
OCHA, 2006, Guidelines for OCHA Field Information Management, UN Office for the
Coordination of Humanitarian Affairs, New York.
OCHA, 2006, OCHA Field Website Policy, UN Office for the Coordination of Humanitarian
Affairs, New York.
OCHA, 2006, Policy Instruction on OCHA Advocacy, UN Office for the Coordination of
Humanitarian Affairs, New York.
UNDP, 2002, Tools for Effective Communications in UNDP: Communications Training
Manual, UN Development Programme, New York.
UNHCR, ‘Relations with the Media’, Handbook for Emergencies, Second Edition, UN High
Commission for Refugees, Geneva, pp 85-88.
UNICEF, 2005, ‘Fund-raising and communication’, Emergency Field Handbook: A guide for
UNICEF Staff, UN Children’s Fund, New York, pp 285-312.
G. MONITORING AND COMPLIANCE
APIS shall monitor implementation of this Handbook, including future revisions.
H. DATES
This Handbook shall be effective on [date of approval – consistent with date on cover page] and
reviewed no later than [review date].
I. CONTACT
The contact for this Handbook is the APIS PI focal point.
J. HISTORY
This Handbook was approved on [date of approval] and has not been amended.
SIGNED: DATE:
30

ANNEX A. KEY PI CONTACTS AT HEADQUARTERS
Advocacy and Public Information Section (APIS) – New York
Fax: (212) 963-1040, (212) 963-9635
Name Title/area of focus Tel Email Room
Ms. Nancee Oku Bright Section Chief
Focal point for communications and public
information; focal point for NGO relations
Ms. Stephanie Bunker
Fax: (212) 963-1312
Humanitarian Affairs Officer
Spokesperson
Humanitarian advocacy, public information
and media relations
Ms. Kristen Knutson Associate Humanitarian Affairs Officer
Public information and media relations
Mr. Christian Clark Humanitarian Affairs Officer
Humanitarian advocacy, field focus
Ms. Cynthia Scharf Humanitarian Affairs Officer
Humanitarian advocacy, public information
Mr. Romain Kohn Humanitarian Affairs Officer,
Public information, CERF
Ms. Nanci St. John Information Officer
OCHA Online Manager
3-5713 bright@un.org DC1-1392
7-5126 bunker@un.org S-3628A
7-9262 knutson@un.org S-3628A
7-6005 clark1@un.org DC1-1390
7-2053 scharfc@un.org DC1-1386
7-2449 kohnr@un.org DC1-1390
3-3855 st.john@un.org DC1-1388
Ms. Francesca Civili Associate Information Officer 7-2009 civilif@un.org DC1-1384
Ms. Rania Barrimo
Fax: (212) 963-1312
Public Information Assistant
OCHA News, news monitoring and
information dissemination, administration
3-0345 barrimo@un.org
Ms. Assiati Chikuhwa Information Assistant 7-9635 chikuhwaa@un.o
rg
Ms. Elizabeth Byrs
Ms. Vanessa Huguenin
Advocacy and External Relations Section (AERS) – Geneva
Fax: (4122) 917-0020
Public Information Officer and
Spokesperson
7-2653 byrs@un.org
Associate External Relations and Public
Information Officer
31
7-1891 huguenin@un.org
S-3628C
DC1-1393
14
146

Annex B1. Situation report
Draft template of a monthly situation report
ANNEX B. TEMPLATES AND SAMPLES
32

1. HIGHLIGHTS OF THE MONTH
� IN BULLET FORM ONLY
United Nations Nations Unies
Office for the Coordination of Humanitarian Affairs (OCHA)
HUMANITARIAN SITUATION REPORT No. XX
(Field Office Location, Country)
(MONTH ENDING: DAY/MONTH/YEAR)
2. Situational Analysis
� INCLUDING TRENDS IN THE HUMANITARIAN SITUATION
Security:
Political:
Humanitarian:
3. Key Sector Issues and Challenges
Coordination and Common Services:
Education and Training:
Food Aid:
Food Security and Livelihoods:
Health:
Mine Action:
Nutrition:
Protection:
Shelter and NFI:
Water and Environmental Services:
4. Action/Follow up
IN-COUNTRY
Head Office:
Field Office:
HEADQUARTERS
AIMB:
CRD:
ESB:
FSS:
IDD:
Operations/Security:
PDSB:
33
TIME PERIOD
TIME PERIOD

5. Media
� PLEASE PROVIDE ANY ISSUES THAT YOU FEEL SHOULD BE FOLLOWED UP
Interviews:
Press Statements:
6. INITIATIVES TAKEN
7. ANTICIPATED ACTIVITIES/EVENTS FOR THE COMING MONTH
PREPARED BY: (Name)
(Post Title)
(Email)
TEL:
CELL:
SAT:
34

Annex B2. Press release
Sample/template/tips for a press release
ANNEX B. TEMPLATES AND SAMPLES
35

United Nations Nations Unies
Office for the Coordination of Humanitarian Affairs (OCHA)
FIGHTING IN CÔTE D’IVOIRE JEOPARDIZES HUMANITARIAN AID
(Headline: Catchy, attention-grabbing and accurate summary of news item)
(City, country, dateline) (New York: 4 November 2004): An eruption of fighting around the Ivorian city
of Bouaké, some 300 km north of Abidjan, threatens to cut thousands of people off from urgently
needed humanitarian aid.
(Lead: A one sentence explanation of what is most important about the situation.)
Due to tensions across Côte d’Ivoire, UN humanitarian workers are suspending their activities
throughout the country today.
(Include OCHA/UN’s name near the top of the page, if possible in the first line.)
“Côte d’Ivoire has been in a humanitarian crisis for two years. A prolonged suspension of aid
programmes would endanger thousands of lives,” said Jan Egeland, the United Nations Emergency
Relief Coordinator.
(Relevant quote from the most appropriate OCHA or UN authority on the problem/issue at hand
increasing the chances of the press release being used by media.)
OCHA’s office in Abidjan reports that the UN World Food Programme and the International Committee
of the Red Cross have halted their operations in the Bouaké area. Further, the WFP has not been
able to deliver aid to beneficiaries since the weekend because of roadblocks. There has been a sharp
rise in the number of roadblocks near the “Zone de Confiance”, an area separating rebel and
government forces, around Bouaké in the past week. (Place lead in context and present the who,
what, when, where and why.)
Since the crisis began two years ago, the humanitarian situation in northern Côte d’Ivoire---once the
economic engine of West Africa---has been characterized by the prolonged absence of public
administration and basic social services. Civilians in the North have been sinking further into poverty,
having been cut of from the commercial activities and the social services of the South. Health care is a
major concern in northern Côte d’Ivoire. An estimated 70% of the professional health workers that
used to work in the North have yet to return to their posts. In one department/zone it was reported in
May that there is only one doctor to address the needs of around 200,000 people. In the same zone it
has been reported that four out of five water pumps in the rural areas are not functioning.
Humanitarian organizations and donors will have to continue to support and encourage the
Government to redeploy health professionals to the north.
(Background on humanitarian situation, issues and what the UN is doing about it – mention the
number and needs of the affected population.)
UNICEF estimates that around 700,000 children have been out of school since the beginning of the
crisis, some because there are no teachers to teach them, others because their families are displaced
or have become too poor to send them to school. There are approximately 500,000 internally
displaced persons in Côte d’Ivoire, the majority of whom are living with host families.
Humanitarian operations in Côte d’Ivoire have suffered from poor funding. The UN’s 2004
Humanitarian Appeal for Côte d’Ivoire has received only 18% of the US$61 million required for
emergency programmes.
(If relevant, mention the level of CAP funding, specifying sectors that are poorly funded.)
For further information, please call: Stephanie Bunker, OCHA- NY, +1 917 367 5126, mobile +1917
892 1679; Kristen Knutson, OCHA-NY, +1 917 367 9262; or Elizabeth Byrs, OCHA Geneva, +41 22
917 2653, mobile +41 79 472 4570.
(Contact information for journalists: Name, office and mobile telephone number, email, title and office
address.)
36

Annex B3. Input to press briefings
ANNEX B. TEMPLATES AND SAMPLES
Samples of inputs to press briefings (submitted to the OSSG)
Bullets on UN response to landslide in Bolivia:
• After a landslide struck the rural town of Chima, Bolivia on 31 March, UN agencies
including the UN Children’s Fund (UNICEF), the World Food Programme (WFP) and the
World Health Organization undertook, together with Bolivian authorities and NGO
partners, a damage and needs assessment in the affected area.
• WFP has provided 22 Metric tonnes of food, while UNICEF and WFP have provided
some tools and WHO some 2000 first aid kits. The UN Office for the Coordination of
Humanitarian OCHA has provided an emergency cash grant of $10,000 dollars and has
allocated a $20,000 contribution from the Norwegian emergency fund OCHA manages.
Bullets on earthquake in Democratic Republic of the Congo:
• A strong earthquake shook Central Africa today. At least six countries -- Burundi,
Democratic Republic of the Congo (DRC), Kenya, Rwanda, Tanzania and Uganda --
reported feeling the tremors. The epicentre of the earthquake was near the eastern side
of Lake Tanganyika.
• The Office for the Coordination of Humanitarian Affairs (OCHA) has been in contact with
its sub-offices in Kalemie and Goma, in the DRC, and with the regional office for Central
and Eastern Africa in Nairobi.
• The earthquake was felt only slightly in Kalemie; however, there are reports of some
damage to buildings in the cities of Kabalo and Manono.
• The tremors were though felt strongly in Nairobi. OCHA's regional office there is now
following up on the situation on the Tanzanian side of Lake Tanganyika.
• OCHA will revert with additional information as it becomes available.
37

Annex B4. News alert
Sample of news alert
ANNEX B. TEMPLATES AND SAMPLES
Please see the below media reports ref today's incident where a significant number of internally
displaced civilians were killed. Still no official confirmation on numbers but most sources are going
with 45 upwards.
However, according to media sources 25 people were taken to [name] hospital and another 40 to
[place] with some 300 injured. At the moment there is a semi official figure of 65 dead. The
government is basically saying in their press release that the opposition asked for this. The artillery fire
was from government forces and hit a school where the IDPs were staying according to reports.
Shelling had been going on for some days between both sides with an escalation today.
Last week a civilian house was hit by the government in [place] killing 5 civilians.
From our side after consulting the a.i RC/HC we are drafting a statement but will not release anything
until tomorrow when we have a clearer picture.
This is a large number of civilians and thousands more continue to languish in a very difficult position
between opposition and government forces. The continuing need to highlight their protection concerns
is a must {especially when access could be improved} via ERC or SG statement.
Ambassador [name] is also currently in the east and was scheduled to go to [place] tomorrow.
38

ANNEX B. TEMPLATES AND SAMPLES
Annex B5. Statement attributable to the Spokesperson for the Secretary-General
Sample statements attributable to the Spokesperson for the Secretary-General
STATEMENT ATTRIBUTABLE TO THE SPOKESMAN
FOR THE SECRETARY-GENERAL
The Secretary-General remains profoundly concerned over the heavy toll the continuing
fighting in Liberia is taking on civilians and the threat it poses to the stability of other countries in
the region, particularly Sierra Leone. Since fighting intensified last month, some 17,000 Liberians
and 8,000 Sierra Leonean refugees have fled into Sierra Leone. The exact number and
conditions of tens of thousands of civilians displaced within Liberia remain unknown because
humanitarian agencies do not have access to conflict zones where vulnerable populations are
living in extremely precarious conditions. The movement and effectiveness of humanitarian
agencies are further disrupted by the harassment of humanitarian workers and looting of
humanitarian organizations’ assets and supplies.
The Secretary-General urges the dissident forces and the Government of Liberia to allow
humanitarian workers safe and unhindered access to affected populations. He calls upon the
Governments of neighbouring states to cooperate in this endeavour. Further, the Secretary-
General reiterates his call upon the international community to provide humanitarian agencies
with the resources necessary to respond to the vital needs of the rising number of Liberians who
have been displaced both within and outside their country’s borders.
New York
1 July 2003
STATEMENT ATTRIBUTABLE TO THE SPOKESMAN
FOR THE SECRETARY-GENERAL
The Secretary-General has learned with distress that an earthquake measuring 6.3 on the
Richter Scale hit various provinces in the western part of the Islamic Republic of Iran. The
Secretary-General is deeply saddened by the important loss of lives and the extensive damage
that resulted from the disaster. He wishes to convey his condolences and deepest sympathy to
the Government of the Islamic Republic of Iran and to the victims of the disaster.
The Office for the Coordination of Humanitarian Affairs (OCHA) has been in contact with
the Iranian authorities through the United Nations Resident Representative's office in Tehran, and
offered assistance to the Government of the Islamic Republic of Iran, including the deployment of
a United Nations Disaster Assessment and Coordination team to work with the United Nations
country team in Iran and the national emergency management authorities in coordinating
international response to the emergency.
39
New York
26 December 2003

ANNEX B. TEMPLATES AND SAMPLES
Annex B6. Statement attributable to the IASC
Sample statement attributable to the IASC
Action to address gender based violence in emergencies:
IASC Statement of Commitment
Circulated: 22 December 2004
We, the members of the Inter Agency Standing Committee (IASC), are gravely concerned by the
widespread gender-based violence in emergencies. We are particularly concerned by the
systematic and rampant use of sexual violence in conflict situations as a method of war to
brutalise and instil fear in the civilian population, especially women and girls.
We are further dismayed by recent reports of sexual exploitation and sexual abuse perpetrated
by UN peacekeepers and UN civilian staff.
We, therefore, re-emphasise our individual and collective responsibility to respect the highest
standards of the law and to fully comply with the UN Secretary-General’s Bulletin on Special
Measures for Protection from Sexual Exploitation and Sexual Abuse (ST/SGB/2003/13).
We further commit ourselves to urgent and concerted action aimed at preventing gender based
violence, including in particular sexual violence, ensuring appropriate care and follow-up for
victims/survivors and working towards holding perpetrators accountable. In particular, we make a
commitment to:
1. Strengthen prevention measures: The damaging effects of conflict, such as displacement,
the destruction of community structures, poverty and lack of resources increase the risk of gender
based violence. We must reinforce our efforts to provide timely and comprehensive assistance
and protection, in the full respect of our humanitarian principles, to protect those in need from all
forms of gender based violence, particularly sexual violence. Prevention measures should
include:
- Ensuring that the implementation of our operational activities prevents putting affected
populations, especially girls and women at risk of gender based violence;
- Supporting national authorities to ensure effective security for civilian populations,
particularly women and children, including through policing and deterrence measures;
- Promoting the effective administration of justice so as to strengthen accountability,
including by providing legal counselling and supporting victims/survivors’ access to
justice;
- Providing training programmes for peacekeepers, police and arms bearers on the
prohibition of sexual violence in international legal instruments, and encouraging the
increased presence of women in peacekeeping operations, police and armed forces;
- Supporting capacity development and training of national governments, national NGOs
and local communities in undertaking preventive measures.
2. Ensure implementation of the IASC policy on gender mainstreaming in humanitarian
assistance: Gender inequality is directly linked to gender based violence. Addressing gender
discrimination, including by ensuring that women and girls become full participants in decisionmaking,
is a critical step towards ending this form of violence.
40

3. Promote compliance of international law and strengthen efforts to address impunity: In
situations of armed conflict, gender based violence, including in particular sexual violence, must
be seen in the broader context of violence against civilians. We must therefore encourage
Governments to comply with the provisions of international law during and after armed conflicts.
As perpetrators of sexual violence continue to enjoy near complete impunity, we must also
support more decisive action on the part of Governments to ensure that perpetrators are brought
to justice. We also welcome the role of the International Criminal Court (ICC) and encourage its
efforts to ensure meaningful accountability for violence against women and children in cases
where national authorities fail.
4. Improve reporting and data collection: Increase capacity to monitor and report on acts of
gender based violence, particularly sexual violence, on the basis of international law, and support
mechanisms for seeking redress. This will include enhancing cooperation with human rights
mechanisms (treaty bodies and special procedures), including in particular the Special
Rapporteur on violence against women, regional human rights mechanisms and human rights
NGOs. Promote systematic sex- and age-disaggregated data collection and analysis as a basis
for developing effective programming as well as monitoring and evaluation.
5. Provide care and follow up to victims/survivors: Develop and strengthen programmes and
services to address the psychological, social and physical consequences of gender based
violence, particularly sexual violence, for victims/survivors and to assist in their reintegration into
the broader community, including by:
- Providing appropriate psychological and social support to victims/survivors and to the
communities in which they live;
- Providing comprehensive and sensitive medical care to victims/survivors, including, as
appropriate, HIV post-exposure prophylaxis (PEP) along with voluntary counselling and
testing and comprehensive reproductive health care for victims/survivors of rape.
6. Address continuing problems of sexual abuse and exploitation by personnel
responsible for providing assistance and protection to affected populations: We reaffirm
our commitment to the principles and practices outlined in the UN Secretary-General’s Bulletin,
including by ensuring that all UN Country Teams establish accessible and confidential reporting
mechanisms to receive and thoroughly investigate all allegations of misconduct and that all
necessary steps are taken to punish perpetrators and prevent further incidences of sexual
exploitation and sexual abuse. We call on the peacekeeping community to also act in the full
respect of the Bulletin and to ensure the accountability of perpetrators. At the same time, we
recognise the need to equip Special Representatives of the Secretary-General, UN
Resident/Humanitarian Coordinators and Country Teams in the field with adequate technical
assistance and human resources to fulfil their responsibilities towards the implementation of the
Bulletin. Further, we reiterate the importance of ensuring that non-UN entities and individuals are
well informed of the standards of conduct set out in the Bulletin.
7. Speak out against gender based violence in emergencies: We must reinforce efforts to
advocate on behalf of victims/survivors and for the full accountability of perpetrators.
8. Develop and IASC policy and plan of action and strengthen capacity building on gender
based violence: Building on existing policies and guidelines, including the IASC Matrix for
Gender Based Violence Interventions in Humanitarian Settings, we must promote a coherent,
participatory and multi-sectoral approach to prevent and respond to gender based violence.
41

Annex B7. Talking points
Sample talking points
ANNEX B. TEMPLATES AND SAMPLES
Talking Points for the Under-Secretary-General
Meeting with the Vice Foreign Minister of the DPRK, Mr. Choe Su Han
[WFP current programme aimed at 6.5 million persons (including all children under 5, all children
in primary schools, pregnant nursing women, 65% of the elderly and 15% of the most insecure
urban households) with 504,000 tons of food. International organizations are currently the most
important source for the supply of essential medicines: estimated 70% of medicine-and 100%
vaccine requirements.]
[On 12 September, the RC/HC met with Mr. Han Tae Song, Dep. SG of the National Coordinating
Committee for international messages. Mr. Han conveyed a strong message: ‘all humanitarian
programmes must close by the end of 2005’; ‘the DPRK will not consider a transition from
humanitarian assistance and the UN should not continue to raise this issue’.]
• Express concern about the DPRK’s decision to close all humanitarian assistance
programmes at the end of 2005. The Government’s decision could have a dramatic
impact on the nutritional and health status of millions of vulnerable persons.
• Attracting development aid to address current challenges will take time and will not
likely be forthcoming under the current political circumstances. Moreover,
development aid requires increased transparency and monitoring.
• The Government’s decision could have serious consequences for funding of UN
agencies and NGOs. Many of these programmes are by nature developmental but
funded by donors from humanitarian funds. Donors funding for NGOs will cease if no
international presence is allowed.
• Urge the DPRK to continue the dialogue with the UN to allow for a gradual phase out of
humanitarian assistance in order to avoid gaps in assistance to the most vulnerable,
and pave the way for development assistance
• Urge the DPRK to be flexible in defining development assistance as many essential
activities can be considered as development aid (targeted nutrition programmes,
support to local food production, upgrading of health infrastructure).
• Point to the importance of the mission by Jim Morris in continuing the dialogue. [You
may wish to refer to the possibility of an inter-agency mission pending the outcome of your
discussions with Jim Morris.]
42

Annex B8. Media advisory
Template for a media advisory
ANNEX B. TEMPLATES AND SAMPLES
43

FOR IMMEDIATE RELEASE
WHAT:
WHO:
WHEN:
WHERE:
United Nations Nations Unies
Office for the Coordination of Humanitarian Affairs (OCHA)
44
MEDIA ADVISORY
CONTACTS:
OCHA:
Stephanie Bunker, OCHA-New York:
+1 917 367 5126; +1 917 892 1679
Kristen Knutson, OCHA-New York:
+1 917 367 9262
Elisabeth Byrs, OCHA-Geneva:
+41 22 917 2653, +41 79 473 4570

The Policy
ANNEX C. UN SECRETARIAT RELATIONS WITH THE MEDIA
1. The United Nations is committed to being open and transparent in its dealing with press.
It is in our interest to work with the media quickly and honestly, and to develop a coherent
communications strategy based on those same principles. We should not only react to
events but also, where appropriate, project the organization’s point of view on important
international developments. However, we must sometimes keep confidences—not to
mislead or conceal, but to protect a diplomatic process. Our media policy must therefore
balance the need to be open and the need to respect confidentiality.
Speaking to the Press
2. The principal voice of the organization is the Secretary-General. He speaks to the media
frequently, at headquarters and when travelling.
3. Media policy is an integral component of the broader communications and public
information work of the organization, headed by the Under-Secretary-General for
Communications and Public Information. The Director of Communications in the Office of
the Secretary-General is responsible for coordinating the development of a
communications strategy that would help project to the world’s media a coherent and
consistent message for the organization.
4. The Secretary-General’s Spokesman and his staff speak to journalists on the Secretary-
General’s behalf throughout the day. The Spokesman gets his guidance directly from the
Secretary-General and senior members of his staff. As the Spokesman’s staff cannot be
expert in all subjects, they seek the assistance of UN specialists—either to provide them
with information that they can pass on to the press or to speak directly to the journalists
themselves.
5. As a matter of principle, every member of the Secretariat may speak to the press, within
limits:
• Speak only within your area of competence and responsibility;
• Provide facts, not opinions or comment;
• Leave sensitive issues to officials who are specifically authorized to speak on them
(See paragraph 6 below).
Sensitive Issues
6. The number of officials speaking on sensitive issues is necessarily limited to:
• The Spokesman, on the basis of guidance.
• Designated members of the Secretary-General’s staff and Heads of Departments
within their areas of competence.
• Staff authorized by their Heads of Department, on the basis of guidance.
• Directors of UNICs, on the basis of guidance from Headquarters.
7. For those speaking on sensitive issues, knowing the particular interest in the story can be
useful. The Director of Communications or the Spokesman can usually provide such
information.
45

8. No staff member should presume or pretend to speak for the Secretary-General or
characterize his views without his explicit consent.
Sharing Information
9. For the United Nations to communicate effectively with the outside world, it needs to do
the same internally. Senior officials should share information with those under their
supervision and should keep each other informed of their media activities.
Ground Rules
10. All UN officials should normally speak to journalists on the record—that is, for attribution.
Sometimes, though, officials specifically authorized to address sensitive issues can give a
journalist a deeper understanding of an issue by speaking on background. However, it is
very important that the journalist know on which of the following bases the conversation is
being conducted:
• On the record: “Everything I say can be attributed to me by name.”
• Not for attribution (on background): “Don’t attribute this to me by name, but rather to a
UN official.”
• On deep background: “Use my ideas but not my words; don’t attribute to anyone.”
11. Keeping the Secretary-General’s Spokesman informed of important background briefings
will help provide an indication of the issues that the media is interested in.
12. It is unwise, and may sometimes be unethical, to tell one journalist what another is
working on, or to suggest that one journalist discuss a pending story with another.
13. Officials should not feel that they have to answer every question, in particular any
hypothetical ones.
46

Annex D1. Basic operating model
1. Introduction
ANNEX D. UN COMMUNICATIONS GROUP
i. Set up in 2002 at the initiative of the United Nations Secretary-General, the United
Nations Communications Group (UNCG) has emerged as a strong unifying platform for
dealing with common communications challenges facing the United Nations.
ii. The Group, which includes communications offices of all United Nations system
organizations, as well as the Department of Public Information and the Executive Office of
the Secretary-General, holds regular meetings at UN Headquarters, where current
communications issues are discussed. It also meets once a year at rotating locations at
the principals level to discuss policy issues and agree on common responses and
programmes of activity. In addition, several issue-based task forces work around the year
to develop and carry out agreed communications strategies. Thus, by integrating
communications resources of the UN system and devising practical measures to share
their expertise, the United Nations Communications Group creates a close-knit
information network, giving the UN communicators a practical tool to think and act
together.
iii. The Secretary-General, in his 2002 reform proposals, Strengthening of the United
Nations: an agenda for change (A/57/387), called for enhancing public information. “The
United Nations has a compelling story to tell,” he said. “That story must be told well,
because public support is essential for strengthening the Organization.” These stories
originate not only at UN Headquarters, but also in locations all over the world, often
involving not one but several UN organizations. The creation of the UN Communications
Group was inspired by the challenge by the Secretary-General to strategically
communicate the collective UN story and achieve the greatest public impact.
iv. The success of the UN Communications Group is largely determined by its ability to
coordinate activities at the global as well as country levels. While policies are made at
the headquarters of UN organizations, the implementation of those policies depends on
the ability of the country teams to cooperate and coordinate locally and/or regionally. It
was agreed at the Fourth Annual Meeting of the UN Communications Group (23 – 24 May
2005, Geneva) that a paper outlining principles guiding such cooperation would be
developed. This paper, prepared in response to the above decision, presents some ideas
that could serve as a basis for a comprehensive policy on strategic communications for
UN field offices.
2. Proposal
i. Currently, a UN system mechanism for coordinating national communications outreach
exists in several countries, often involving those agencies, funds and programmes, which
are connected at the headquarters-level through the UN Communications Group. In
order to further harmonize communications activities at global as well as country levels,
United Nations organizations will create a UN Communications Group as part of each
country team.
3. Terms of Reference
47

i. The UN Communications Group (UNCG) at the country level – to be known as UNCGname
of the country (e.g. UNCG-Kenya) – will seek to strengthen inter-agency
cooperation in the field of communications and to increase the media profile of UN
activities at the national and/or regional level by:
• providing leadership in communications for the UN Country Team;
• identifying new and creative ways to show how UN programmes are delivering results
(emphasizing inter-agency collaboration); and
• promoting a coherent image of the United Nations.
ii. UNCG-Country will include communications focal points of all United Nations entities
operating in the country and will be chaired by the Director/Officer-in-Charge of the UN
Information Centre (UNIC) or the most senior Information Officer of any UN agency
represented in that country. Recognizing that communications specialists are present in
only a few UN agencies, communications focal points will be appointed by UN agencies
as they may find appropriate. An alternate will also be appointed whenever possible.
4. Suggested activities
Depending on local needs, expertise and availability of resources, UNCG-Country will
carry out various activities, such as:
i. Regular meetings: The Communications Group will meet regularly (bi-weekly or monthly)
to discuss common communications issues and challenges, devise common responses
and undertake collective action. Brief summaries or action points agreed will be prepared
and circulated among all communications staff stationed in the country. The frequency of
the meetings will be determined by each UNCG-Country.
ii. Communications strategies: UNCG-Country will develop communications strategies
based on guidance prepared at the headquarters-level and distributed through the UNCG
Secretariat in New York to undertake national public information campaigns on UN priority
issues. Using the guidelines provided by the UNCG Secretariat, it will adapt and localize
public information mandates, taking into account the national media environment and
local needs.
iii. Press releases: While each member of UNCG-Country will continue to issue individual
press releases pertaining to individual organization’s activities, joint press releases will be
produced on key UN priority issues and activities, such as the Millennium Development
Goals and UN Reform. These press releases issued through/by UNIC will help the public
better understand the integrated nature of the work carried out by the UN organizations at
the country level.
iv. Calendar of media and public events: To avoid scheduling conflicts and with a view to
better planning of Country Team events, the Communications Group will prepare and
circulate every month a calendar of activities. This will include public events, such as
seminars and other public gatherings and, to the extent possible, media-related activities,
such as press conferences, visits by senior UN officials and launch of reports. The UNIC
will be responsible for producing the calendar, with inputs from all UNCG members.
v. Field Missions for Media: The UNCG-Country will periodically organize joint field missions
for members of the local media to showcase coordinated UN system activities in specific
areas (e.g. visit to a refugee camp to underline the work of several agencies).
vii. Radio and TV Programmes: In countries where local UNICs are able to produce and air
radio programmes through arrangements with national broadcasting authorities and/or
private partners, UNCG-Country members will be invited to contribute stories and news
items to such radio programmes. The UNIC will retain editorial control, but programme
48

contents will be discussed in advance with UNCG-Country and its guidance will be sought
on future programming. A similar approach will be taken with regard to producing TV
programmes where such possibilities exist.
viii. Electronic newsletter: In order to highlight the inter-related nature of UN work and the
extent of its involvement at the national level, UNCG-Country will circulate a newsletter
every month/fortnight/week (whichever is feasible), aimed at opinion leaders (Government
officials, journalists, academics, NGO representatives etc). By providing highlights of
current activities and informing readers about upcoming activities/events, the newsletter
will serve as a clearing house of information and ideas. The UN Communications Group
will coordinate regular submissions to the UN Information Centre, which will centralize
contributions, package them and disseminate the final product electronically.
ix. UN System Information kit: The Communications Group will create a common press kit,
which will include fact sheets dedicated to the work of each UNCT covering the most
important elements related to their activities. It will also include contact details of all
communications focal points and will be offered to all visitors and media representatives
x. Website: The UN Information Centre, in close collaboration with the Office of the
Resident/Humanitarian Coordinator, will maintain – wherever possible - a UNCT website,
providing access to the sites of individual agencies and highlighting collaborative activities
of the UN System in that country. The website will offer a gateway to UN activities in the
country and provide a platform for interaction with partners.
xi. Common observances of important dates and special occasions: Observance of UN Day
and other special occasions provide excellent opportunities to showcase the work of the
United Nations and rally greater support for the Organization at the national level. Some
of the most successful UN days are those led by the Government and to which one or
more UN agencies lend support. The Communications Group will encourage relevant
Government bodies to take leadership in recognizing key additional days, e.g. Human
Rights Day, AIDS Day, World Health Day, etc. A working group created by UNCG-
Country will work directly with the concerned governmental agencies and ensure the
involvement of as many local UN agencies as possible. In order to better coordinate
inter-agency cooperation, an annual calendar of special days/events will be prepared and
posted on UNCT website in consultation with all agencies.
5. Reporting
i. UNCG-Country will report to the Resident/Humanitarian Coordinator as well as to Heads
of agencies at the country level through the UNIC, which will also serve as the national
secretariat for the Group. An annual review and evaluation of the Group’s activities will
be conducted, which will form the basis of an annual progress report. This report will be
forwarded to the UNCG secretariat at UN Headquarters for sharing with all UNCG
members and for posting on the UNCG website.
49

Annex D2. Sample terms of reference
I. Background and rationale
ANNEX D. UN COMMUNICATIONS GROUP
The Secretary-General, in his 2002 reform proposals, strengthening of the United Nations: an
agenda for change (A/57/387), called for enhancing public information. “The United Nations has
a compelling story to tell,” he said. “That story must be told well, because public support is
essential for strengthening the Organization.” To this end the United Nations Communications
Group (UNCG) was established as a strong unifying platform for dealing with common
communications challenges facing the United Nations.
To strengthen country inter-agency cooperation in the field of communications and to increase
the media profile of United Nations Country Team activities at country level, it was suggested to
create a UN Communications Group (UNCG) as part of each UN country team.
In Thailand the UNCG is built on the existing Inter-Agency Communication Group (ICOG), which
was established in early 2005.
Advantages of having UNCG at the country level:
• To promote the “One UN One Voice” approach at the country level acting as an advisory
board to the RC and the UNCT on joint communication issues
• To strengthen inter-agency cooperation on communication/advocacy activities
• To increase the media profile of UN Country Team Joint Activities
UNCG will act as a common platform to:
• discuss existing UN Country Team communication challenges
• develop UN Country Team common Communication strategies
• agree on, draft and disseminate UN Country Team common messages
• jointly coordinate UNCT communication related activities
• jointly implement communication policies developed by HQs
• to coordinate with Bangkok based UNIS for any communication activities at UN System –
wide concern
II. Composition of the Group
UNCG will consist of UN Country Agencies Communication and Public Information Team
operating in Thailand.
III. Proposed activities
1. Regular meetings: Meetings will take place quarterly. Meetings will be called by the
Resident/Humanitarian Coordinator Office and will have a rotating chair.
2. Press releases: While each member of UNCG will continue to issue individual press releases
pertaining to individual organization’s activities, joint press releases will be produced on key UN
Country Team Joint Programming activities, such as the Millennium Development Goals and
other items communicated by the UN Secretariat, if/when coordination and collaboration is
requested by UNIS.
50

3. UN System Information and Fact Kit: Building on the existing information in UN country
agencies, a UN System-Thailand Information/Facts Kit could be developed and posted in the
UNCT Website.
4. Calendar of Events: the Communications Group will prepare and circulate a quarterly calendar
of activities. This will include public events, such as seminars and other public gatherings and, to
the extent possible, media-related activities, such as press conferences, visits by senior UN
officials and launch of reports.
5. Website: A UN Common Country website has been developed and recently revamped by the
UN RC office. The website offers a gateway to UN activities in the country and provides a
platform for interaction with partners. It includes generic and specific information about the UN
Country agencies working in Thailand, upcoming events, publications, important links related to
emerging issues. The website is maintained by the office of Resident/Humanitarian Coordinator
and regularly updated (www.un.or.th). UN Country Team provides information for a timely update
of the website through the UNCG.
6. Special Events: in observance of UN Day and other special occasions the UNCG will suggest
and coordinate the organization of special inter-agency events at the national level, if needed,
and in full consultation and coordination with UNIS.
IV. Reporting
UNCG-Thailand will report to the RC office and the UNCT.
51

ANNEX E. TIPS FOR DIFFICULT INTERVIEWS OR PRESS CONFERENCES
Situation Suggested Action
Question is preceded by a
hostile remark or inaccurate
assumption
You don't know the answer, but
feel it ought to be answered by
headquarters
Several people at once seek
your attention to ask a question
You get a series of critical,
hostile and even nasty
questions
You get a series of critical,
hostile, and even nasty
questions from one individual
who is dominating the question
and answer period
You get a hostile question that
is clearly designed to
embarrass you – and you don't
want to dignify it by attempting
an answer
You are interrupted by a hostile
remark or question during your
comments
Someone shouts a hostile oneliner
such as "garbage" or "that's
a lot of..." while you are talking
Questioner makes a hostile
remark that is really funny
Counter the remark or assumption first.
Examples : "First let me correct a misstatement that was part
of your question..." or "You're mistaken about..., but I'm glad
you raised that point because..." or "Let me explain what we
did in that situation, and why we did it. I think you would
have done the same thing…” or “…Before I answer your
question, I want to point out..." or "I'm sorry you feel that way,
but let me ask you this...”
"I'm sorry, I just don't know the answer to that. But I can get
it for you if you want. Just write your question on this piece of
paper, and give it to me before I leave here today (tonight).
Please include your phone number.”
Recognize the first person you see, then mentally note and
come back to the others in order. Try to recognize each
person before giving anyone a second opportunity. This will
prevent one or two questioners from dominating the session.
Make your answers from and emphatic. Don't be defensive.
Maintain your courtesy so you don't lose the goodwill for the
entire audience. Most audiences, though they may be
uninformed, or misinformed, will be fair-minded. You'll make
your points, and gain credibility, if you avoid ‘losing your
cool’.
"You seem to be in fundamental disagreement with what I am
saying. It might be useful if you would summarize your vies in
a few words." If they accept, they will quickly expose their
bias and their ignorance; or they may make a vulnerable
statement that you can readily refute.
"I am ready and willing to try to answer any fair and
reasonable questions. But I don't think it would be fair to take
the tie of this group to dwell on a question like that."
Say you'll answer the question, or comment on the remark,
after you have finished the comment.
Look at the heckler and say: "We'll take up your special
remark in a moment, sir."
Join in the laughter; indeed laugh louder than anyone; then
make the appropriate response.
There are no questions "You may be interested in one or two questions I've gotten
from other groups." Then ask yourself a question that
emphasizes one of your major points.
52

ANNEX F. GLOSSARY OF HUMANITARIAN TERMS
See also the OCHA glossary available at http://ochaonline.un.org/GetBin.asp?DocID=1328
access The ability to reach a civilian population in need. Access is essential when it comes to
administering, monitoring and evaluating relief programmes. For example, if an agency is unable
to monitor how goods are distributed and how civilians benefit from them, it is difficult to maintain
credibility with donors. Access also becomes an issue in cases where Governments or other
actors prevent or hinder humanitarian services to civilians.
advocacy Using information strategically to influence the policies or practices of key actors with
the aim of assisting and protecting those in need. Advocacy entails speaking up (privately or
publicly), drawing attention to an important issue, and directing decision makers, whoever they
may be, towards a solution. For OCHA, advocacy is focused on four priority objectives: 1)
Improve preparedness and response for natural disasters; 2) Mobilize attention and support for
neglected crises; 3) Improve access to, and protection of, civilians in need; 4) Strengthen the
humanitarian identity.
assessment Reconnaissance mission related to some aspect of a humanitarian crisis or
disaster. Its purpose is to determine the situation on the ground, estimate needs and/or evaluate
the adequacy of a response. Assessments result in recommendations and may lead to
humanitarian assistance being started, ended or changed.
blanket feeding Giving food to all members of a targeted population group, e.g. all children
under five, regardless of nutritional levels.
capacity A combination of all the strengths and resources available within a community, society
or organization.
capacity building Efforts aimed at developing human skills or societal infrastructures within a
community or organization.
Chapter VII mandate Allows the UN Security Council to decide how to address "threats to the
peace, breaches of the peace, or acts of aggression." In such situations, the Council may take
action, including economic sanctions and the use of armed force, to maintain or restore
international peace and security. Decisions taken under this chapter of the UN Charter are
binding on UN members.
child soldier Any person under 18 years of age who is part of any kind of regular or irregular
armed force or armed group in any capacity, including but not limited to cooks, porters,
messengers and anyone accompanying such groups, other than family members. The definition
includes girls recruited for sexual purposes and for forced marriage. It does not, therefore, only
refer to a child who is carrying or has carried arms.
civil-military coordination: Essential dialogue and interaction between civilian and military
actors in humanitarian emergencies that is necessary to protect and promote humanitarian
principles, avoid competition, minimize inconsistency, and, when appropriate, pursue common
goals. Basic strategies range from coexistence to cooperation. Coordination is a shared
responsibility facilitated by liaisons and common training.
civil society Refers to structures independent from Governments, such as non-governmental
organizations and human rights groups, independent activists and human rights defenders,
religious congregations, charities, universities, trade unions, legal associations, families and
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clans. Domestic civil society represents one of the most critical sources of humanitarian
assistance and civilian protection during humanitarian emergencies.
community-based organization Private nonprofit group that addresses social issues and
provides social services at the local level. It usually works for the improvement of some aspect of
its community.
complex emergency A multifaceted humanitarian crisis in a country, region or society where
there is total or considerable breakdown of authority resulting from internal or external conflict and
which requires a multi-sectoral international response that goes beyond the mandate or capacity
of any single and/or ongoing UN country programme. Such emergencies have, in particular, a
devastating effect on children and women, and call for a complex range of responses.
Consolidated Appeals Process (CAP) Field-based coordination mechanism that is used by
governments, donors, and members of the Inter-Agency Standing Committee. It has contributed
significantly to developing a more coherent and strategic approach to humanitarian action. The
process provides a framework for aid agencies to analyze the context, consider scenarios,
assess needs, agree on priorities, set goals, and draw up a Common Humanitarian Action Plan
(CHAP) to address them.
contingency planning Management tool used to ensure that adequate arrangements are made
in anticipation of a crisis. That is achieved primarily through engagement in a planning process
leading to a plan of action, together with follow-up actions.
DDR(R) Programmes to disarm, demobilize and reintegrate ex-combatants in a peacekeeping
context and as part of a peace process. The components are:
• disarmament The collection, control and disposal of small arms, ammunition, explosives
and light and heavy weapons of combatants and often also of the civilian population. It
includes the development of responsible arms management programmes.
• demobilization The process by which armed forces (Government and/or opposition or
factional forces) either downsize or disband, as part of a broader transformation from war
to peace. Typically, it involves the assembly, quartering, disarmament, administration and
discharge of former combatants, who may receive some form of compensation and other
assistance to encourage their transition to civilian life.
• reintegration Assistance measures provided to former combatants that would increase
the potential for their and their families’ economic and social reintegration into civil
society. Reintegration programmes can include cash assistance or compensation in kind,
as well as vocational training and income-generating activities.
Additional components of DDR(R) can include:
• resettlement Settlement of ex-combatants in locations within their country of origin or to
a third country.
• repatriation Return of ex-combatants to their country of origin
• rehabilitation Treatment through psychosocial counselling and other programmes of excombatants,
most typically ex-child soldiers, who have been traumatized by war to assist
them in resuming a more normal life.
direct assistance Face-to-face distribution of goods and services.
disaster A serious disruption of the functioning of a community or a society causing widespread
human, material, economic or environmental losses which exceed the ability of the affected
community or society to cope using its own resources.
displaced person Someone rendered homeless as a result of war or disaster. An individual
fleeing such conditions who crosses a border is considered a “refugee.” Anyone who takes flight
but never leaves his/her country is an “internally displaced person (IDP).”
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dry rations Food aid that is distributed to take home for preparation and consumption.
early warning The provision of timely and effective information, through identified institutions,
that allows individuals exposed to a hazard to take action to avoid or reduce their risk and
prepare for effective response.
ethnic cleansing Refers to the practice of an ethnic group in military control of a territory seeking
to remove members of other ethnic groups through tactics intended to instil a sense of fear. Its
purpose is to create ethnically pure enclaves for members of the militarily-dominant group. It
includes random or selective killings, sexual assaults, and confiscation or destruction of property.
Financial Tracking System (FTS) Web-based searchable database of humanitarian
requirements and contributions. It serves to analyze aid and monitor accountability among
humanitarian actors, by clearly indicating to what extent a certain population receives
humanitarian relief aid, and in what proportion to needs. FTS offers a series of standard tables
that show humanitarian aid flows in various formats, and also allows users to produce custom
financial tables on demand.
flash appeal Urgent inter-agency requests for funding that are issued when a crisis suddenly
emerges and that are meant to meet immediate and medium-term needs. Examples of events
triggering flash appeals include natural disasters like the earthquake in Bam, Iran, and sharply
deteriorating humanitarian situations, such as Haiti in 2004 and Liberia in 2003.
food security The notion that all people, especially the most vulnerable, have dignified and
unthreatened access to the quality and quantity of culturally appropriate food that will fully support
their physical, emotional and spiritual health.
framework agreement Negotiated agenda for ‘Agreement in Principle’ negotiations. It should
identify the subjects and objectives of the negotiations, as well as establish a timetable and
procedural arrangements. In the humanitarian context, a framework agreement often forms an
important component of peace negotiations. For instance, one was used by the UN to establish a
political and humanitarian context for negotiation in Sierra Leone and Afghanistan.
genocide As defined by Article II of the 1948 Convention on Prevention and Punishment of the
Crime of Genocide, ‘genocide’ means any of the following acts committed with intent to destroy,
in whole or in part, a national, ethnic, racial or religious group, as such: killing members of the
group; causing serious bodily or mental harm to members of the group; deliberately inflicting on
the group conditions of life to bring about its physical destruction in whole or in part; imposing
measures intended to prevent births within the group; forcible transferring children of the group to
another group.
humanitarian access Where protection is not available from national authorities or controlling
non-State actors, vulnerable populations have a right to receive international protection and
assistance from an impartial humanitarian relief operation. Such action is subject to the consent
of the State or parties concerned and does not prescribe coercive measures in the event of
refusal, however unwarranted.
humanitarian assistance Aid that seeks to save lives and alleviate suffering of a crisis-affected
population. It must be provided in accordance with the basic humanitarian principles and can be
classified into three categories: direct assistance, indirect assistance and infrastructure support.
Those three categories respectively connote diminishing degrees of contact with the affected
population. The UN seeks to provide humanitarian assistance with full respect to the sovereignty
of States.
humanitarian principles As per UN General Assembly Resolution 46/182 (19 December 1991),
humanitarian assistance must be provided in accordance with the principles of humanity,
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neutrality and impartiality. Adherence to these principles reflects a measure of accountability of
the humanitarian community.
humanitarian space An environment in which humanitarian agencies can work effectively and
assist those who need their support, and which is governed by humanitarian principles. Three
things are needed to maintain a humanitarian space. First combatants must respect the
humanitarian principles. Second, humanitarians and peacekeepers must understand their
respective roles. Third, all actors must accept their responsibilities within an overall framework.
humanitarian workers Includes all workers engaged by humanitarian agencies, whether
internationally or nationally recruited, or formally or informally retained from the beneficiary
community, to conduct the activities of that agency.
humanity One of the UN’s three humanitarian principles. It states that human suffering must be
addressed wherever it is found, with particular attention to the most vulnerable in the population,
such as children, women and the elderly. The dignity and rights of all victims must be respected
and protected.
impartiality One of the UN’s three humanitarian principles. It states that humanitarian assistance
must be provided without discriminating as to ethnic origin, gender, nationality, political opinions,
race or religion. Also, relief of the suffering must be guided solely by needs and priority must be
given to the most urgent cases of distress.
implementing partner Organization with which a UN agency works in order to carry out single or
multiple projects on the ground. Some large projects have more than one implementing partner.
Examples include international and national non-governmental organizations, community groups,
and other UN agencies.
independence Humanitarian principle that makes it possible to guarantee that humanitarian
action is free of political, economic, denominational, military, and ideological influences.
indirect assistance At least one step removed from the population. It involves such activities as
transporting relief goods or personnel.
infrastructure support Involves providing general services, such as road repair, airspace
management and power generation, which facilitate relief but are not necessarily visible to or
solely for the benefit of the affected population.
integrated mission A UN mission characterized by collaboration across divisions, departments
and agencies. It aims to achieve better planning and greater communication among those
responsible for such areas as political analysis, military operations, civilian police, electoral
assistance, human rights, development, humanitarian assistance, refugees and displaced
persons, public information, logistics, finance and personnel recruitment.
internally displaced person (IDP) Refers to person or group of persons who have been forced
or obliged to leave their homes or habitual residence, in particular as a result of or in order to
avoid the effects of armed conflict, situations of generalized violence, violations of human rights
or natural or human-made disasters, and who have not crossed an internationally recognized
State border. A series of 30 non-binding ‘Guiding Principles on Internal Displacement’ based on
refugee law, human rights law and international humanitarian law articulate standards for
protection, assistance and solutions for IDPs.
international humanitarian law (IHL) Also called the law of war or armed conflict law, this body
of rules seeks, for humanitarian reasons, to limit the effects of armed conflict. It forms a part of
international law, protects persons who are not or are no longer participating in the hostilities, and
restricts the means and methods of warfare by prohibiting weapons that make no distinction
between combatants and civilians or weapons and methods of warfare which cause unnecessary
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injury, suffering and/or damage. The rules are to be observed not only by Governments and their
armed forces, but also by armed opposition groups and any other parties to a conflict. The four
Geneva Conventions of 1949 and their two Additional Protocols of 1977 are its principal
instruments. It does not regulate resort to the use of force; that is governed by an important, but
distinct, part of international law set out in the UN Charter.
logistics Support-related activities concerning the procurement, maintenance, and transportation
of equipment, supplies, facilities, and personnel.
mandate Legal framework that defines the responsibilities of UN agencies, peacekeeping
operations and other international organizations.
military actors Official military forces, i.e., military forces of a State or regional/intergovernmental
organisation, that are subject to a hierarchical chain of command, be they armed or
unarmed. This may include local or national military, multi-national forces, UN peacekeeping
troops, international military observers, foreign occupying forces, regional troops or other officially
organized troops.
multi-sector Describes an approach that addresses several sectors.
natural disaster A sudden major upheaval of nature, causing extensive destruction, death and
suffering among the stricken community, and which is not due to human action. Some natural
disasters can be of slow origin, e.g. drought. Other seemingly natural disasters can be caused or
aggravated by human action, e.g. desertification through excessive land use and deforestation.
neutrality One of the UN’s three humanitarian principles. It states that humanitarian assistance
must be provided without engaging in hostilities or taking sides in controversies of a political,
religious or ideological nature.
non-food items Basic supplies other than food or water. They include but are not limited to
blankets, clothing, containers, utensils, cooking equipment, soap, detergent and plastic sheeting.
non-governmental organization (NGO) group of private citizens, not subordinate to any State
agency. NGOs may be professional associations, foundations, multinational businesses, or
simply groups with a common interest in humanitarian assistance activities. They may be national
or international in nature. They may have consultative status with the UN Economic and Social
Council or with one of the three NGO consortia in the IASC (Interaction, SCHR, ICVA).
non-refoulement Core principle of International Refugee Law that prohibits States from returning
refugees in any manner whatsoever to countries or territories in which their lives or freedom may
be threatened. It is part of customary international law and therefore binding on all States,
whether or not they are parties to the 1951 Refugee Convention.
oral rehydration salts (ORS) The most effective, least expensive way to manage diarrhoeal
dehydration. ORS replace essential body fluids and salts that are lost in critical quantities during
attacks of diarrhoea. They are mixed with clean drinking water and consumed through the mouth.
peacekeeping Method to help countries torn by conflict create conditions for sustainable peace.
UN peacekeepers—soldiers and military officers, civilian police officers and civilian personnel
from many countries—monitor and observe peace processes that emerge in post-conflict
situations and assist ex-combatants to implement the peace agreements they have signed. Such
assistance comes in many forms, including confidence-building measures, power-sharing
arrangements, electoral support, strengthening the rule of law, and economic and social
development.
protection Encompasses all activities aimed at obtaining full respect for the rights of the
individual in accordance with the letter and spirit of human rights, refugee and international
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humanitarian law. It involves creating an environment conducive to respect for human beings,
preventing and/or alleviating the immediate effects of a specific pattern of abuse, and restoring
dignified conditions of life through reparation, restitution and rehabilitation.
Where protection is not available from national authorities or controlling non-State actors,
vulnerable populations have a right to receive international protection and assistance from an
impartial humanitarian relief operation. Such action is subject to the consent of the State or
parties concerned and does not prescribe coercive measures in the event of refusal, however
unwarranted.
refugee A person who, owing to a well-founded fear of being persecuted for reasons of race,
religion, nationality, membership of a particular social group or political opinion, or for reasons
owing to aggression, occupation, foreign domination or events seriously disturbing public order in
either part or the whole of his country or origin or nationality, is compelled to leave his place of
habitual residence in order to seek refuge outside his country of origin or nationality and is unable
or, owing to such fear, is unwilling to avail himself of the protection of his country of origin or
nationality
relief-development continuum Idea that long-term development assistance can only come after
the immediate needs of a suffering civilian population are met. This model has been disputed as
many times, relief and development tasks must be performed simultaneously in different regions
of a war-torn country. Also, in protracted conflicts, one rarely finds a clear line where relief work
ends and development assistance begins.
sector Area of concern to be addressed by humanitarian work. Examples of sectors are: food
and agriculture; education and protection; economic recovery and infrastructure; health and
nutrition; water and sanitation; and shelter and non-food items.
sexual and gender based violence (SGBV) Violence resulting in, or likely to result in physical,
sexual, or psychological harm to an individual because of his/her gender. It includes rape, threats
of such acts, coercion or arbitrary deprivation of liberty, whether occurring in public or private life.
Although anyone can be a victim of SGBV, women and girls are the primary victims.
sexual exploitation Any abuse of a position of vulnerability, differential power, or trust for sexual
purposes. It includes profiting monetarily, socially, or politically from the sexual exploitation of
another.
supplementary feeding centre (SFC) Place that provides extra food for moderately
malnourished children to take back to their families.
surge capacity Ability to rapidly deploy staff and mobilize material in response to sudden
emergencies.
therapeutic feeding centre (TFC) Place where severely malnourished children are fed meals of
high-energy milk multiple times a day until they begin their recovery.
transition Characterized by the absence of large-scale armed conflict, often secured by
international peace-keeping forces, but still too volatile to speak of sustainable peace. The
transition from conflict to post-conflict is perhaps the most crucial phase in any kind of assistance
program.
unexploded ordnance (UXO) An explosive weapon that has been primed, fused, armed, or
otherwise prepared for use or used. It may have been fired, dropped, launched, or projected, yet
remains unexploded, either through malfunction or design or for any other reason.
vulnerability Describes people who are at greatest risk from situations that threaten their survival
or their capacity to live with an acceptable level of social and economic security and human
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dignity. Often, these are refugees, displaced persons or victims of natural disasters, health
emergencies, or poverty brought about by socio-economic crises.
watsan (water and sanitation) All the techniques required to provide a satisfactory quantity of
clean water, get rid of dirty water, and maintain a satisfactory sanitation level.
wet rations Food aid that is prepared or cooked once or twice daily in the kitchen of a feeding
centre and consumed on-site.
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