1. FUNCTION 3 – ‘ PLANNING AND STRATEGY DEVELOPMENT ’: Apply and adhere to existing standards M3 – S1

2. Systems Building as an overarching approach… Let me tell you a true story…

3. Shwe Mi – 9 yo – Girl… Not doing well in school… Teacher sees that she is withdrawn and has some bruises etc says nothing Starts missing school – starts working in local store Shwe Mi is no longer at school or in the local store Shwe Mi is in Yangon working on the streets Shwe Mi starts working at a Karaoke bar suggested by a friend 2 years later - Shwe Mi is found in Bangkok No papers just her name Where are the duty bearers? Who is responsible?

4. The Minimum Standards for Child Protection in Humanitarian Action…

5. The minimum standards are intended to… 1.Establish common principles amongst all actors who play a role in child protection and strengthen coordination among them 2.Improve the quality of child protection programming to achieve greater impact for children 3.Improve accountability within the child protection sector during emergencies 4.Further define the professional field of child protection particularly during emergencies. 5.Synthesize and make available good practice and learning in child protection to date 6.Enable humanitarian workers and others to better advocate and communicate on child protection risks, needs and responses.

6. Plus the four key principles of the CRC - survival and development; non-discrimination; best interest; participation

8. How can the CPMS be used? To plan and cost humanitarian interventions To establish common and measurable expectations To establish agreement on common principles between different actors To monitor and evaluate the quality and effectiveness To guide and evaluate the allocation of funding To induct and train new staff or partners As a self-learning tool and a reference text To enable advocacy on child protection issues, and to brief decision-makers on child protection To enable those working in other sectors of humanitarian action to protect children better.

12. FUNCTION 3 – ‘ PLANNING AND STRATEGY DEVELOPMENT ’: Develop sectoral plans, objectives and indicators that directly support realization of the HC/HCT strategic priorities M3 – S2

13. Abari Islands was hit by hurricane 2 days ago. While the waters have receded in most locations now, more than 65% of the population in affected areas are living in evacuation centres or makeshift shelters with houses destroyed and access back to affected areas limited. More than 60% of affected populations are under 18. An estimated 5% of the affected population are missing feared dead. Food and water are in short supply and accessibility is a major challenge with some affected islands 6+ hours away by canoe. A Situation Analysis was completed without CPWG input. Findings included: documented children that are missing or separated; the lack of institutions to look after separated children; risk of exploitation and trafficking; and documented cases of children in contact with the law. Environmental risks continue as it rains with people also at risk due to mud slides. More storms are expected. There has been a dramatic influx of aid workers and agencies. The Islands of Abari D1 D2 D3

15. M3 – S4 FUNCTION 3 – ‘ PLANNING AND STRATEGY DEVELOPMENT ’: Resource Mobilisation

16. Humanitarian Programme Cycle

17. Humanitarian Finance - the basics DEMAND: (Appeals for funding) –agency appeals –consolidated appeals processes Flash Appeals Consolidated Appeals Process (CAPs) Common Humanitarian Action plans (CHAPs) SUPPLY SUPPLY:(Funding sources) National government civil society NGO funds bilateral donors multilateral donors private sector pooled funds CERF Emergency Response Fund Common Humanitarian Fund

18. IASC Gender Marker

19. Demand side: APPEALS

20. What is a Flash Appeal? overview of urgent life-saving needs within a week of emergency's onset acute needs 3- 6 months Consolidated Appeal if beyond 6 months Includes: rapid needs assessments (3 days!) all cluster response plans projects for funding

21. Indicative timeframe Day 1 HC/RC triggers flash appeal – consults country team & government. Day 2-4 Clusters conduct rapid needs assessment and prepare sector response plans and select projects. Day 5 HC sends final draft to OCHA CAP Section, which circulates it for comment within 24 hr to IASC HQs. Day 7 CAP Section processes & electronically publishes document Official launch of appeal Donors select from menu of projects.

22. What is a CAP? A Consolidated Appeal is basically, a longer version of a Flash Appeal (12 months), for longer-term crises, offering more analysis and detail.

23. Supply side: POOLED FUNDS

24. Pooled funds 3 types: CERF CERF - Central Emergency Response Fund CHF CHF - Common humanitarian funds ERF ERF – Emergency Response Funds Worldwide…. Country specific…. Small scale for gaps….

25. Flash Appeal – Multiple donors CERF Project proposals Cluster Reponse Plan plus projects Consolidated Appeals Process (CAP) 6 months on up to 6 months Timeline for Planning and Appeals

26. Coordinators have crucial role: involve all cluster participants coordinate rapid needs assessments set cluster strategy and priorities lead & coordinate response plans gather project proposals inclusively vet projects transparently ALL VERY FAST!

27. What is CERF? 1.Rapid response grants (2/3 of grant facility) to meet immediate relief needs for local procurement and/or transport 2.Under-funded crises (1/3 of grant facility) If no other funding source immediately available, including agencies’ own un-earmarked agency funds and earmarked donor grants 3. Loans ($50 million) Funding committed but not yet paid; or commitment very likely

28. Who can receive CERF Grants? NGOs cannot apply directly for CERF funds, but: –should participate in process as part of Child Protection Sub- Cluster – do receive funds as implementing partners of UN agencies & IOM

29. Life-saving activities or services Time-critical actions or resources Essential CERF criteria If not met, then

30. CERF Funding Criteria All projects funded through the CERF grant component must be for life-saving / core emergency humanitarian programmes defined as: Activities that, within a short time span, remedy, mitigate or avert direct loss of life, physical harm or threats to a population or major portion thereof. Also permissible are common humanitarian services that are necessary to enable life-saving activities (e.g. air support, emergency telecommunications, logistics).

31. Activities Outside CERF Mandate Activities that are not immediately life-saving, such as disaster mitigation, early warning, prevention and preparedness, economic recovery, poverty reduction, and disarmament, are not suitable for the CERF. CERF contributions do not cover: –Recurrent costs (regular government staff salaries, running office and maintenance costs, etc.) –Regular agency stockpiling –Capacity building and training (funded only if related to direct implementation of emergency response) ** Proposals that contain life-saving elements in the project narrative but the budgets focus on non-life-saving elements are not suitable for the CERF grant window. **

32. Examples of Life-Saving Activities SECTORCRITERIAEXAMPLES AgricultureActivities that have a direct and immediate impact in protecting and restoring the livelihood of families affected by an emergency Provision of seeds, tools and fertilizer to restore food production capacity, survival of productive animals when primary source of livelihood, initial inputs for plague control Coordination and support services Activities that support the delivery of priority life-saving activities provided by UN agencies, NGOs and governments in emergency response Emergency telecommunications equipment, evacuation services, transport, Joint Logistics Centers, safety and security measures Education in Emergencies Interventions aiming at restoring educational and recreational activities for children and adolescents during an emergency School tents and other education material, emergency repair of primary education facilities, essential life- saving skills

33. Child protection Activities which can be funded by CERF Identification, registration, family tracing and reunification or interim care arrangements for separated children, orphans and children leaving armed groups/forces. Ensure proper referrals to other services such as health, food, education and shelter Identification, registration, referral and follow-up for other extremely vulnerable children, incl. survivors of GBV and other forms of violence, children with no access to basic service and those requiring special protection measures

34. Child protection (continued) Activities which can be funded by CERF Activities incl. advocacy, awareness-raising, life-skills training, and livelihoods Provision of psychosocial support to children affected by the emergency, e.g. through provision of child-friendly spaces or other community-based interventions, return to school or emergency education, mental health referrals where expertise exists Identification and strengthening, or establishment of community- based child protection mechanisms to assess, monitor and address child protection issues

35. Life-SavingMaybe, depending on context Not Life-Saving Primary HealthcareDe-miningInfrastructure Reconstruction Therapeutic FeedingLivestock VaccinationsIM systems Emergency Watsan General Food DistributionsMicro-credit Shelter/NFISurveillance systemsPreparedness Plans Protection Em. Education Psycho-socialVulnerability assessments Priority Activities

36. … Main reason for delays in CERF funding… BUDGET ERRORS…

37. What is wrong with this budget? Cost breakdown Amount ( USD) A. Staff costs (salaries and other entitlements) (drivers to deliver food) $50,000 B. Travel- C. Contractual Services- D. Operations (please itemize below; add rows if necessary) Transport of food and water containers$50,000 - E. Acquisitions F. Other- Subtotal project requirements $200,000 G. Indirect programe support costs (not to exceed 7% of subtotal project costs) PSC amount (none needed) 0 Total cost $200,000

38. http://cerf.un.org Cost breakdown Amount ( USD) A. Staff costs (salaries and other entitlements) (drivers to deliver food) B. Travel C. Contractual Services D. Operations (please itemize below; add rows if necessary) Transport of food and water containers E. Acquisitions F. Other Subtotal project requirements G. Indirect programe support costs (not to exceed 7% of subtotal project costs) PSC amount (none needed) Total cost $4,000,000 What is wrong with this budget?

39. GPC study on funding of protection 2007 -2012

41. 5 general conclusions about donors: 1.donors have varied interpretations of xxxxxxxxxxxx to a large extent because it lacks a simple conceptual framework with a universal terminology: it is hard to explain to the public and to decision-makers. 1.donors don’t generally make the major xxxxxxxxxx xxxxxxxx decisions (indeed no donor can say with confidence how much of their funding is spent on protection) but tend to allocate resources to priority countries and trusted partners ideally with as little earmarking as possible.

42. 3.Many donors are concerned about the xxxxxxxx of protection programming and the narrow range of capable partners in this sometimes sensitive field of humanitarian work. At the same time, donor administrative constraints lead them in most cases to prefer fewer, larger projects. 4.Most donors would like to see better xxxxxxxx xxxxxxx xxxxxxx. 5.some donors are placing increased emphasis on xxxxxxxxxxx, as an important complement to protection-specific programming.

43. 2 recommended protection funding strategies: 1.Increase the supply by advocating for more funding to be allocated to protection, and 2.increase the demand by improving the standing of protection within the overall humanitarian response and the quality of protection work. The two are closely related. Advocacy to increase the quantity of protection funding will fall short of expectations unless it is accompanied by clear commitment and action to improve the quality of protection work.

44. In the short term, it is xxxxxxxxxxxxxxxx more than donors who can increase the focus on protection: 1.Advocate within protection organisations for a greater share of unearmarked or privately-raised funding to be allocated to protection, and 2.Increase protection content in multi-sector or integrated programmes pitched to donors.

46. Abari Islands was hit by hurricane 2 days ago. While the waters have receded in most locations now, more than 65% of the population in affected areas are living in evacuation centres or makeshift shelters with houses destroyed and access back to affected areas limited. More than 60% of affected populations are under 18. An estimated 5% of the affected population are missing feared dead. Food and water are in short supply and accessibility is a major challenge with some affected islands 6+ hours away by canoe. IA Rapid Assessment was completed on two islands affected without CPWG input. Findings included: documented children that are missing or separated; the lack of institutions to look after separated children; risk of exploitation and trafficking; and documented cases of children in contact with the law. Environmental risks continue as it rains with people also at risk due to mud slides. More storms are expected. There has been a dramatic influx of aid workers and agencies. The Islands of Abari D1 D2 D3

48. Effective Meeting Skills Photo shows working group 5 in session: photo courtesy UN OCHA. M3 – S5

49. Well run and productive Meet on basis of need – rationalise frequency and type – flexible approach Complement other coordination mechanisms Cluster Guidance Note on meetings Nowhere does it say that you have to hold a meeting!

50. IASC Self-Assessment Findings Participation in clusters has come to mean… attending (often poorly managed) meetings… attending (often poorly managed) meetings…

51. Before After Meeting as part of a process… During During

52. Preparation Before the meeting: Preparation Why:Clear objectives What:Clear agenda Who:Right people? Anticipate issues? Where:Choice? Layout? Seating? When:Best time? Enough time? How:How to facilitate effectively?

53. During the meeting

54. An Effective Facilitator…. TASK Keeps to agenda Maintains focus Establishes common ground Records decisions Remains neutral. PROCESS Sets ground rules Listens and observes Resolves conflict Manages pace Encourages all

55. Encouraging Participation…

56. Creating a positive start… The beginning of each meeting needs to: Relax and reassure Set the tone Encourage involvement Focus attention on purpose Build trust

57. Techniques for involving all Small groups …? Voting Post-its Allocate roles Round robin

58. After the meeting….. Action notes Follow up Collate attendance sheets ?

59. Effective meetings clear objectives right people involve everyone open and honest run to time clear agreed action

60. Top Tips… Based on today’s reflections what are your top 5 tips for country level CPWG’s