Floods inFloods inPakistan 2010 Earthquakes In HaitiIn Haiti UN Photo/Logan AbassiUN Photo/Evan Schneider
The Five Areas of the TA 1. Leadership 2. Coordination 3. Humanitarian Programme Cycle 4. Accountability to Affected People 5. Preparedness
The humanitarian programme cycle ‘mix and match’ Each group will receive the steps of the programme cycle and their ‘descriptions’ First, match the steps with their respective descriptions Then arrange all the steps (with their descriptions) in a logical order N.B. I have also thrown in some ‘enablers’ which support the programme cycle – please put these in the middle of your cycle!
Major sudden-onset humanitarian emergency triggered by natural disaster or conflict which requires system- wide mobilization Criteria used by IASC Principals to determine response: Scale Urgency Complexity Capacity to respond (national and international) Reputational Risk
Approach developed by IASC SWG for action prior to a crisis, consists of: Risk Profiling, resulting in a ‘country risk profile’; Early warning monitoring, to detect signs of impending crisis and take early action to mitigate or prevent the crisis; Developing contingency response plan, to bring all actors to advanced level of readiness; Taking minimum preparedness actions (MPAs) for each step of the programme cycle; Agreeing standard operating procedures (including roles and responsibilities) for the initial emergency response.
The collection, consolidation and analysis of needs data through which a joint, inter-cluster analysis process derives a shared understanding of the development and impact of a crisis; this is presented in the form of a ‘Humanitarian Needs Overview’; Provides the foundation, or ‘evidence-base’ for a coherent response as the situation evolves; Requires interaction and coordination with affected people, local actors, the government and national aid organisations, and all sectors/clusters involved in the response.
A joint, multi-sector assessment done during the first 2 weeks of a new emergency or rapid deterioration or an existing emergency Intended to facilitate a common understanding of overall humanitarian needs and provide decision-makers with accurate, reliable information in a timely manner Expected Outputs are: 1)The ‘Situation Analysis’ (previously known as Preliminary Scenario Definition) produced with 48 hours, used to gauge severity of crisis and inform the HC/HCT’s strategic statement (day 3) and preliminary response plan (day 5- 8) 2)A Final Report at 2 weeks, used to inform development of the country strategic response plan (produced by day 30) Used primarily to: Assist in identifying constraints and focuses on operational issues; Establishes working relationships that are critical in a crisis; Reinforces coordination structures and determines what additional structures could be needed; and Clarifies roles and responsibilities, including the leadership of sector/cluster groups. Approach assumes that plans developed in response phase are based on Contingency Response Plans
most frequently used in protracted crisis in alignment with planning and review cycles Agencies/clusters do separate assessments in a way which allows data to be aggregated This data is then analysed to produce a shared picture of the humanitarian situation, and needs are prioritised The results of the needs assessment and analysis process are presented in a ‘humanitarian needs overview’ which is used for strategic planning
Initial Response Plan & Strategic Response Plan
HC/HCT management tool that outlines the strategic direction of the response, i.e. WHAT the HCT is trying to achieve WHERE and HOW Builds on the strategic statement and contains the following elements: 1)Country strategy: An overview of the crisis and the parameters of the strategy A limited number of strategic objectives and indicators (output, outcome) 2)Sector/cluster response plans: Activities per strategic objective per sector Estimated funding requirements
Can be done through emergency appeals (for sudden-onset emergencies) and consolidated appeals (for protracted crises) Joint appeals demonstrate to donors that there is a coherent, well-coordinated, properly budgeted strategic plan; the plan should guide their funding decisions to address the highest priority humanitarian needs The initial response plan and strategic response plan now serve as the country-specific appeal documents which were previously known as the Flash Appeal and the CAP
framework based upon output and input indicators from strategic response plan relevant clusters and sectoral groups play a critical role in helping collect and compile the strategic-level reporting data reporting on the strategic response plan indicators must be done at a minimum every 3 to 4 months In L3 emergency, reporting and HCT review of reporting information may need to occur more frequently (monthly or even weekly) than in other emergencies As emergency situation stabilises, gradual development of monitoring framework will follow
The humanitarian programme cycle is to be supported by standardized process, systems and tools, some of which include: A common web platform (humanitarianresponse.org) Common Operational Dataset (CODs) and Fundamental Operational Datasets (FODs) registries Financial Tracking Service (FTS) The On-line Project System (OPS) Cluster/agency specific systems IASC organisations have a key role to play in ensuring the quality control and coherence of above actions
Bringing the relevant actors together and facilitating agreement on: What is the problem? (needs assessment and analysis) What are we going to do about it? (strategic planning – country level) How? (strategic planning – sectoral level) How are we going to pay for it? (resource mobilisation) How will we check we are doing what we said we would do? (monitoring) How will we get ready for the next time? (emergency response preparedness)