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11 Saleh Saeed, CEO Disasters Emergency Committee The Disasters Emergency Committee: A Strategic Alliance for Effective Fundraising During Disasters.

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Presentation on theme: "11 Saleh Saeed, CEO Disasters Emergency Committee The Disasters Emergency Committee: A Strategic Alliance for Effective Fundraising During Disasters."— Presentation transcript:

1 11 Saleh Saeed, CEO Disasters Emergency Committee The Disasters Emergency Committee: A Strategic Alliance for Effective Fundraising During Disasters.

2 2 What you’ll hear from me Partnership concepts –DEC model of cooperation –Key partnership action - challenges of fundraising –S haring the income Strategic requirements –reporting to donors about results – accountability –Continuous improvement 2

3 3 Strategic partnership in the UK - DEC At times of humanitarian crisis in poorer countries the Disasters Emergency Committee brings together the leading UK aid agencies to raise money. Established in 1963 it has run over 60 appeals and raised over £1 billion. 3

4 44 DEC as a partnership - Membership Member Agencies are the leading UK registered humanitarian charities which fulfil the Membership Criteria (which includes legal, financial and programme quality standards & requirements)

5 5 Humanitarian principles of a joint appeal Appeal decision – Board: using three basic criteria: Substantial unmet need Members ability to mount a timely and effective response Evidence that the appeal will be successful. Two Broadcasters agree to support 5

6 6 Supported by Rapid Response Network & others..... 6

7 77 Objectives of the DEC Helping those in greatest need Creating an efficient appeal mechanism through the media for national fundraising and public response Ensuring that funds raised are used in an effective, timely and fully accountable way Facilitating agency cooperation, coordination and communication Raising standards in the implementation of humanitarian responses

8 8 DEC Membership Criteria Member Agencies are the leading UK registered humanitarian charities judged by criteria governance/legal, financial and programme quality standards & requirements Trustees decided that the DEC will have a maximum membership of 15 charities to remain manageable and cost effective Membership for existing and potential new members reviewed every three years 8

9 9 Value added for partnership Simple message Huge overseas emergency We are working together Keep costs low not a competitor Public take notice makes giving easy and lowers fundraising costs Evidence that 50% of DEC donors do not give to the members Being accountable to donors and to beneficiaries Feeding back on what happened with the money Learning and improving Use it strategically don’t overuse 9

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11 11 DEC Appeals income 11

12 12

13 13 DEC Funding Allocations Initial allocation based on the Indicator of Capacity Agencies asked if they have capacity for more funding within Phase 1 Report 1 (month 4) Additional allocation made on this basis so members can incorporate into Phase 2 Plan – with equal shares the default approach if capacity > funds available If late money comes in (e.g. More gift aid then expected) then final allocations in Month 14

14 14 Indicator of Capacity 14

15 15

16 16 DECAF Assessments 16

17 17 Other DEC type models Other countries think the model works Belgium: 12-12 Canada: Humanitarian Coalition Germany: ADH Holland: SHO Italy: Agire Switzerland: Chaisse de Bonheur 17

18 18 Value of joint appeals 18

19 19 Making partnerships work 19  Is there an opportunity for you to leverage support from national; corporate or state communications?  Does the public call for co- operation?  Can agencies put aside competition for the greater good?

20 20 Lots of thinking....

21 21 Lots of professional action......

22 22 Lots and lots of cooperation But most of all.....

23 23 Key Challenges 23

24 24 Accountability Framework 24 DEC website appeal updates + appeal summary in Annual Report Appeal Reporting Acc’ Committee performance monitoring on quality & timeliness Learning Activities DEC RTEs 1 & option for Collective Initiatives Full report published Learning workshops & network meetings Full report to board External Evaluation Members commission independent evaluations on rotating basis Executive Summary published online Annual Assessments External validation, peer challenge + report to the board Summary Annual Report with information online Sec’ self assess’t Agency self assess’t Option for DEC Collective initiative Full report to board  Accountability Priorities  Agency appeal specific reporting to Secretariat DEC website appeal updates + appeal summary in Annual Report

25 25 DECAF Assessment cycle Self Assessment & update on prior year progress Sample Selected Evidence to support sampled ways of working Independent Validation of evidence Peer review workshops & finalise Improvement Commitments Trustee Peer Challenge Validators report on themes and challenges

26 26 1. We use our resources efficiently and effectively 2. We achieve intended programme objectives in accordance with agreed humanitarian standards, principles and behaviours 3. We are accountable to disaster affected populations 4. We learn from our experience – taking learning from one emergency to the next 1.1 Documented processes are in place at the appropriate level governing the use and management of funds 2.1 The agency has defined and documented processes for programme management which are underpinned by a clear statement of standards 3.1 A defined and documented Accountability Framework is in place governing accountability to disaster affected populations 4.1 A documented process is in place at the appropriate level to ensure that learning is systematically captured, shared and utilised 1.2 Approach to the management and care of staff reflects People in Aid code of good practice 2.2 Programmes respond to clearly defined needs and are adjusted as needs change 3.2 Information on agency background, programme timelines, beneficiary entitlements and selection criteria is communicated... 4.2 Key learning is effectively communicated to staff, partners and other stakeholders 1.3 Programme design and procurement processes maximise value for money - balancing quality, cost and timeliness at each phase of the response 2.3 Staff and partners understand and integrate agreed standards in to their programmes 3.3 Disaster affected populations participate in programme assessment, design, implementation and evaluation 4.3 Key learning (including from evaluations) is incorporated into processes and programmes in a systematic and timely manner 1.4 Incidences of actual/suspected fraud or loss are investigated and actioned 2.4 Agencies participate in established coordination mechanisms and support their partners to do the same 3.4 In consultation with disaster affected populations appropriately designed and described complaints handling procedures are implemented 4.4 Agencies contribute to peer and sector learning in humanitarian response 1.5 Partners are consulted and their capacity is assessed, utilised and developed where appropriate 2.5 Unintended programme impacts and outcomes are identified and acted upon in a timely manner 3.5 Agencies shall work with partners to strengthen their capacity to be accountable to disaster affected populations 1.6 Local structures (including governments, civil society organisations and markets) are consulted and strengthened 2.6 Programmes contribute to disaster risk reduction and build the resilience of communities, partners and governments

27 27 External Evaluations 27  Ensure independent scrutiny of agency programmes  Summary report prepared for Trustees (Internal Accountability)  Executive summaries published (public accountability)

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