Building a Stronger, More Predictable Humanitarian Response System - PowerPoint PPT Presentation

1 / 30
About This Presentation
Title:

Building a Stronger, More Predictable Humanitarian Response System

Description:

Building a Stronger, More Predictable Humanitarian Response System ... Increased public scrutiny of humanitarian action. Humanitarian aid: ... – PowerPoint PPT presentation

Number of Views:47
Avg rating:3.0/5.0
Slides: 31
Provided by: OCH35
Category:

less

Transcript and Presenter's Notes

Title: Building a Stronger, More Predictable Humanitarian Response System


1
Building a Stronger, More Predictable
Humanitarian Response System
Humanitarian Reform Support Unit, OCHA
2

Some Findings from the 2005 Humanitarian Response
Review
  • Well-known, long-standing gaps
  • Limited linkages between UN and non-UN actors
  • Coordination erratic and dependent on
    personalities
  • Insufficient accountability (particularly for
    IDPs)
  • Donor policies inconsistent

3
Changing Environment for humanitarian operations
  • Proliferation of humanitarian actors
  • Changing role of the UN (less direct
    implementation, more standard-setting and
    facilitation)
  • Competitive funding environment
  • Increased public scrutiny of humanitarian action

4
Humanitarian aid NGOs growing in terms of
expenditure
5

FOUR PILLARS OF REFORM
CLUSTER APPROACH Adequate capacity and
predictable leadership in all sectors
HUMANITARIAN COORDINATORS Effective leadership
and coordination in humanitarian emergencies
PARTNERSHIP Strong partnerships between UN and
non-UN actors
HUMANITARIAN FINANCING Adequate, timely and
flexible financing
6
  • Whose reform?
  • Inter-Agency Standing Committee (IASC)
  • Composed of NGO consortia, Red Cross and Red
    Crescent Movement, IOM, World bank and UN
    agencies

7
PILLAR 1
CLUSTER APPROACH Adequate capacity and
predictable leadership in all sectors

8

IASC GUIDANCE NOTE ON THE CLUSTER APPROACH
June 2006 IASC issued Preliminary Guidance Note
(invited comments from all stakeholders) Dec
2006 IASC issued Revised Guidance Note
The Guidance Note will continue to be reviewed
periodically and revised as necessary
9
AIM
  • High standards of predictability, accountability
    and partnership in all sectors or areas of
    activity
  • More strategic responses
  • Better prioritization of available resources

10
SCOPE
  • GLOBAL LEVEL
  • Strengthen system-wide preparedness and response
    capacity
  • COUNTRY LEVEL
  • Apply in all countries with HCs
  • (by definition, countries where humanitarian
    needs are of sufficient scale and complexity to
    justify a multi-sectoral response with a wide
    range of humanitarian actors)

11
GLOBAL LEVEL
Global Leads (already established)
  • Agriculture FAO
  • Education UNICEF
  • Food WFP
  • Refugees UNHCR

12
GLOBAL LEVELNew Global Cluster Leads
  • Technical areas
  • Nutrition UNICEF
  • Water/Sanitation UNICEF
  • Health WHO
  • Emergency Shelter IDPs (from conflict) UNHCR
  • Natural disasters IFRC Convenor
  • Cross-cutting areas
  • Camp Coord/Mgmt IDPs (from conflict) UNHCR
  • Natural disasters IOM
  • Protection IDPs (from conflict) UNHCR
  • Natural disasters/civilians
  • from conflict (non-IDPs) HCR/OHCHR/UNICEF
  • Early Recovery UNDP
  • Common service areas
  • Logistics WFP
  • Telecommunications
    OCHA/UNICEF/WFP

13
Global Cluster Appeal 2006 Improving Global
Humanitarian Response Capacity
  • Appeal for USD 39 million
  • Launched in March 2006
  • Received so far USD 22 million
  • (Nearly 60)

14
Responsibilities of global cluster leads
  • Normative
  • Standard setting and consolidation of best
    practice
  • Build response capacity
  • Training and system development at local,
    regional and international levels
  • Surge capacity and standby rosters
  • Material stockpiles
  • Operational Support
  • Emergency preparedness
  • Advocacy and resource mobilization

15
COUNTRY LEVEL
  • Cluster/Sector Leads, responsible for ensuring
    the following
  • Inclusion of key humanitarian partners
  • Establishment of appropriate coordination
    mechanisms
  • Coordination with national/local authorities,
    local civil society etc.
  • Participatory and community-based approaches
  • Attention to priority cross-cutting issues (age,
    environment, gender, HIV/AIDS etc)
  • Needs assessment and analysis
  • Emergency preparedness
  • Planning and strategy development
  • Application of standards
  • Monitoring and reporting
  • Advocacy and resource mobilization
  • Training and capacity building
  • Provision of assistance and services as a last
    resort

16
RED CROSS AND RED CRESCENT MOVEMENT
  • ICRC
  • ICRC is not taking part in the cluster approach
  • Coordination between ICRC and the UN will
    continue to the extent necessary to achieve
    efficient operational complementarity
  •  
  • IFRC
  • convener rather than cluster lead for
    emergency shelter in disasters
  • not committed to being provide of last resort,
    nor is it accountable to any part of the UN
    system

17
Rationalizing meetings
  • Small organizations have limited capacity to
    attend large numbers of individual sectoral
    meetings
  • Meetings should be well managed and productive
  • Primacy should be given to Humanitarian Country
    Team meetings (at both capital and provincial
    level)
  • Some sectoral groups may
  • decide to meet collectively
  • No unnecessary meetings

18
PILLAR 2
HUMANITARIAN COORDINATORS Effective leadership
and coordination in humanitarian emergencies
19
Strenthening the HC System
  • A comprehensive strategy for
  • Selecting
  • Mentoring
  • Training
  • Appointing and
  • Holding accountable
  • individuals that can deliver
  • effective leadership in
  • humanitarian emergencies

20
Actions to strengthen the HC system
  • Establish broad-based humanitarian country teams
  • Develop a pool of HCs (from UN and non-UN) for
    short-term and/or immediate deployment
  • RC/HC score card
  • Develop new training packages

21
PILLAR 3
HUMANITARIAN FINANCING Adequate, timely and
flexible financing
22
Actions to improvehumanitarian financing
  • Good Humanitarian Donorship (GHD) initiative
  • (being piloted in Burundi and DRC)
  • Establishment of CERF
  • Other initiatives

23
CERF
  • General Assembly Resolution A/RES/60/124 decided
    to upgrade the CERF to US 500 million (US 50
    million Loan component plus US 450 million Grant
    component).
  • Pledges for 2006 USD 260 million
  • Fully funded CERF represents 4 of global
    humanitarian funding (USD 500 million out of USD
    13 billion)
  • NOT a substitute for donor contributions to the
    CAP

24
Central Emergency Response Fund (CERF)
  • Created to help ensure timely, adequate and
    flexible funding
  • Two Windows
  • Rapid Response
  • Under-Funded Emergencies

25
CERF Criteria
  • Funds will target core life-saving activities as
    per the assessment of the RC/HC
  • Activities that remedy, mitigate or avert direct
    physical harm or threats to a population or major
    portion thereof
  • Also common humanitarian services that are
    necessary to enable life-saving activities

26
Rapid Response Allocations Jan Aug 2006
27
Under-funded Emergencies Allocations Jan Aug
2006
28
PILLAR 4
PARTNERSHIP Strong partnerships between UN and
non-UN actors
29
Building more effective partnerships
  • IASC Country Teams now a requirement in all
    countries with HCs
  • Ongoing UN/non-UN dialogue, began with Geneva
    meeting in July 2006
  • Humanitarian Community Partnership Teams to be
    piloted in 3 countries

30
Humanitarian Reform Where to go for help?
  • Key documents
  • Guidance Note on Using the Cluster Approach to
    Strengthen Humanitarian Response
  • IASC Interim Self Assessment of the Cluster
    Approach
  • Specific cluster guidance, provided by global
    cluster leads
  • For assistance
  • Humanitarian Reform Support Unit hrsu_at_un.org
  • CERF Secretariat cerf_at_un.org
  • IASC website www.humanitarianinfo.org/iasc
  • Humanitarian Reform Website coming soon!
Write a Comment
User Comments (0)
About PowerShow.com