Administrative procedures establish a control system for approving and recording operations. Administration is an essential management function, providing a means to monitor operations and ensure accountability to donors and other stakeholders.
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The size of an HIC/IMU will expand or contract according the changing emergency situation. International staff will normally be identified by ISS in OCHA Geneva and be ultimately contracted through UNOG. National staff will normally be contracted through an operational UN agency in the field, in most cases UNDP. Where possible, Service Contracts or Fixed-Term appointments should be awarded rather than Special Services Agreements

Due to frequent staff movement detailed and relevant hand over documents are critical for the continued operation of an HIC.  All staff should prepare a hand-over document for the HIC Manager and for their replacement.

The HIC/IMU Manager will play a key role in developing the strategic direction of an HIC/IMU, in consultation with the Humanitarian Coordinator, ISS and key stakeholders. As with any strategic planning process, it is important that it be consultative and adequately reflect the information products and service needs of the humanitarian community.  Once a strategic plan has been developed, a work plan should be developed elaborating key project objectives and activities, timelines for implementation and responsible staff.

The success of an HIC/IMU in fulfilling its role will depend very much on the strength of its relations with partner organizations in the humanitarian community. Underpinning the roles and characteristics of an HIC there is a client oriented, participatory ethos which is as important as the technical resources a HIC can offer.

It is important than all staff members are reviewed on a regular basis and those documents are shared with ISS.

Although initial funding for HIC/IMU start-up is usually arranged through ISS, continued operational funding will normally need to be solicited locally, as with all OCHA field offices. The HIC Manager is responsible for establishing a relationship with local donor representatives, particularly those from ECHO, OFDA and DFID – the three main funding partners for HICs. While funding requests may be discussed with local donor representatives, all requests must be submitted officially from the Donor Relations office in OCHA Geneva.

Monitoring and evaluation are means of measuring actual performance and comparing this with planned inputs, outputs and impact. Monitoring tends to be a continuous, routine activity focused on operational goals, while evaluation is a broader process which takes into account systemic, structural and longer-term considerations affecting strategic goals.  Although there is currently no standard framework for monitoring HIC activities, it is required by donors.  Formal and informal monitoring practices should be established as early as possible to ensure that the HIC is providing sufficient and relevant products and services for the humanitarian community