1 / 13

Building a Stronger, More Predictable Humanitarian Response System

reform. HUMANITARIAN. Building a Stronger, More Predictable Humanitarian Response System. Why did we need humanitarian reform?. 2005 Humanitarian Response Review found: Well-known, long-standing gaps Unpredictable response capacity Weak partnerships Insufficient accountability

gil
Download Presentation

Building a Stronger, More Predictable Humanitarian Response System

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. reform HUMANITARIAN Building a Stronger, More Predictable Humanitarian Response System

  2. Why did we need humanitarian reform? 2005 Humanitarian Response Review found: • Well-known, long-standing gaps • Unpredictable response capacity • Weak partnerships • Insufficient accountability • Inconsistent donor policies

  3. What are the key elements of humanitarian reform? HUMANITARIAN REFORM LEADERSHIP COORDINATION CAPACITY & SYSTEMS FINANCINGC PARTNERSHIPS

  4. Whose reform and based on what principles? • IASC-agreed reform (global level commitment by HQs) • Partnership = foundation • PoP - principlesof transparency, equality, responsibility, complementarity, and results-oriented approach • Why partnership? Humanitarian agencies acknowledge that no single agency can cover all humanitarian needs, and that IASC led reform needed broader support from all partners No longer ‘reform’ but the way we do business!

  5. What’s the same? • Government holds primary responsibility • RC/HC coordinates international response in support of government • Response is coordinated sectorally (sector/cluster) What’s new? • Predictability • Accountability • Inclusivity • Higher Standards • Global Support

  6. What the cluster approach means in practice • At global level: • Clear accountable lead agencies • Stockpiles, surge capacity, and resources • Operational guidance, toolkits and handbooks • At field level: • Coherent coordination systems • Less gaps/duplication • Strengthened partnerships and links to government

  7. Role of the HC/RC in coordinating the humanitarian response • Establish and lead Humanitarian Country Team • Facilitate agreement among humanitarian actors on establishment of sectors/clusters and designation of sector/cluster leads • Establish appropriate mechanisms for inter-sectoral coordination • Coordinate needs assessment, strategic planning, response planning, monitoring & evaluation, integration of cross-cutting issues • Advocate for respect for human rights, humanitarian law, humanitarian principles, and access • Coordinate inter-agency resource mobilization efforts, including appeals and requests for CERF funding Accountable to the Emergency Relief Coordinator

  8. Inter-Cluster Coordination Challenges?

  9. Inter-Cluster Coordination Challenges • Lack of understanding of responsibilities • Reluctance to ‘be coordinated’ • Turf wars, agency dominance of clusters • Lack of participation and engagement • Cross-cutting issues get lost • Lack of leadership/understanding (HC/RC) • Operational constraints (government, security, etc) • Differences in capacity & approach across clusters

  10. Key opportunities and challenges ahead • Roles and responsibilities clearer • Partnerships strengthened • Fewer response gaps • Better engagement with national authorities • Convergence on definitions, guidelines, and assessments • Continuing (mis)perceptions • Unresolved leadership and coordination issues • Difference in capacities • Rolling out clusters in HC and non-HC countries

  11. OCHA’s Humanitarian Coordination Support Section (HCSS)

  12. Humanitarian Coordination Support Section (HCSS) • Merger of Humanitarian Reform Support Unit (HRSU), Humanitarian Coordinator System Strengthening Project (HCSSP) & Partnership Focal Point • Aims to strengthen humanitarian coordination system and humanitarian action through stronger linkages between OCHA’s sections supporting partnerships, leadership, and coordination • Focuses support on external partners (Global Cluster Leads, cluster partners, RCs/HCs, field level coordination structures) & links to IASC entities (SWGs etc) – internal support to OCHA also

  13. Humanitarian Coordination Support Section (HCSS) – continued • Support to leadership: HC Pool establishment, 3-yr training strategy for RCs/HCs, performance management system, knowledge management tools • Support to coordination: Focus on qualitative support to cluster roll-out, tracking & monitoring, accountability mechanisms, training for HCTs, support to cluster trainings, surge support to emergencies, stronger links to contingency planning • Support to partnerships: Secretariat for GHP, training for RCs/HCs and HCTs on partnership-building, strengthening links to NGOs

More Related