The International Humanitarian Work of the Danish Refugee Council 2015-2016

the Danish Refugee Council responds to humanitarian crises in more than 35 countries throughout the world

2

3

4

Contents

GEOGRAPHIC FOCUS

STRATEGIC PARTNERSHIPS

PROGRAMMING IN DRC INTERNATIONAL

EMERGENCY RESPONSE

ORGANISATIONAL STRUCTURE AND FUNDING

STRATEGIC PLANNING

The Danish Refugee Council

QUALITY ASSURANCE and ACCOUNTABILITY

01

05

02

06

03

07

04

08

drc.dk

5

Our foundation

DRC is a private, independent and non-profit organisation

working on the basis of humanitarian principles and

human rights. We work with both refugees, IDPs and host

communities to promote people’s rights to protection and

to ensure durable solutions to displacement.

Our vision

No refugee must be in want of help to find protection and

durable solutions. And nobody who wishes to be integrated

into the Danish society must be in want of help to do so.

Our ambition

We want to be the best problem-solver with regards to

displacement and integration, and we therefore emphasize

innovation and dynamic improvement of methods and

practices.

drc.dk6

01

7

The Danish Refugee Council

Founded in 1956 by Danish civil society organisations to receive and help integrate the Hungarian refugees in Denmark, DRC first began implementing refugee activities abroad under its own name from 1992 when it became a key partner for UNHCR, ultimately accounting for more than half of all international relief in Bosnia. Since then and within the past 20 years, DRC has emerged as a significant actor within the international humanitarian sector, implementing programmes in over 30

The organisational entities of DRC are presented in the chart shown below.

DRC’s policies, guidelines and strategy documents are based on and incorporate key international instruments relating to refugees, displaced people and populations affected by conflict. Under the framework of international law (International Humanitarian Law, Human Rights Law, Humanitarian Law, IDP Guiding Principles), DRC has signed up to the essential humanitarian principles developed by NGOs and the Red Cross / Crescent movement (NGO Code of Conduct, Sphere, HAP, IMAS). In addition, DRC has developed and implemented internal standards such as the DRC Value Compass,

DRC Code of Conduct and the DRC Collaboration and Management standards.

DRC wishes to be accountable, not only to donors and members, but also – and in particular – to those DRC tries to help. A key element is informing beneficiaries and other stakeholders about the DRC Accountability Framework, which covers all humanitarian actions, as well as local accountability framework documents. The latter, normally at country or regional level, describe the specific commitments in addition to the global framework, including how the global standards are to be rolled out in the local context

countries in Africa, the Middle East, Asia and Europe.

DRC fulfils its mandate by providing direct assistance to conflict-affected populations – refugees, internally displaced persons (IDPs) and host communities in the conflict areas of the world; and by advocating on behalf of conflict-affected populations internationally, and in Denmark, on the basis of humanitarian principles and the Human Rights Declaration.

drc.dk8

02ORGANISATIONAL STRUCTURE AND FUNDING

9

DRC´s International Department consists of four divisions:

A) Division for Operations and Programme Policy SupportB) Division for Regional OperationsC) Division for Stand Alone OperationsD) Division for Emergency, Safety and Surge Capacity

A) About the Division for Operations and Programme Policy Support (OPSU) OPSU has the overall mandate of ensuring strategic development and continued consolidation of policies and standards for DRC´s international work. This mandate manifests in two primary responsibilities: 1. to support the operations in programme quality development and in managing operational risk and compliance in accordance with DRC´s standards, and 2. to secure strategic direction for DRC International, when it comes to continuous development of programme quality, advocacy, policies and lastly for managing organisational risk and compliance issues.

B) About the Division for Regional OperationsRegional Operations is a division under DRC’s International Department with the purpose of providing relevant, proactive and efficient operational HQ support and monitoring to the regional and country operations as presented in the chart. We strive to meet DRC’s vision through facilitating open dialogue between HQ and the Operations, promoting the mobilization of relevant HQ tools and resources; including staff to counter any temporary strategic capacity gaps and by providing supervision and support on interpreting corporate objectives and strategic priorities into country SPDs. The overall mandate is to ensure safe operation and donor compliance.

The entities of the International Department are shown in the chart below

02ORGANISATIONAL STRUCTURE AND FUNDING

The DRC portfolio during 2014 amounted to €245M Million. 2015 prognosis is €272 Million How the spending was distributed between the geographical units and DDG is illustrated in the graph

Russia

Austria

Italy

Spain

Germany

France

alPortugaal

HungaryRomania

Bulgaria

kDenmarkk

Poland

Belarus

UkraineCzech. Rep.

Slovakiaa

eceGreeceeec

Cypruss

Netherlands

elgiumeBeBeBeeelg

IrelandIIr

lbaniaAll aaaa

vaMoldovovaovM vaMo

LithuaniaL

Latvia

x.uxLuLuuxLuLuxx

Bosnia& Herz.&&

atiaCroatiaatiaeniaSlovenveovenen a

Switz.

Liech.Liech

NIADONMacEDMMa DDOD N

Ken

SouthSudan

Niger

eria

Namibia

South Africa

nzania

Algeria

Madagascar

Mauritius

biqueMozambiqbiq

Botswana

canCentral AfricaCentCent caRepublic

TunisiaMalta

And.AAAA

MoroccoMM

daUgann

wazilandSwSwwawaSSwaS

hoLesothoLLesotho

awiMalawalaalalaw

a

Sier

Gambia

Cameroon

Sao Tome & Principe

Zimbabwe

al Guinea

rnWesterr

haraSahaharocco)(Occupied by Mororo

Senegal

Guinea Biss

Cape

Verde

rdanJordrdlllIsraelel

Lebanonnn

Monaco

Kyrgyzstannan

uwaitKuKu

Qatar

U. A. E.

S

IraqIr

mananan

Saudi

ArabiaIndia

China

Kazakhstan

T

UzBekistan

Thailand

CambodiaC

NepalBhutan

etnamViee

kaSri Lankk

LaosLa sLa

shBangladess

aMalaysiaMaMalaysiaMalaysiaMMa aa

SingaporeSiSSi

Brunei

Ph

United

Kingdom

(England, Scotland,

)Wales, Northern Ireland)dnd)nd

Comoros

roggegntenegrMon gegrn greegrggrogrrrg o sovoKosoKosoKobiaSerbibiaS bibiia

Myanmar(Burma)

Maldives

Seychelles

ne

Syr

10

C) About the Division for Stand Alone OperationsThe Division for Stand Alone Operations, which was established in the summer of 2015, functions as a support to all the DRC operations which do not fall under the regional structure. The purpose and madate for this set up mirrors that of the Regional Operations and ensures efficient and targeted support to country operations in the field that stand alone.

D) About the Division for Emergency, Safety and Surge CapacityDESS supports DRC’s aim to be more effective in emergency contexts by maintaining emergency preparedness and fielding timely and relevant programming and expertise to ensure effective responses, including

supporting new country interventions. The Division further supports DRC operations in establishing a robust safety regime that ensures the security of personnel and prepares staff for crisis situations and the challenges of harsh operational environments. Also a component of DESS is the Stand-by Roster which facilitates the rapid deployment of expert personnel to strengthen the capacity of UN partners. Finally, the Danish Demining Group (DDG), a specialised business unit that addresses the causes and consequences of armed violence, is situated within DESS; the unit contains targeted expertise related to weapons and conflict.

02ORGANISATIONAL STRUCTURE AND FUNDING

DRC currently maintains 162 offices, employs app. 4743 national and app. 382 international staff worldwide.

DRC has a diversified donor base. In 2015, DRCs key donors are:

Russia

Austria

Italy

Spain

Germany

France

Portugaalal

Hungary

Denmarkkk

Poland

Belarus

UCzech. Rep.

Slovakiaa

Greee

Netherlands

elgiumeBeBeBeeelg

IIrelandIr

Allbal

LithuaniaL

Latvia

x.uxLuLuuxLuLuxx

Bosnia& Herz.&&

atiaCroatiaatiaeniaveSlovenovenen a

Switz.

Liech.Liech

MacEDDOMMa DDOD

Sudan

S

Egypt

nia

Mali

South Africa

ocraticblicongo

Alge

Madagascar

Mauritius

biqueMozambiqbiq

ana

Africacancapublic

TunisiaMalta

And.AAAA

MMoroccoM

wazilandSwSwwawaSSwaS

LesothoLesothoLesotho

Malawawialaalalaw

TTogoT

Behana

na Faso

Camer

Sao Tome & Principe

Zimbabwe

Equatorial Guinea

Westerrnr

Sahaharaha(Occupied by Mororocco)ro

Monaco

erbbaijanb

chnya

Kyrgyzs

tan

n

q

Saudi

ArabiaIndia

China

Kazakhstan

T

UzBekistan

Thailand

CambodiaC

NepalBhutan

etnamViee

Sri Lankkak

LaosLa sLa

shBangladess

MalaysiaMalaysiaMalaysiaMMalaysiaMa aa

SingaporeSiSSi

Brunei

Ph

United

Kingdom

(England, Scotland,

Wales, Northern Ireland))ndd)nd

os

ntenegrgeegrroMonn greegrggrgrrrg o

SeS

Myanmar(Burma)

Maldives

helles

11

drc.dk12

REGIONDRC COUNTRY PROGRAMMES

DDG COUNTRY PROGRAMMES

Horn of Africa and yemen

Somalia, Somaliland, Puntland, Kenya, Ethiopia, Yemen, Uganda

Somalia, Somaliland, Puntland, Yemen, Kenya, Uganda

West AFRICA Liberia, Ivory Coast, Guinea, Mali, Burkina Faso, Nigeria

Ivory Coast, Mali, Burkina Faso, Niger, NIgeria

CENTRAL AFRICA South Sudan, Sudan, Central African Republic, DR Congo, Tanzania Uganda, South Sudan

Middle East and north africa

Iraq, Syria, Lebanon, Libya, Jordan, Turkey, Tunisia.

Iraq, Libya, Syria, Tunisia, Turkey

CENTRAL ASIA Afghanistan, Pakistan, Tajikistan, Iran Afghanistan

EUROPE / Asia Myanmar, Georgia, Ukraine, Greece, Serbia, Montenegro and Kosovo Myanmar, Vietnam

03GEOGRAPHIC FOCUS

The table below further specifies DRC’s and DDG’s operational presence globally. In a number of countries, DRC and DDG are merging functions and programme activities when relevant. Through joint programming approaches from both units,

The map below illustrates where DRC / DDG is operational in 2015-16.

DRC’s Global Operational Presence in 2015/16

DRC possesses a unique capacity combining livelihood and protection assistance with mine clearance, community safety and armed violence reduction.

13

03GEOGRAPHIC FOCUS OF DRC / DDG

DRC has a set of criteria that guide decisions on whether to initiate assistance in a given area. In short, DRC considers establishing a presence when it can contribute to the protection of conflict-affected people and to the promotion of durable solutions to refugee and displacement problems including those requiring mine action. New programmes should preferably be based on a regional understanding of the conflict – and possibly adopt a regional / cross border approach in practice. Furthermore, there should be a potential for long term engagement of a certain scale and beyond the acute emergency phase. Finally, DRC must be able to utilise its core competencies in a manner that adds value to the provision of assistance as a whole in the given context.

Furthermore, DRC has a systematic approach to geographical expansion in terms of the regular conduct of assessments of potential new areas of operation as well as a dedicated commitment to strengthening the organisational response capacities necessary for opening up new programs, such as readily-accessible internal funding as well as the pooling of expertise and manpower needed during the start-up of humanitarian operations in situations of acute crisis.

DRC´s Assistance Framework provides clarification on when DRC should consider ceasing its operational presence in a given area. In principle, exit is related to the degree of protection being offered by responsible duty bearers to people affected by conflict and displacement. In short, DRC will pull out when above mentioned institutions demonstrate sufficient, long-term willingness and capability to provide such protection. Needless to mention, the outcome of DRC’s efforts to maintain continued donor focus - and funding - on a given displacement situation plays an important role in terms of exit considerations.

.

14

15

drc.dk16

04PROGRAMMING IN DRC INTERNATIONAL

SCENARIOS

saving of lives

restoration & development of livelihoods

institutional & organisational change

17

The core of DRC’s international mandate is the “protection of refugees and internally displaced people and the promotion of durable solutions on the basis of humanitarian principles and human rights”. Since 2006, DRC has applied an organisation-specific framework called the ‘DRC Assistance Framework’ in order to provide general strategic guidance on how to translate the mandate into concrete humanitarian action within the context of conflict and displacement. Today, this framework forms the basis for all DRC programmes worldwide. At the operational programming level, DRC applies both protection and livelihood approaches, and works within 10 sectors.

As illustrated in the model shown below, the DRC Assistance Framework operates with three strategic objectives that define the specific aims of its protection and assistance activities: first, the saving of lives and alleviation of suffering; second, the safeguarding, restoration and development of livelihoods; third, institutional and organisational change that ensures the promotion of values, policies and capacities, which contribute to the protection of peoples´ rights and the peaceful handling of conflicts. DRC does so with respect to the three particular scenarios that people affected by conflicts often move through: first, the Acute Crisis Scenario, second, the Displacement Scenario and third, the Durable Solutions Scenario.

04programming in DRC international

Programming is done through the combined application of protection and livelihood perspectives with the purpose of a) understanding a given situation on the ground and b) identifying suitable entry points for humanitarian action. In practice, DRC programmes fall within 10 sectors of intervention as illustrated below.

Humanitarian mine action is a core sector in DRC with its own brand, namely the Danish Demining Group (DDG). DDG takes a comprehensive approach to the impact of conflict by reducing not only the threat of

landmines and unexploded ordnance but also other remnants of war such as small arms and light weapons. DDG has developed a unique and innovative model for Community Safety that addresses the impact of small arms and light weapons and includes both the removal of this threat and the establishment of Armed Violence Reduction (AVR) strategies.

How international funding is distributed by sector is shown in the graph below

18

DRC is adding a further level to programming through the creation of ‘global platforms’. Such platforms will take their point of departure in a set of displacement-related humanitarian problems of universal relevance and – grounded in evidence-based theories of change – offer coherent multi-sector

responses. This will A) further clarify DRC’s global programmatic profile, B) enable DRC to link ‘M&E and Learning’ to a set of clear ‘theory of change - outcome indicators’ and C) create a coherent, and programmatically and operationally grounded foundation for DRC’s global advocacy strategy.

19

drc.dk20

05QUALITY ASSURANCE and ACCOUNTABILITY

Programmatic and administrative guidelines for how DRC operates are vested in the DRC Programme Handbook and the DRC Operations Handbook. The two handbooks are central DRC management tools and the result of many years of operational experience and professional expertise. All new DRC expatriate staff are introduced to both handbooks during a five-day induction course held four times per year.

DRC’s Operations Handbook captures Operational support topics and defines Minimum Operational Standards in terms of human resource management, office procedures, IT, finance and administration, procurement, warehousing, safety, etc. The guidelines, especially those on finance and procurement, are designed to integrate requirements from DRC’s major donors.

The Operations Handbook includes guidelines on risk management and accountability. It provides measures and tools to manage and mitigate risks in terms of corruption and other misuse of funds and assets for regular management modes as well as remote management. A key measure is the Code of Conduct which all staff sign up to. Other examples include a “risk catalogue” on the most commonly identified risks for fraud and corruption and tools for conducting risk assessments of local partners and suppliers, as well as managing conlicts of interest. As part of the three year strategic development plan, Version 2015, DRC has since 2013 had a specific focus on developing and enhancing its framework for risk management by streamlining the focus on risk and compliance into the organisational setup as well as into policies, procedures and tools.

In addition to the regular controls and support mechanisms in DRC HQ the Compliance, Audit and Support Team (CAST) was established in 2012. Designed to detect and address issues of non-compliance with DRC’s own procedures and thereby reduce and mitigate risks of misuse of funds in its international operations, the CAST consists of a pool of full-time roving experts conducting compliance audits, control and support missions to DRC operations.

Due diligence, increased compliance and organisational learning are tangible outcomes of the CAST function.

In 2015, a fully Independent Internal Audit Function was established, reporting directly to the Executive Committee via the Audit Committee. The Internal Auditor systematically collects data from DRC field operations, incl. external audits and internal compliance reviews, in order to enhance efforts to address systemic challenges. By the end of 2015, CAST will be under the authority of the Independent Auditors Office.

The DRC online Grants Management System (GMS) serves as a streamlined project information platform across DRC. The GMS facilitates day-to-day grants management processes. It further enables aggregate reporting on various dimensions at country, regional, and global level.

DRC’s prime tools of programme management and quality assurance are framed under the Planning & Reporting Framework (PRF). Rolled out in all DRC operations, it consists of four elements: Strategic Programme Documents (SPD), Annual Reviews (AR), Results Contracts (RC) and Quarterly Reports (QR) against the RC. The RC ‘translates’ the multi-year SPD into annual performance indicators, which define programmatic and operational expectations and mutual support between Field Operations, Regional Office, HQ units and Global Specialist Leads/ technical experts.

Integrated with the Planning and Reporting Framework is DRC’s Monitoring, Evaluation and Learning (MEL) Framework. During the last three years, DRC has invested in processes to support strategic use of monitoring and evaluation throughout the organisation. The MEL Framework in DRC gives priority to both accountability and learning processes. Basic project and programme monitoring, and the use of periodic evaluations, are ensured through DRC’s Monitoring, Evaluation and Learning Minimum Operational Procedures (MELMOP) and Evaluation Policy.

21

05QUALITY ASSURANCE and ACCOUNTABILITY

DRC has introduced Real Time Reviews for larger emergency operations, e.g. Corporate Emergencies. In an attempt to further strengthen the use of evaluation, DRC will develop and introduce and approach to Country Level Evaluations. At the Annual Reviews information from monitoring and evaluation are assessed and findings are used to inform decision-mak-ing on programme strategy and design. Similarly, progress towards achieving the objectives in the Result Contracts and the multi-year SPDs are reviewed, and strategic objectives and priorities are updated accordingly. Lessons Learned from DRC operations is captured and documented at the Annual Review, as well as directly from project and programme evaluations through Lessons Learned Notes. Sharing of findings from evaluations, reviews and research that DRC supports, is done, amongst other, through the publication series the DRC Evaluation and Learning Brief, which is available online and in print.

In 2013, DRC was recertified for four years under the HAP 2010 Standard in Accountability and Quality Management. Having been HAP certified and re-certified since 2007, DRC has experienced that the certification process greatly enhances the rigorous application of DRC’s values and standards, including giving affected populations influence through information provision, participation and complaints management.

As a founding member of the Core Humanitarian Standard Alliance, DRC will switch to the new Core Humanitarian Standard (CHS) from 1st January 2016 and seek certification under the CHS before the expiry of DRC’s HAP certification.

Given the high security risks in many areas where DRC is operational, DRC has a dedicated Safety and Security Unit operating from HQ. The unit works with analysis, travel advisories for prevention and a robust response capacity in case an incident should happen. DRC takes Duty of Care for its staff very seriously and as part of conducting contextual analyses, prepares staff by equipping them with the tools required to function in a volatile or stressful environment. Examples are the 4-day HEAT (Hazardous Environment Awareness Training) and CMT (Crisis Management Training) for managers. The unit also manages the online DRC Safety Level System (SLS) that measures the general threat level within a specific area and provides a description of the safety environment. With an ambition to be faster in responding and to bring Duty of Care closer to the field, DRC has, in addition to the HQ Safety Unit, Regional Safety Advisors in all the regional hubs and in the most insecure places, Country Safety Advisors.

22

drc.dk23

drc.dk24

06STRATEGIC PLANNING

Closely linked to DRC’s quality and accountability management systems are processes of strategic planning. DRC has institutionalised a strategic planning process whereby issues of key importance to the development of the international work are identified, prioritised and dealt with. In

Underlying each strategic direction is a number of concrete outputs, managed as Strategic Focal Areas (SFAs) and financed through external grants as well as internal investment funds. The strategic plan and related development and change processes are financed by DRC’s own means.

DRC has a clear ambition to be a ‘learning organisation’. This involves facilitating a set of organisational processes aimed at generating and utilising key lessons learnt from programmatic and operational practice to further improve the quality of our assistance and ensure that our assistance and mode of delivery is suitable for the different operational contexts we operate in. Hence, DRC has established a system that, first, captures experiences at both project and programmatic levels and, second, aggregates these at a higher strategic organisational level.

January 2013, DRC International entered a new three-year strategic planning cycle 2013-2015, also termed Version 2015, which has been extended to also include 2016.

Also, DRC systematically monitors changes and key mega trends in the broader socio-economic and political environment that are likely to have a direct impact on humanitarian situations – as well as responses. Relevant global mega trends currently include climate change, demographic changes in terms of population growth and urbanisation, accelerated globalisation processes including the emergence of new economic powers, further growth in the number of ‘ungoverned areas’ and failed / fragile states, a continuation of global ‘ideological conflicts’ as well as widespread global access to cell-phone, internet and ATM card technologies.

Both concrete operational experiences as well as observations of global mega trends are discussed and analysed at several layers of the organisation and in terms of the need for temporary or lasting organisational adjustments.

Overall Objective By 2015, DRC is a leading international humanitarian organisation

Immediate Objective 1The organisational setup of DRC International reflects a clear and efficient division of roles and responsibilities between HQ and the field – and between the International Department and its support departments

Immediate Objective 2All DRC Operations receive relevant high quality operational support and are compliant with DRC rules and regulations

Immediate Objective 3DRC International has a clear operational and programmatic profile characterised by quality, relevance and innovation

Immediate Objective 4DRC is proactive in advocacy and humanitarian policy influencing on both global, regional and programmatic levels

Immediate Objective 5DRC has expanded and further consolidated it’s operational presence through growth

25

drc.dk26

07STRATEGIC PARTNERSHIPS

DRC emphasises the need to engage in national and international strategic partnerships as a key element in overall strategies to promote protection and durable solutions for refugees and internally displaced. The main partners for co-operation are the UN organisations relevant to DRC’s mandate and strategic approaches.

UNHCR is a long-standing strategic partner of DRC. In February 2007, UNHCR and DRC signed a MoU to further strengthen strategic collaboration between the two organisations. This MoU is currently being updated and the revised UNHCR-DRC MoU will be signed in October 2014 comprising a commitment to further strengthen the strategic partnership at global, regional and national levels in the following areas: Protection, Emergency Response, Solutions and Livelihoods, and Collaboration around persistent and growing challenges.

Moreover, DRC has in recent years expanded its strategic partnership with UNHCR by playing an active role in the following UNHCR-NGO Partnership Initiatives:

The Structured Partnership Dialogue Initiative, initiated by the High Commissioner, aims at critically reviewing and reflecting on the UNHCR-NGO partnership and devise ways forward to improve and enhance the quality and effectiveness of joint humanitarian response. DRC is a member of the Steering Group for the Dialogue. At the end of 2012, the Dialogue resulted in 10 recommendations and key priorities agreed for strengthening UNHCR-NGO partnerships, including on advocacy, urban refugee situations, capacity development and the mobilisation of international support to meet the needs of IDPs. These are currently being implemented.

Within the UNHCR-NGO initiative on Enhanced Emergency Procedures and Response, DRC has an on-going partnership with the Division of Emergency Security and Supply (DESS). This dialogue has been further strengthened during 2012, 2013, 2014 and onwards in order to strengthen efficient and effective co-operation between DRC and UNHCR during acute emergencies.

In recognition of the importance of strengthening implementing partnerships, UNHCR initiated a review of the whole framework for cooperation with implementing partners. DRC has been following the developments of this initiative to enhance the Framework for Implementing with Partners closely and is today a member of the Resource Network that has been feeding into this process and is supporting the roll-out of the revised and new requirements.

Since the launch of the Humanitarian Reform in 2005, and more recently the Transformative Agenda initiated by the Emergency Relief Coordinator Valery Amos at the end of 2011, DRC has been actively engaged in follow-up processes, coordination and partnerships related to the Humanitarian Reform and Transformative Agenda, with the main focus on engaging and contributing to the development and implementation of the Cluster Approach at the global as well as field level.

Since UNHCR is a partner of key importance, DRC is predominantly engaged in UNHCR led clusters. At a global level, DRC is a long-standing and engaged member of the Special Advisory Group (SAG) to the Global Protection Cluster (GPC), a member of the Camp Coordination and Camp Management Working Group (CCCM) and the cluster on Emergency Shelter and NFIs. Moreover, DRC is engaging actively in the global Child Protection Working Group (CPWG) led by UNICEF, the more recently established Food Security Cluster co-chaired by WFP and FAO, and the Early Recovery Cluster led by UNDP. During recent years, DRC has also entered into a closer strategic as well as operational partnership with UNICEF, particularly in the area of child protection.

At field level, DRC participates actively in protection field clusters, as well as other clusters of relevance to DRC operations. In a number of locations, DRC has in recent years taken the role as co-lead in protection field clusters, e.g. in Somalia, CAR, and Mali. Moreover, DRC has as the first NGO ever recently taken on the role as Co-Coordinator with UNHCR for the refugee response in South Sudan. Furthermore, DRC has a specific strategic focus on seconding staff to cluster coordination functions through the DRC Stand-by Roster at field and HQ level.

27

07STRATEGIC PARTNERSHIPS

DRC believes in, and acknowledges, the important role that the UN, and OCHA in particular, has as the main coordinating body in international humanitarian responses to internal displacement. DRC continues to engage in policy discussions and advocacy on effective coordination of humanitarian response and provide supportive contributions to the Transformative Agenda and the main strategic partners / forums for this are OCHA and the Inter Agency Standing Committee (IASC). In this vein, DRC in 2013 took up one of two NGO seats in the Emergency Directors’ Group (EDG), an IASC forum established by OCHA.

The Copenhagen Roundtable on Solutions, held in April 2014, formally launched a new global initiative: The Solutions Alliance. The Alliance will work at the global level to ensure displacement issues are placed on the agenda of relevant global policy processes such as Agenda 2015, New Deal and the World Humanitarian Summit, and at the local level serve as a platform for bringing all relevant actors together to ensure displacement is part of local development agendas. Governed by a group of global co-chairs (Danish Government, UNHCR, UNDP, IRC and the Colombian Government), the secretariat function of the Alliance is held by DRC.

In addition, DRC continues its long-term engagement in the global humanitarian NGO policy and advocacy network, ICVA (International Council of Voluntary Agencies). More recently DRC has started working more closely with InterAction on influencing policy and engaging in advocacy initiatives, including the InterAction led initiative on Results-Based Protection for which DRC is a member of the Steering and Learning Group.

Furthermore, DRC is involved with its partners in the preparations for the World

Humanitarian Summit through ICVA. DRC is supporting the thematic group on innovation and will be actively involved in the Regional consultations for the Middle East and North Africa.

DRC’s efforts with regard to influencing policy and having a focused presence, first and foremost in Geneva through strategic partnerships, joint initiatives and seminars with the UN, has been further strengthened in 2013 through the establishment of a permanent DRC Representative in Geneva.

In terms of operational partnership with DG ECHO in humanitarian interventions, DRC is a founding member of the ECHO co-funded Joint IDP Profiling Service (JIPS) project. DRC continues to be an active member of VOICE (Organisations in Co-Operation in Emergencies), where regular interaction with DG ECHO high-level officials and other international humanitarian NGOs takes place. In addition, DRC is a partner to ECRE (European Council on Refugees and Exiles) on an EC co-funded project seeking to promote coherence of EU policies in the area of migration and refugee protection in development cooperation.

DRC’s EuropeAid portfolio remains strategically important, and DRC is sharing expertise in EuropeAid project management with other Danish NGOs through conducting targeted trainings and consultancies within the Danish NGO Platform – Global Focus.

Since 2011 DRC has had a Humanitarian Partnership Framework Agreement with Danida, with an overall strategic objective to provide “Protection of conflict affected populations with a focus on vulnerable groups” and to “Strengthening partnerships”. Danida has identified DRC as a key implementing partner organisation in areas of protection and livelihoods, as well as a strategic partner in relation to support to the UN cluster coordination system.

28

drc.dk

DDG is a member of the International Committee to Ban Land Mines and the Cluster Munition Coalition and is furthermore a board member of The Survey Action Centre, the IMAS Review Board, and the Advisory Board of the Geneva International Centre for Humanitarian Demining (GICHD). DDG is also part of the Expert Reference Group

on the development of International Small Arms Control Standards (ISACS) by the UN Coordination Action on Small Arms (CASA). DDG is active in the Protection Clusters sub-group on Mine Action and cooperates closely with donors, the UN, GICHD, Quaker United Nations Office (QUNO) and other international agencies on policy and programme development within Mine Action and Armed Violence Reduction.

29

drc.dk30

08EMERGENCY RESPONSE

In line with the Humanitarian Imperative it remains a strategic priority for DRC to maintain and further enhance our emergency preparedness and rapid response capacity to acute crises. In 2012 36% of DRC’s humanitarian work carried out internation-ally took place during acute crises and was guided by the overall objective “save lives and alleviate suffering”. In 2013 the figure had increased to 47% of DRC interventions taking place during acute crisis, and the indication is that the focus on life saving interventions will continue in 2014. A major reason for the increase of acute crisis interventions during 2013 and 2014 – in percentage as well as real figures – is the scale of DRC’s response to the Syrian Crisis. Furthermore, DRC is in 2014 engaged in large scale emergency response operations in South Sudan, Uganda, Ethiopia, Somalia, CAR and Iraq. DRC is increasingly seen and respected as an important emergency responder by the international humanitarian community.

To sustain and further develop DRC’s emergency preparedness and response capacity in order to support the field optimally, the new Division of Emergency, Safety and Supply was established on September 1st 2013. The Division comprises, among others, the Stand-By Roster Unit (SBR) and the Emergency and Supply Unit. These two units have been reinforcing their strategic and practical cooperation on direct emergency interventions, deployment of experts, quality control, training and project management.

A key priority for DRC in 2014 is to further enhance predictability in our emergency response. A central element in this regard concerns the procurement and supply of assets and relief items to operations in acute crisis, often involving having to deliver items to remote and hard to reach locations without a functioning market. To address this issue DRC has established a global supply chain function based in the Emergency and Supply Unit. In addition, DRC has in 2014 continued to strengthen early warning functions, preparedness and response planning, faster and timely deployment of emergency experts with the right skills, as well as enhancing the access to humanitarian assets and to emergency funding.

In every humanitarian emergency the UN plays a crucial role and assumes the role of a flagship for all other humanitarian actors. Hence, it is of utmost importance that the capacity to respond in UN field offices and headquarters is strengthened and this is what the DRC SBR is put to life to do. In recent years an extraordinary number of crises and emergencies have occurred due to which the demand for effective and rapid humanitarian response has increased. So has the UN’s demand for services offered by DRC’s SBR. The DRC SBR continues to be seen by our key partners as highly effective and efficient, and the demand for support outnumbers the supply that the DRC SBR provides within the available funding. DRC strives to create synergies between the deployment of staff to the UN and deployment and cooperation with the DRC emergency operations.

31

drc.dk © 2015 Danish Refugee Council Borgergade 10, 3., 1300 Copenhagen K | Tel: +45 3373 5000 | e: drc@drc.dk de

sign

by

arbo

s-st

udio

.com