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HUMANITARIAN FINANCING ESTHER KUISCH-LAROCHE CHIEF, FINANCIAL TRACKING SERVICE (firstname.lastname@example.org). HUMANITARIAN FINANCING. Appeals processes Pooled funding mechanisms CERF exercise FTS and OPS. DEMAND Agency-specific appeals NGO consortium appeals Project proposals to bilateral donors
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CHIEF, FINANCIAL TRACKING SERVICE
NGO consortium appeals
Project proposals to bilateral donors
Consolidated appeals processes
(CERF, CHF, ERF)
What emergency in 1991 was the catalyst for the creation of the Consolidated Appeals Process?
General Assembly Resolution 46/182, December 1991:
Strengthening the coordination of humanitarian emergency assistance of the United Nations by:
GA Resolution 46/182:
“For emergencies requiring a consolidated response, the Secretary-General should ensure that an initial Consolidated Appeal covering all concerned organisations of the system, prepared in consultation with the affected State, is issued within the shortest possible time…”
Day 1 - HC/RC triggers flash appeal – consults country team & government.
Day 2-4 - Clusters conduct rapid needs assessment and prepare cluster response plans and select projects.
Day 5 - HC sends final draft to OCHA CAP Section, which circulates it for comment within 24 hr to IASC HQs.
Day 7 - CAP Section processes & electronically publishes document
Official launch of appeal. Donors select from menu of projects.
Week 4 - Revision of flash appeal
Common Humanitarian Action Plan (CHAP)
Inventory of projects and budgets necessary to accomplish the strategy ($)
= Consolidated Appeal (CAP)
It puts a price tag on the humanitarian response and allows donors’ funding to be measured against needs.
The humanitarian sector’s main tool for coordination, strategic planning and programming.
A collection of all humanitarian activities in a given country.
If there is a need to change the humanitarian strategy or funding requirements, the document and related projects + budgets can be revised in any way at any time.
Focus on pooled fund mechanisms:
The main objective of a CHF is to ensure timely and predictable funding of core activities within a Common Humanitarian Action Plan (CHAP) by providing CHF grants to priority projects included in the CAP. All organisations participating in the CAP are eligible to receive CHF funding.
Allocation rounds are typically undertaken two to three times a year, with the majority of CHF funds allocated at the beginning of the year. Allocations are based on a consultative allocation process that engages clusters and other relevant stakeholders at country level in a comprehensive prioritisation exercise.
Based on allocation proposals developed and submitted by sector/cluster groups, and supported by a technical Review Board, the HC makes final decisions on CHF grants. An Advisory Board with donor, UN and NGO participation advises the HC on policy issues and strategic direction of the fund.
HC is responsible for the overall management and oversight of the CHF. Day to day management is performed by OCHA. Financial administration is undertaken by UNDP. UNDP receives and manages donor contributions to the fund.
The Emergency Reserve (typically 10%) is used by the HC to respond to unforeseen emergency needs outside the CAP.
The name Emergency Response Fund (ERF) is used as an umbrella term covering a broad number of country-based funds. The specifics of the individual funds reflect the country contexts in which they have been established and therefore vary. ERFs are known under different names in different countries including Humanitarian Response Funds (HRF).
An ERF is established to provide NGOs and UN with a rapid and flexible in-country funding mechanism to help respond to small shocks and meet the short-term emergency needs of vulnerable communities. The aim of an ERF is to provide initial funding for a sudden onset emergency to enable humanitarian partners to respond to a crisis without delay.
ERF is not intended to provide core funding to projects or programmes in a protracted crises, although some ERFs may provide funding to critical gaps in the CAP on an exceptional basis.
Under the overall management and oversight of the HC. Day to day management and financial administration performed by OCHA. Funds are channelled through OCHA to NGOs and UN agencies.
When needs emerge, partners submit proposals for funding to OCHA, and the HC makes decisions on ERF grants supported by a technical Review Board and the clusters. An Advisory Board with donor, UN and NGO participation advises the HC on policy issues and strategic direction of the fund.
Generally, ERFs are relatively small in size (less than $10 million), provides small to medium sized grants (less then $500,000) and predominantly fund NGOs. However, the flexibility of ERFs mean that not all funds adhere to this profile.
Timeline for Planning and Appeals
Flash Appeal –
up to 6 months
6 months on
If not met, then
Activities that, within a short time span, remedy, mitigate or avert direct loss of life, physical harm or threats to a population or major portion thereof.
Activities that are not immediately life-saving, such as disaster mitigation, early warning, prevention and preparedness, economic recovery, poverty reduction, and disarmament are not suitable.
CERF contributions do not cover:
Proposals that contain life-saving elements in the project narrative but the budgets focus on non-life-saving elements are not suitable for the CERF grant window.
Keep in mind
BUDGET ERRORS !
TIME FOR AN EXERCISE!