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Building a Stronger, More Predictable Humanitarian Response System

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

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Building a Stronger, More Predictable Humanitarian Response System

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  1. Building a Stronger, More Predictable Humanitarian Response System Humanitarian Reform Support Unit, OCHA

  2. Is Humanitarian Reform Needed?

  3. Some Findings from the 2005 Humanitarian Response Review • “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

  4. Changing Environment for 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

  5. Humanitarian aid: NGOs growing in terms of expenditure

  6. GOALS: • Adequate capacity and predictable leadership in all sectors • Improved coordination • Adequate, timely and flexible financing • Effective partnerships between UN and non-UN actors

  7. Whose reform? Inter-Agency Standing Committee (IASC) Composed of NGO consortia, Red Cross and Red Crescent Movement, IOM, World bank and UN agencies

  8. Goal 1Humanitarian Reform Adequate capacity and predictable leadership in all sectors

  9. Predictable Leadership in Humanitarian Response:Global Leads (already established) Agriculture FAO Education UNICEF Food WFP Refugees UNHCR

  10. Predictable Leadership in Humanitarian Response:New Global “Cluster” Leads Technical areas • Nutrition UNICEF • Water/Sanitation UNICEF • Health WHO • Emergency Shelter: IDPs (from conflict) UNHCR Natural disasters IFRC ‘Convenor’ Cross-cutting areas • Camp Coord/Mgmt: IDPs (from conflict) UNHCR Natural disastersIOM • Protection: IDPs (from conflict)UNHCR Natural disasters/civilians from conflict (non-IDPs)HCR/OHCHR/UNICEF • Early Recovery UNDP Common service areas • Logistics WFP • Telecommunications OCHA/UNICEF/WFP

  11. Responsibilities of global cluster leads • Normative • Standard setting and consolidation of ‘best practice’ • Build response capacity • Training and system development at local, regional and international levels • Surge capacity and standby rosters • Material stockpiles • Operational Support • Emergency preparedness • Advocacy and resource mobilization

  12. Global Cluster Appeal: 2006Improving Global Humanitarian Response Capacity Appeal for USD 39 million Launched in March 2006 Received so far: USD 22 million (Nearly 60%)

  13. Responsibilities of sector leads at the country level 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

  14. Goal 2Humanitarian Reform Improved coordination

  15. Strengthening the Humanitarian Coordinator System • Improving humanitarian coordination and leadership

  16. Strenthening the HC System A comprehensive strategy for: • Selecting • Mentoring • Training • Appointing and • Holding accountable individuals that can deliver effective leadership in humanitarian emergencies

  17. Actions to strengthen the HC system Establish broad-based humanitarian country teams Develop a pool of HCs (from UN and non-UN) for short-term and/or immediate deployment RC/HC “score card” Develop new training packages

  18. Goal 3Humanitarian Reform Adequate, timely and flexible financing

  19. Actions to improvehumanitarian financing • Good Humanitarian Donorship (GHD) initiative (being piloted in Burundi and DRC) • Establishment of CERF • Other initiatives

  20. Central Emergency Response Fund (CERF) Created to help ensure timely, adequate and flexible funding Two Windows: • Rapid Response • Under-Funded Emergencies For more information about CERF, visit http://cerf.un.org

  21. CERF • General Assembly Resolution A/RES/60/124 decided to upgrade the CERF to US$ 500 million (US$ 50 million Loan component plus US$ 450 million Grant component). • Fully funded CERF represents 4% of global humanitarian funding (USD 500 million out of USD 13 billion) • NOT a substitute for donor contributions to the CAP

  22. CERF contributions and allocations (Jan – Nov 2006) • Contributions/pledges - US$ 297 m • Rapid Respons allocations - US$ 112 m • Underfunded emergency allocations - US$ 76m • Total allocations - US$ 188m

  23. Goal 4Humanitarian Reform Effective partnerships between UN and non-UN actors

  24. Building more effective partnerships • IASC Country Teams now a requirement in all countries with HCs • Ongoing UN/non-UN dialogue, began with Geneva meeting in July 2006 • Humanitarian Community Partnership Teams to be piloted in 3 countries

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