The humanitarian programme cycle

Report
The IASC Transformative
Agenda
2010
Floods in
Pakistan
UN Photo/Evan Schneider
Earthquakes
In Haiti
UN Photo/Logan Abassi
The Five Areas of the TA
3.
1.
2.
Leadership
Coordination
4.
Humanitarian Accountability
Programme
to Affected
Cycle
People
5.
Preparedness
The humanitarian programme cycle ‘mix and match’
• Each group will receive the steps of the programme cycle and
their ‘descriptions’
• First, match the steps with their respective descriptions
• Then arrange all the steps (with their descriptions) in a logical
order
• N.B. I have also thrown in some ‘enablers’ which support the
programme cycle – please put these in the middle of your
cycle!
L3
Emergency
• Major sudden-onset humanitarian emergency triggered
by natural disaster or conflict which requires systemwide mobilization
• Criteria used by IASC Principals to determine response:
•Scale
•Urgency
•Complexity
•Capacity to respond (national and international)
•Reputational Risk
Emergency
Response
Preparedness
(ERP)
• Approach developed by IASC SWG for action prior to a crisis,
consists of:
•Risk Profiling, resulting in a ‘country risk profile’;
•Early warning monitoring, to detect signs of impending crisis and
take early action to mitigate or prevent the crisis;
•Developing contingency response plan, to bring all actors to
advanced level of readiness;
•Taking minimum preparedness actions (MPAs) for each step of
the programme cycle;
•Agreeing standard operating procedures (including roles and
responsibilities) for the initial emergency response.
Needs
Assessment
& Analysis
• The collection, consolidation and analysis of needs data through
which a joint, inter-cluster analysis process derives a shared
understanding of the development and impact of a crisis; this is
presented in the form of a ‘Humanitarian Needs Overview’;
• Provides the foundation, or ‘evidence-base’ for a coherent response
as the situation evolves;
• Requires interaction and coordination with affected people, local
actors, the government and national aid organisations, and all
sectors/clusters involved in the response.
Multi-cluster
initial rapid
assessment
(MIRA)
•A joint, multi-sector assessment done during the first 2 weeks of a
new emergency or rapid deterioration or an existing emergency
• Intended to facilitate a common understanding of overall
humanitarian needs and provide decision-makers with accurate,
reliable information in a timely manner
• Expected Outputs are:
1) The ‘Situation Analysis’ (previously known as Preliminary
Scenario Definition) produced with 48 hours, used to gauge
severity of crisis and inform the HC/HCT’s strategic
statement (day 3) and preliminary response plan (day 58)
2) A Final Report at 2 weeks, used to inform development of
the country strategic response plan (produced by day 30)
Harmonized
Assessment
• most frequently used in protracted crisis in alignment with planning
and review cycles
•Agencies/clusters do separate assessments in a way which allows
data to be aggregated
• This data is then analysed to produce a shared picture of the
humanitarian situation, and needs are prioritised
• The results of the needs assessment and analysis process are
presented in a ‘humanitarian needs overview’ which is used for
strategic planning
Initial
Response
Plan &
Strategic
Response
Plan
• HC/HCT management tool that outlines the strategic direction of the
response, i.e. WHAT the HCT is trying to achieve WHERE and HOW
Builds on the strategic statement and contains the following elements:
1) Country strategy:
•
An overview of the crisis and the parameters of the strategy
•
A limited number of strategic objectives and indicators
(output, outcome)
2) Sector/cluster response plans:
• Activities per strategic objective per sector
• Estimated funding requirements
Resource
Mobilisation
•
Can be done through emergency appeals (for sudden-onset
emergencies) and consolidated appeals (for protracted crises)
•
Joint appeals demonstrate to donors that there is a coherent,
well-coordinated, properly budgeted strategic plan; the plan
should guide their funding decisions to address the highest priority
humanitarian needs
•
The initial response plan and strategic response plan now serve
as the country-specific appeal documents which were previously
known as the Flash Appeal and the CAP
Monitoring
and
Accountability
• framework based upon output and input indicators from strategic
response plan
• relevant clusters and sectoral groups play a critical role in helping
collect and compile the strategic-level reporting data
• reporting on the strategic response plan indicators must be done at
a minimum every 3 to 4 months
•In L3 emergency, reporting and HCT review of reporting information
may need to occur more frequently (monthly or even weekly) than in
other emergencies
• As emergency situation stabilises, gradual development of
monitoring framework will follow
Information
Management
The humanitarian programme cycle is to be supported by
standardized process, systems and tools, some of which include:
• A common web platform (humanitarianresponse.org)
• Common Operational Dataset (CODs) and Fundamental
Operational Datasets (FODs) registries
• Financial Tracking Service (FTS)
• The On-line Project System (OPS)
• Cluster/agency specific systems
IASC organisations have a key role to play in ensuring the quality
control and coherence of above actions
Coordination
•Bringing the relevant actors together and facilitating agreement on:
•
What is the problem? (needs assessment and analysis)
•
What are we going to do about it? (strategic planning – country
level)
•
How? (strategic planning – sectoral level)
•
How are we going to pay for it? (resource mobilisation)
•
How will we check we are doing what we said we would do?
(monitoring)
•
How will we get ready for the next time? (emergency response
preparedness)

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