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STRENTHENING HUMANITARIAN REPONSE Building a Stronger, More Predictable Humanitarian Response System.

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Presentation on theme: "STRENTHENING HUMANITARIAN REPONSE Building a Stronger, More Predictable Humanitarian Response System."— Presentation transcript:

1 STRENTHENING HUMANITARIAN REPONSE Building a Stronger, More Predictable Humanitarian Response System

2 Objective of the presentation To provide a general update on the main elements of the Humanitarian Reform Gain a better understanding of how the various elements interlink Its no longer a reform but rather ‘the way we do business’

3 Changing Environment: Demands for humanitarian relief are likely to grow Increase in diverse and fragmented range of humanitarian actors

4 Challenges include : Capacity and coherence of action will need to increase Competitive funding environment Challenges in maintaining necessary humanitarian space and independence Increased public scrutiny of humanitarian action

5 Why did we need humanitarian reform? Findings from the 2005 Humanitarian Response Review Well-known, long-standing gaps Unpredictable capacity Ad-hoc responses Erratic coordination, weak partnerships Insufficient accountability among humanitarian agencies Donor policies inconsistent

6 PARTNERSHIPS CAPACITY & PREDICTABAILITY FINANCING LEADERSHIP STRENGTHENING HUMANITARIAN RESPONSE Enhance humanitarian response capacity Predictability, Accountability and Partnership

7 Support to national authorities Humanitarian coordination in support of government leadership of response Strengthening preparedness and contingency planning Clusters structure in support of and partnership with government structures Dialogue and coordination at sectoral level with government counterparts Dialogue and coordination through RC or HC

8 The Way We Do Business… National Authorities/ governments sectors Humanitarian Country Team Clusters Inter cluster coordination Resident Coordinator Humanitarian Coordinator Principles of Partnership Way of working: National Authorities/ governments Support to Coordination Preparedness Support to national capacity Support to Coordination HCT Guidelines HC strengthening Roll out

9 Strengthening Partnerships and Support to Coordination

10 Whose reform? Inter-Agency Standing Committee (IASC) Composed of NGO consortia, Red Cross and Red Crescent Movement, IOM, World Bank and UN agencies Why Partnership? Humanitarian agencies acknowledge that no single agency can cover all humanitarian needs A recognition that IASC led reform needed broader support from all partners

11 Based on what Principles? Partnership is the foundation of the Humanitarian Reform Equality Transparency Results Oriented Approach Responsibility Complementarity

12 A ‘Process’: To create change in the way we do ‘business’, Moving away from contractual relationships Understanding what are our commonalities and differences? What expectations do we have of each other? Not only UN vis à vis non-UN

13 How to improve partnerships? Preparedness HC selection and appraisal HCT Clusters CERF/ Humanitarian Financing

14 Strengthening Leadership: the Humanitarian Coordination System Effective leadership and coordination in humanitarian emergencies

15 Humanitarian Leadership Policy Development HC Selection Professional Development Knowledge Management Accountability

16 Predictable Humanitarian Financing Adequate, timely and flexible financing

17 What is good humanitarian financing? Plurality, diversity and complementarity of funding mechanisms (majority of funds are bilateral grants) Predictable, impartial, equitable, timely Ensure UN and non- UN have equitable and transparent modalities to obtain funding Strategies and channels should not inhibit or be to the detriment of partnerships.

18 Humanitarian Financing components: Demand (requirements): Needs Analysis Framework Consolidated and Flash Appeals Financial Tracking System Supply ($): Bilateral Funding (project based + core funding) Humanitarian Pooled Funds: CERF, Humanitarian Pooled Funds: CERF, ERFs, and CHFs Emergency reserves for UN agencies, IOM and IFRC (DREF) Emergency cash grant (OCHA) or TRAC (UNDP)

19 Humanitarian Pooled Funds (HC managed): CERF Global Target: $500m (both loan and grant elements) CHFs Country level (Sudan, DRC and CAR) ERFs Country level (12 active funds)

20 Central Emergency Response Fund: 2 elements, 2 windows 1.Loan element ($50m) 1.Grant element ($450m): rapid response window (2/3) under-funded window (1/3) Two year evaluation findings of the Fund:  proved itself as a valuable and impartial tool.  made considerable progress towards improving the timeliness of initial response to sudden-onset emergencies and correcting inequities of humanitarian funding of ‘neglected’ emergencies.  served as a catalyst for improved field-level coordination, and evidence-based prioritization.

21 Ensuring Capacity & Predictability: the Cluster Approach Adequate capacity and predictable leadership in all sectors

22 Predictability, Accountability and Partnership Better support to national-led response efforts Common standards and tools Predictable stockpiles and trained expertise Unified interface for Governments, donors & other actors “First port of call” and “provider of last resort” Mainstreaming Gender, HIV/AIDS, Environment Commitment to Monitoring & Evaluation

23 Quantitatively- Field Roll-Out In total, the cluster approach has been used in more than 30 countries since In 2009, application of the cluster approach should be standard practice in all countries with HC and in all major new emergencies. Country level cluster leads may not opt out of certain provisions of the cluster approach, such as “accountability” or “partnerships” or “provider of last resort.” There is no such thing as a “cluster lite” approach.

24 Qualitatively Capacity of all sector/cluster lead agencies and coordinators needs to be strengthened Increasingly effective leadership from RC and HCs Ensuring that IASC-agreed procedures are followed Focus often remains on UN Country Team rather than HCT Continued support and prioritize strengthened contingency planning is required

25 Global Capacity-Building Two-year effort to build predictable and harmonised response capacity (UN and non-UN) in eleven clusters: Common stockpiles, Trained deployable staff, Harmonised standards, guidelines & tools Vital but costly element of reform agenda Potential to have most impact in improving response standards/predictability

26 Cluster Approach: Impact Stakeholder feedback to date: Roles and responsibilities clearer Partnerships and coherence has improved Engagement with and support to national authorities is better Significant potential to enhance overall effectiveness of humanitarian response Still some confusion in implementation Focus on operational impact needs to be strengthened (Evaluation )

27 The Way Forward… for humanitarian response

28 The way forward … Roles and responsibilities clearer Partnerships and coherence improved Fewer response gaps Engagement with national authorities Convergence on definitions, guidelines, and assessment methodologies Shift towards a more programmatic, rather than project-based, approach ‘Significant potential to enhance overall effectiveness of humanitarian response’

29 Work still to be done … Stronger in-country leadership Ensuring HCT are in place More and better funding Better coordination Greater accountability Sustained political commitment OCHA has to step up to the plate

30 Clusters at country level The RC/HC consults the host government and national/international humanitarian actors to determine priority sectors for the emergency, taking account of national/local response structures. The RC/HC ensures that within the international humanitarian community, lead agencies are designated for all the key sectors. Where possible, lead agencies at the country level should mirror those at the global level. But this principle should be applied flexibly, taking into account the local context and capacities of agencies already on the ground

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