The IASC Transformative Agenda

Floods in Pakistan

2010

EarthquakesIn Haiti

UN Photo/Logan Abassi UN Photo/Evan Schneider

The Five Areas of the TA

1.Leadership

2.Coordinati

on

3.Humanitar

ian Programm

e Cycle

4.Accountab

ility to Affected People

5.Preparedn

ess

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!

L3Emergenc

y

• 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

EmergencyResponsePreparedn

ess(ERP)

• 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.

Needs Assessme

nt & Analysis

• 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.

Multi-cluster

initial rapid

assessment

(MIRA)

•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

Harmonized

Assessment

• 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

Resource

Mobilisation

• 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

Monitoring and

Accountability

• 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

Information

Management

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

Coordination

•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)