Alberto Gonzales Files - Gonzales Reponse to Sen Ted Kennedy Questions
STRENTHENING HUMANITARIAN REPONSE Building a Stronger, More Predictable Humanitarian Response...
-
Upload
osvaldo-levens -
Category
Documents
-
view
219 -
download
0
Transcript of STRENTHENING HUMANITARIAN REPONSE Building a Stronger, More Predictable Humanitarian Response...
STRENTHENING HUMANITARIAN REPONSE
Building a Stronger, More Predictable Humanitarian
Response System
Objective of the presentation
• To provide a general update on the main elements of the Humanitarian Reform
• Gain a better understanding of how the various elements interlink
• Its no longer a reform but rather ‘the way we do business’
Changing Environment:
• Demands for humanitarian relief are likely to grow
• Increase in diverse and fragmented range of humanitarian actors
Challenges include :
• Capacity and coherence of action will need to increase
• Competitive funding environment
• Challenges in maintaining necessary humanitarian space and independence
• Increased public scrutiny of humanitarian action
Why did we need humanitarian reform?
Findings from the 2005 Humanitarian Response Review
• Well-known, long-standing gaps
• Unpredictable capacity
• Ad-hoc responses
• Erratic coordination, weak partnerships
• Insufficient accountability among humanitarian agencies
• Donor policies inconsistent
PARTNERSHIPS
CA
PA
CIT
Y
&
PR
ED
ICT
AB
AIL
ITY
FIN
AN
CIN
G
LE
AD
ER
SH
IP
STRENGTHENING HUMANITARIAN
RESPONSE
Enhance humanitarian response capacity Predictability, Accountability and Partnership
Support to national authorities• Humanitarian coordination in support of government
leadership of response
• Strengthening preparedness and contingency planning
• Clusters structure in support of and partnership with government structures
• Dialogue and coordination at sectoral level with government counterparts
• Dialogue and coordination through RC or HC
The Way We Do Business…
National Authorities/ governments sectors
Humanitarian Country Team
Clusters
Inter cluster coordination
Resident Coordinator
Humanitarian CoordinatorPrinciples of Partnership
Way of working:
National Authorities/ governments
Support to Coordination
Preparedness
Support to national capacity
Support to Coordination
HCT Guidelines
HC strengthening
Roll out
Whose reform?Inter-Agency Standing Committee (IASC)
Composed of NGO consortia, Red Cross and Red Crescent Movement, IOM, World Bank and UN agencies
Why Partnership?Humanitarian agencies acknowledge that no single agency can cover all humanitarian needs A recognition that IASC led reform needed broader support from all partners
Based on what Principles?Partnership is the foundation of the
Humanitarian Reform
Equality
Transparency
Results Oriented Approach
Responsibility
Complementarity
A ‘Process’:• To create change in the way we do ‘business’,
• Moving away from contractual relationships
• Understanding what are our commonalities and differences?
• What expectations do we have of each other?
• Not only UN vis à vis non-UN
How to improve partnerships?• Preparedness
• HC selection and appraisal
• HCT
• Clusters
• CERF/ Humanitarian Financing
Strengthening Leadership:the Humanitarian Coordination System
Effective leadership and coordination in humanitarian emergencies
Humanitarian Leadership
• Policy Development
• HC Selection
• Professional Development
• Knowledge Management
• Accountability
What is good humanitarian financing? • Plurality, diversity and complementarity of funding
mechanisms (majority of funds are bilateral grants)
• Predictable, impartial, equitable, timely
• Ensure UN and non- UN have equitable and transparent modalities to obtain funding
• Strategies and channels should not inhibit or be to the detriment of partnerships.
Humanitarian Financing components:
Demand (requirements):
Needs Analysis Framework
Consolidated and Flash Appeals
Financial Tracking System
Supply ($):
Bilateral Funding (project based + core funding)
Humanitarian Pooled Funds: CERF, Humanitarian Pooled Funds: CERF, ERFs, and CHFs
Emergency reserves for UN agencies, IOM and IFRC (DREF)
Emergency cash grant (OCHA) or TRAC 1.1.3 (UNDP)
Humanitarian Pooled Funds (HC managed):
CERF
Global
Target: $500m (both loan and grant elements)
CHFs
Country level
(Sudan, DRC and CAR)ERFs
Country level
(12 active funds)
Central Emergency Response Fund:
2 elements, 2 windows
1. Loan element ($50m)
1. Grant element ($450m): rapid response window (2/3)under-funded window (1/3)
Two year evaluation findings of the Fund:
proved itself as a valuable and impartial tool. made considerable progress towards improving the timeliness of
initial response to sudden-onset emergencies and correcting inequities of humanitarian funding of ‘neglected’ emergencies.
served as a catalyst for improved field-level coordination, and evidence-based prioritization.
Ensuring Capacity & Predictability:the Cluster Approach
Adequate capacity and predictable leadership in all sectors
Predictability, Accountability and Partnership• Better support to national-led response efforts
• Common standards and tools
• Predictable stockpiles and trained expertise
• Unified interface for Governments, donors & other actors
• “First port of call” and “provider of last resort”
• Mainstreaming Gender, HIV/AIDS, Environment
• Commitment to Monitoring & Evaluation
Quantitatively- Field Roll-Out• In total, the cluster approach has been used in more than 30
countries since 2006.
• In 2009, application of the cluster approach should be standard practice in all countries with HC and in all major new emergencies.
• Country level cluster leads may not opt out of certain provisions of the cluster approach, such as “accountability” or “partnerships” or “provider of last resort.”
• There is no such thing as a “cluster lite” approach.
Qualitatively• Capacity of all sector/cluster lead agencies and
coordinators needs to be strengthened
• Increasingly effective leadership from RC and HCs
• Ensuring that IASC-agreed procedures are followed
• Focus often remains on UN Country Team rather than HCT
• Continued support and prioritize strengthened contingency planning is required
Global Capacity-Building• Two-year effort to build predictable and harmonised
response capacity (UN and non-UN) in eleven clusters:
• Common stockpiles,
• Trained deployable staff,
• Harmonised standards, guidelines & tools
• Vital but costly element of reform agenda
• Potential to have most impact in improving response standards/predictability
Cluster Approach: Impact
Stakeholder feedback to date:• Roles and responsibilities clearer• Partnerships and coherence has improved• Engagement with and support to national authorities
is better• Significant potential to enhance overall effectiveness
of humanitarian response• Still some confusion in implementation• Focus on operational impact needs to be
strengthened (Evaluation 2007-08)
The way forward…
• Roles and responsibilities clearer• Partnerships and coherence improved• Fewer response gaps• Engagement with national authorities • Convergence on definitions, guidelines, and
assessment methodologies • Shift towards a more programmatic, rather than
project-based, approach • ‘Significant potential to enhance overall
effectiveness of humanitarian response’