building a stronger, more predictable humanitarian response system
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Building a Stronger, More Predictable Humanitarian Response System. Humanitarian Reform Support Unit, OCHA. Is Humanitarian Reform Needed?. Some Findings from the 2005 Humanitarian Response Review. “Well-known, long-standing gaps” “Limited linkages” between UN and non-UN actors - PowerPoint PPT PresentationTRANSCRIPT
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Building a Stronger, More Predictable Building a Stronger, More Predictable Humanitarian Response SystemHumanitarian Response System
Humanitarian Reform Support Unit, OCHA
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Is Humanitarian Reform Is Humanitarian Reform Needed?Needed?
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“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
Some Findings from theSome Findings from the2005 Humanitarian Response Review2005 Humanitarian Response Review
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Changing Environment Changing Environment for humanitarian operationsfor 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
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Humanitarian aid: Humanitarian aid: NGOs growing in terms of NGOs growing in terms of expenditureexpenditure
391
170133
97
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662
421
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272
207 190163 154 142
119 111 96 9366 58 37
1,027
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UN non-UN
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1. Adequate capacity and predictable leadership in all sectors
2. Improved coordination
3. Adequate, timely and flexible financing
4. Effective partnerships between UN and non-UN actors
GOALS:GOALS:
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Whose Whose reform?reform?
Inter-Agency Inter-Agency Standing Standing Committee (IASC)Committee (IASC)
Composed of NGO Composed of NGO consortia, Red Cross consortia, Red Cross and Red Crescent and Red Crescent Movement, IOM, World Movement, IOM, World bank and UN agenciesbank and UN agencies
Inter-Agency Standing Committee Full Members and Standing Invitees
Full Members
Food and Agricultural
Organisation (FAO)
Office for the Coordination of
Humanitarian Affairs (OCHA)
United Nations Development
Programme (UNDP)
United Nations Population Fund
(UNFPA)
United Nations High Comissioner
for Refugees (UNHCR)
United Nations Children’s Fund
(UNICEF)
World Food Programme (WFP)
World Health Organisation
(WHO)
Standing Invitees
International Committee of the
Red Cross (ICRC)
International Council of Voluntary
Agencies (ICVA)
International Federation of Red
Cross and Red Crescent
Societies (IFRC)
American Council for Voluntary
International Action (InterAction)
International Organisation for
Migration (IOM)
Office of the High Commissioner
for Human Rights (OHCHR)
Office of the Special
Representative of the Secretary
General on the Human Rights of
Internally Displaced Persons
(RSG on HR of IDPs)
Steering Committee for
Humanitarian Response (SCHR)
World Bank (World Bank)
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Goal 1Goal 1 Humanitarian Reform Humanitarian Reform
Adequate capacity and predictable leadership
in all sectors
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Predictable Leadership in Predictable Leadership in Humanitarian Response:Humanitarian Response:
Global Leads (already established)Global Leads (already established)
AgricultureAgriculture FAOFAOEducationEducation UNICEFUNICEFFoodFood WFPWFPRefugeesRefugees UNHCRUNHCR
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Predictable Leadership in Predictable Leadership in Humanitarian Response:Humanitarian Response:New Global “Cluster” LeadsNew Global “Cluster” Leads
Technical areasTechnical areas1.1. NutritionNutrition UNICEFUNICEF2.2. Water/SanitationWater/Sanitation UNICEFUNICEF3.3. HealthHealth WHOWHO4.4. Emergency Shelter:Emergency Shelter: IDPs (from conflict)IDPs (from conflict) UNHCRUNHCR
Natural disastersNatural disasters IFRC IFRC ‘Convenor’‘Convenor’
Cross-cutting areasCross-cutting areas5.5. Camp Coord/Mgmt:Camp Coord/Mgmt: IDPs (from conflict)IDPs (from conflict) UNHCRUNHCR
Natural disastersNatural disasters IOMIOM6.6. Protection: Protection: IDPs (from conflict)IDPs (from conflict) UNHCRUNHCR
Natural disasters/civiliansNatural disasters/civiliansfrom conflict (non-IDPs)from conflict (non-IDPs)
HCR/OHCHR/UNICEFHCR/OHCHR/UNICEF7.7. Early RecoveryEarly Recovery UNDPUNDP
Common service areasCommon service areas8.8. LogisticsLogistics WFPWFP9.9. TelecommunicationsTelecommunications
OCHA/UNICEF/WFPOCHA/UNICEF/WFP
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Responsibilities of global cluster Responsibilities of global cluster leadsleads
Normative Normative - Standard setting and consolidation of Standard setting and consolidation of
‘best practice’‘best practice’
Build response capacityBuild response capacity- Training and system development at
local, regional and international levels- Surge capacity and standby rosters- Material stockpiles
Operational SupportOperational Support Emergency preparedness Advocacy and resource mobilization
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Global Cluster Appeal: 2006Global Cluster Appeal: 2006 Improving Global Humanitarian Improving Global Humanitarian
Response Capacity Response Capacity
Appeal for USD 39 millionAppeal for USD 39 millionLaunched in March 2006Launched in March 2006
Received so far: USD 22 millionReceived so far: USD 22 million(Nearly 60%)(Nearly 60%)
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Responsibilities of sector leads Responsibilities of sector leads at the country levelat the country level
Ensure the following:Ensure 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
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Goal 2Goal 2 Humanitarian ReformHumanitarian Reform
Improved coordination
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Strengthening the Strengthening the Humanitarian Coordinator Humanitarian Coordinator
SystemSystem
Improving humanitarian coordination and leadership
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Strenthening the HC System Strenthening the HC System
SelectingSelecting MentoringMentoring TrainingTraining Appointing andAppointing and Holding accountableHolding accountable
individuals that can deliverindividuals that can delivereffective leadership ineffective leadership inhumanitarian emergencieshumanitarian emergencies
A comprehensive strategy A comprehensive strategy for:for:
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Actions to strengthen the HC systemActions to strengthen the HC system
1.1. Establish broad-based Establish broad-based humanitarian country teamshumanitarian country teams
2.2. Develop a pool of HCs (from Develop a pool of HCs (from UN and non-UN) for short-UN and non-UN) for short-term and/or immediate term and/or immediate deploymentdeployment
3.3. RC/HC “score card”RC/HC “score card”
4.4. Develop new training Develop new training packagespackages
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Goal 3Goal 3Humanitarian ReformHumanitarian Reform
Adequate, timely and flexible financing
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Actions to improveActions to improvehumanitarian financinghumanitarian financing
Good Humanitarian Donorship (GHD) Good Humanitarian Donorship (GHD) initiativeinitiative
(being piloted in Burundi and DRC) (being piloted in Burundi and DRC)
Establishment of CERFEstablishment of CERF
Other initiativesOther initiatives
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Central Emergency Response Fund Central Emergency Response Fund (CERF) (CERF)
Created to help ensure timely, adequate and flexible funding
Two Windows:Two Windows:
Rapid ResponseRapid Response
Under-Funded EmergenciesUnder-Funded Emergencies
For more information about CERF, visit http://cerf.un.org
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CERFCERF
General Assembly Resolution A/RES/60/124 decided to General Assembly Resolution A/RES/60/124 decided to
upgrade the CERF to US$ 500 million (US$ 50 million upgrade the CERF to US$ 500 million (US$ 50 million
Loan component plus US$ 450 million Grant component).Loan component plus US$ 450 million Grant component).
Fully funded CERF represents 4% of global humanitarian Fully funded CERF represents 4% of global humanitarian
funding (USD 500 million out of USD 13 billion)funding (USD 500 million out of USD 13 billion)
NOT a substitute for donor contributions to the CAPNOT a substitute for donor contributions to the CAP
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CERF contributions and CERF contributions and allocations allocations (Jan – Nov 2006)(Jan – Nov 2006)
Contributions/pledges - Contributions/pledges - US$ US$ 297 m297 m
Rapid Respons allocations - Rapid Respons allocations - US$ 112 mUS$ 112 m
Underfunded emergency allocations - Underfunded emergency allocations - US$ US$ 76m76m
Total allocations - Total allocations - US$ 188mUS$ 188m
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Goal 4Goal 4 Humanitarian ReformHumanitarian Reform
Effective partnershipsbetween UN and non-UN
actors
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Building more effective Building more effective partnershipspartnerships
IASC Country Teams now a IASC Country Teams now a requirement in all countries with HCsrequirement in all countries with HCs
Ongoing UN/non-UN dialogue, began Ongoing UN/non-UN dialogue, began with Geneva meeting in July 2006with Geneva meeting in July 2006
Humanitarian Community Partnership Humanitarian Community Partnership Teams to be piloted in 3 countriesTeams to be piloted in 3 countries