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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

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slide1

Building a Stronger, More Predictable Humanitarian Response System

Humanitarian Reform Support Unit, OCHA

slide3

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
changing environment for humanitarian operations
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
slide6

GOALS:

  • Adequate capacity and predictable leadership in all sectors
  • Improved coordination
  • Adequate, timely and flexible financing
  • Effective partnerships between UN and non-UN actors
slide7
Whose reform?

Inter-Agency Standing Committee (IASC)

Composed of NGO consortia, Red Cross and Red Crescent Movement, IOM, World bank and UN agencies

goal 1 humanitarian reform

Goal 1Humanitarian Reform

Adequate capacity and predictable leadership

in all sectors

predictable leadership in humanitarian response global leads already established
Predictable Leadership in Humanitarian Response:Global Leads (already established)

Agriculture FAO

Education UNICEF

Food WFP

Refugees UNHCR

predictable leadership in humanitarian response new global cluster leads
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
responsibilities of global cluster leads
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
global cluster appeal 2006 improving global humanitarian response capacity
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%)

responsibilities of sector leads at the country level
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
goal 2 humanitarian reform

Goal 2Humanitarian Reform

Improved coordination

strengthening the humanitarian coordinator system
Strengthening the Humanitarian Coordinator System
  • Improving humanitarian coordination and leadership
strenthening the hc system
Strenthening the HC System

A comprehensive strategy for:

  • Selecting
  • Mentoring
  • Training
  • Appointing and
  • Holding accountable

individuals that can deliver

effective leadership in

humanitarian emergencies

actions to strengthen the hc system
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

goal 3 humanitarian reform

Goal 3Humanitarian Reform

Adequate, timely and flexible financing

actions to improve humanitarian financing
Actions to improvehumanitarian financing
  • Good Humanitarian Donorship (GHD) initiative

(being piloted in Burundi and DRC)

  • Establishment of CERF
  • Other initiatives
central emergency response fund cerf
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

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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
cerf contributions and allocations jan nov 2006
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
goal 4 humanitarian reform

Goal 4Humanitarian Reform

Effective partnerships

between UN and non-UN actors

building more effective partnerships
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