Ongoing situation monitoring and information sharing, 9. These principles, derived from international humanitarian law, have been taken up by the United Nations in General Assembly Resolutions 46/182 and 58/114. MEL in humanitarian contexts: CRITICAL FIRST STEPS, 1. startxref the effectiveness of CAREs own response can be more effective by tapping into the resources and knowledge of the broader humanitarian community. How can humanitarian principles be applied in various conflict settings and situations? action and a looser model based of coordinating autonomous activities that is not desirable . Cash and cash equivalents control procedures, 1. Emergencies within CAREs strategic plan, 6. WHAT is gender integration in an emergency response? Humanity: "Human suffering must be addressed wherever it is found. CAREs commitment to international principles and standards, 1. Ensure that CAREs information management systems are able to connect effectively with broader humanitarian community information sharing (see Chapter 21 Information management). Role of emergency preparedness planning (EPP) in an emergency, 5. Communicating, reporting and other outputs, 3. 3. Role of information management in an emergency, 2. This level of information sharing allows for more effective use of resources in order to provide assistance to as many people as possible. What not to do: Do no harm and other common mistakes, 5. High-quality technical assistance for results. 4. 2. The position is located in the Operations and Advocacy Division (OAD), Office for the Coordination of Humanitarian Affairs (OCHA). We completed 93 key informant interviews, 157 online surveys, and . What not to do: do no harm & common mistakes, 2. 1. Critical steps in supply chain management, 8. Association of Southeast Asian Nations (ASEAN). Introduction and CAREs Humanitarian Policy Framework, 3. Following Tropical Cyclone Winston (2016), UN Women supported a range of initiatives in Fijifrom protecting the essential roles that women play in Fijis food supply chain, to providing psychosocial assessments to address the needs of women and girls and providing temporary market space to the market vendors, majority of whom are women. Humanitarian civil-military coordination supports OCHA's overall efforts in humanitarian operations with a military presence, where OCHA leads the establishment and management of interaction with military actors. 2. 2.4 Case study: Unintended impacts of food aid distribution in Burundi, 3.1 The impacts of aid both positive and negative, 4.1 Case studies: Aid exacerbating conflict, 1.2 Types of participation in humanitarian action, 1.4 Why participation is important in an emergency response, 6.2 Sphere Common Standard 1: Participation, 6.3 CAREs Humanitarian Accountability Framework: Benchmark 4, 2.2 General protection assessment checklist, 2.2.1 General assessment checklist for protection, 3.1 Key principles for a protection approach, 3.2.1 Sample checklist: How to protect refugees during the asylum period, 3.4 Case study: Different approaches for different contexts, 1.3 Why disaster risk reduction is important before emergencies, 1.4 Why disaster risk reduction is important during and after emergencies, 3.1 Mainstreaming disaster risk reduction, 3.1.1 Undertake a process of emergency preparedness planning, 3.1.2 Identify opportunities to mainstream DRR throughout CAREs programmes, 3.1.3 Pursue targeted community-based disaster risk reduction programming in partnership with high-risk communities, 3.2 Case study: Practical examples of DRR issues during emergency response, 6.1 Key principles for mainstreaming disaster risk reduction, 2. InterAction supports the efforts of humanitarian agencies working together to provide a predictable, coordinated, well-resourced, and holistic response to conflicts and natural disasters. The WHO should also support national responsibilities and leadership in the health sector and ensure that all partner organisations have coherent strategies. Their global recognition and relevance is further underscored by the Code of . Sphere was developed by a group of non-governmental organisations, partly in response to criticism levelled at the humanitarian community in the wake of their response to the crisis that followed the Rwandan genocide of 1994. all affected individuals have an initial minimum covered floor area of 3.5m2 per person), and health (e.g. How to have a coordinated and comprehensive strategy that involves professionals from various disciplines and actors and authorities from diverse organisational cultures? The Group specifically works to ensure that humanitarian action delivered by the UN and other actors respond to gender-differentiated needs and realities on the ground. Global NGO Coordination Mechanisms (Not yet available), Financial Tracking Service & NGOs - Guide 2010, 2. HOW to integrate gender into an emergency response? CARE International Strategy goals, objectives and interventions, 1. https://www.heart-resources.org/doc_lib/the-principles-of-humanitarian-action-in-international-humanitarian-law/, Reading 3: Sphere project, 2011, The Sphere Handbook: Humanitarian Charter and Minimum Standards in Humanitarian Response https://www.heart-resources.org/doc_lib/the-sphere-handbook/, Reading 4: WHO. it helps avoid duplication, burden on the affected population, and . 2.4 Engagement with non-humanitarian actors, 1.2 Why it is important to address HIV/AIDS during emergencies, 1.2.2 Increased vulnerability of people living with HIV/AIDS, 3.1 IASCs Guidelines for HIV/AIDS interventions in emergency settings, 3.2 Case study: Preventing food crisis in Malawi, 6.1 CAREs commitment to people living with HIV, it enhances the effectiveness and impact of collective humanitarian efforts through ensuring common standards and approaches, prioritisation of needs, identification of gaps, and a stronger level of effort and peer accountability, it helps avoid duplication, burden on the affected population, and potential harm or ineffectiveness that can result if there is no coordination, demonstrated coordination is increasingly a criterion considered by donors for funding allocations, and is viewed as an indicator of a responsible and accountable organisation. EPP and security management frameworks (SMF), Case study: Humanitarian space restrictions, Applying the policy in practice: Case studies, Assessment and Selection of Financial Service Providers, CVA Appropriateness and Feasibility Analysis, Contract with Payment Agent or Traders if using vouchers, Beneficiary Registration and Data Protection, Selecting and developing project indicators, 1.1 CI roles and responsibilities for advocacy, 1.2 Role of a policy and advocacy advisor in an emergency. Effective coordination of humanitarian action in the field hinges upon humanitarian coordination leaders: the Humanitarian Coordinators (HCs) or Resident Coordinators (RCs). It aims to ensure a coherent and complementary approach, identifying ways to work together for better collective results. Critical Steps in Communication & Media Management, 4. Role of funds mobilisation in an emergency, 2. Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief (1994). Procedures for a typical distribution, 3. HOW to integrate gender into emergency preparedness? HUMAN RESOURCES, SURGE AND SAFEGUARDING, Fit-for-partnering HR policy and practice, skills, and attributes, Ethical recruitment and localisation-sensitive surge, Safeguarding policy and other safety and security considerations, 12. Monitor the effectiveness of the humanitarian coordination in meeting humanitarian needs. Emergencies within CAREs strategic plan, 5. This module describes many of them and also looks at various coordination models that are used. Establishing a compound in remote areas, 10. Role of emergency preparedness planning (EPP) in an emergency, 5. InterAction also serves as a hub for our Members responding to humanitarian emergencies by coordinating information and . Maximise the use of CAREs global partnerships (such as ECB) for more effective collaboration at the field level, including resource sharing and technical support. At the global level and in countries, UN Women supports UN and other humanitarian actors, as . 2. Organisational planning and staffing requirements, 11. The aim of the programme was to provide technical assistance to support the recovery of Nepals damaged health services, across 31 districts Read more. 537 21 OCHA coordinates humanitarian response to expand the reach of humanitarian action, improve prioritization and reduce duplication . Module 2: Humanitarian Actors and Coordination. How to set up and operate a Feedback and Complaints Mechanism? Cash and cash equivalents control procedures, 1. Training and briefing on safety and security, 3. 7.1 Common advocacy themes in emergencies. water, health and logistics. 0000060972 00000 n 2009. Additional guidelines for non-presence operations, 2. As the UN Agency for Gender Equality and Women's Empowerment, UN Women is mandated to ensure that humanitarian response efforts adequately address the needs and rights of crisis affected women and girls, in all contexts. Role of funds mobilisation in an emergency, 2. Telecommunications system details and options, 11. It strives for a needs-based, rather than capacity-driven, response. What to do: Critical actions for telecommunications and IT, 4. 2.4 Case study: Unintended impacts of food aid distribution in Burundi, 3.1 The impacts of aid both positive and negative, 4.1 Case studies: Aid exacerbating conflict, 1.2 Types of participation in humanitarian action, 1.4 Why participation is important in an emergency response, 6.2 Sphere Common Standard 1: Participation, 6.3 CAREs Humanitarian Accountability Framework: Benchmark 4, 2.2 General protection assessment checklist, 2.2.1 General assessment checklist for protection, 3.1 Key principles for a protection approach, 3.2.1 Sample checklist: How to protect refugees during the asylum period, 3.4 Case study: Different approaches for different contexts, 1.3 Why disaster risk reduction is important before emergencies, 1.4 Why disaster risk reduction is important during and after emergencies, 3.1 Mainstreaming disaster risk reduction, 3.1.1 Undertake a process of emergency preparedness planning, 3.1.2 Identify opportunities to mainstream DRR throughout CAREs programmes, 3.1.3 Pursue targeted community-based disaster risk reduction programming in partnership with high-risk communities, 3.2 Case study: Practical examples of DRR issues during emergency response, 6.1 Key principles for mainstreaming disaster risk reduction, 2. 0000008049 00000 n 5. South Asia Association for Regional Cooperation, Pacific Islands Forum), National and international non-governmental organisations (NGOs) (e.g. Critical steps for donor contract management, 3. Standards, and key indicators of fulfilment of those standards, are offered in the technical areas of water supply and sanitation (e.g. Critical steps in funds mobilisation management, 5. As the co-chair of the Gender-Based Violence sub-clusterwhich leads efforts at national and district level to promote prevention and response to gender-based violence UN Women ensured the incorporation of gender-responsive tools and activities in the strategies to respond to the decade-long armed conflict in Colombia. If used appropriately, Cash and Voucher Assistance (CVA) can be a more flexible, dignified, market friendly, efficient and effective programme delivery modality than in-kind assistance. humanitarian coordination that is not actually possible given the current structure of humanitarian . OCHA is the part of the United Nations Secretariat responsible . This approach, agreed by IASC Principals as part of the Transformative Agenda, is based on innovations that have become good practice in the field and aims to achieve the following results: Based on the Humanitarian Needs Overview (HNO), the country team formulates a response analysis with targets and boundaries, sets strategic objectives and develops cluster plans aimed at meeting those objectives. Role of administration in an emergency, 2. Medecins Sans Frontieres, International Rescue Committee, Save the Children, Oxfam, Action contre la Faim, International Medical Corps), Emergency telecommunications (OCHA-Process owner, UNICEF Common Data Services, WFP Common Security Telecommunications Services), Camp coordination and management (UNHCR for conflict-generated IDPs and IOM for natural disaster-generated IDPs), Protection (UNHCR for conflict-generated IDPs, UNHCR, UNICEF, and OHCHR for natural disaster-generated IDPs). Utilise services offered by HICs, UNJLC and UNHAS. What to do in the first 24 to 72 hours. CAREs vision, mission and programming principles, 4. What to do: Integration with other sectors, 6. Request advice and support on coordination from CEG and the Lead Member Emergency Unit. 537 0 obj <> endobj Strengthening commitment to coordination at the field level by all humanitarian partners is another pillar of the humanitarian reform process. The HCT aims to provide common strategic and policy guidance for the overall humanitarian response. Role of safety and security management in an emergency, 2. Health Cluster Guide A practical guide for country-level implementation of the Health Cluster, Geneva https://www.heart-resources.org/doc_lib/health-cluster-guide-a-practical-guide-for-country-level-implementation-of-the-health-cluster/, Reading 5: IASC. WHEN we integrate GBViE in the project cycle, 1. 0000006555 00000 n The Geneva Conventions and Associated Protocols outline the duties held by belligerents to combatants and non-combatants in war. What to do: Critical actions for telecommunications and IT, 4. ", Ukraine and the food and fuel crisis: 4 things to know, In Focus: War in Ukraine is a crisis for women and girls, Comisin sobre la Condicin Jurdica y Social de la Mujer, Commission on the StatusofWomen. The first one related "to the humanitarian civil-military coordination function that provides the necessary interface between humanitarian and military actors to protect and promote the humanitarian principles and achieve the humanitarian objectives in complex emergencies and natural disaster situations", which is referred to as UN-CMCoord . Whats the point of training and learning in an emergency? In complex emergencies or conflict situations where the government is a party to the conflict, take particular care to coordinate effectively while maintaining CAREs principles of independence and impartiality. Information management at CARE International level, 8. Ongoing contract administration during implementation and monitoring, 9. MONITORING, EVALUATION AND LEARNING (MEL), 3.1. Establish key relationships and contacts. The Sphere Project Humanitarian Charter (2000). From the lesson. Issues identification and prioritisation, 8. Monitoring, evaluation, accountability and learning (MEAL) for GiE. 2.2 Expectations for CARE participation in coordination mechanisms. MONITORING, EVALUATION AND LEARNING (MEL), 3.1. NGO's information technology coordination bodies are groups of NGOs aimed at improving the efficiency of. What not to do: Do no harm and other common mistakes, 5. 5. How does the Cluster Approach enhance coordination between the various humanitarian agencies and actors? Role of administration in an emergency, 2. Coordination with partners and information management are essential to a rapid and effective humanitarian response. Communicating with staff in an emergency, 6. Recognise that coordination demands are time-consuming but important, and ensure good internal coordination systems are in place in the CO so that the right meetings are being covered by the right people (consistency in participation is also important). If you continue to use this site we will assume that you are happy with it. Critical steps in funds mobilisation management, 5. The aim is to assist people when they most need relief or protection. It is mandated to build global capacity in humanitarian response in three ways: (1) providing guidance and tools, and standards and policies, (2) establishing systems and procedures for rapid deployment of the experts and supplies, and (3) building global partnerships to implement and promote this work. Developing an advocacy strategy and taking action. Thank you. The humanitarian programme cycle (HPC) is a coordinated series of actions undertaken to help prepare for, manage and deliver humanitarian response. WHAT we focus on when addressing GBV in Emergencies, 5. Aligning proposals with the programme strategy, 1. Develop a clear understanding of which forums and partners to engage with. Humanitarian coordination. CAREs commitment to international principles and standards, 1.2 Why humanitarian coordination is important, 1.3 Types of humanitarian coordination mechanisms, 1.4 UN-led humanitarian coordination mechanisms, 1.4.6 The role of NGOs in the cluster systems, 1.4.6.1 Engagement in cluster coordination, 1.4.7 Humanitarian financing and funding mechanisms, 1.4.9 Responsibilities of humanitarian common services providers, 1.6.1 NGO coordination at the global level. 2.1 Position on humanitarian coordination. Designed and developed by ACW. CAREs emergency response fund mechanisms, 1. 3. Non-Communicable Diseases and Mental Health, https://www.heart-resources.org/doc_lib/humanitarian-principles-and-humanitarian-assistance/, https://www.heart-resources.org/doc_lib/the-principles-of-humanitarian-action-in-international-humanitarian-law/, https://www.heart-resources.org/doc_lib/the-sphere-handbook/, https://www.heart-resources.org/doc_lib/health-cluster-guide-a-practical-guide-for-country-level-implementation-of-the-health-cluster/, https://www.heart-resources.org/doc_lib/multi-clustersector-initial-rapid-assessment-mira/, https://www.heart-resources.org/doc_lib/operational-handbook-for-country-based-pooled-funds/, Health financing: UHC, social health protection, technical efficiency and addressing hospital challenges, Transition and Recovery of Nepals Health System: Project Completion Review, Creative Commons Attribution 4.0 International License, Humanity: Human suffering must be addressed wherever it is found. What not to do: Do no harm and other common mistakes, 5. This Guide is intended as a starting point for developing this area of humanitarian endeavour. As the UN Agency for Gender Equality and Womens Empowerment, UN Women is mandated to ensure that humanitarian response efforts adequately address the needs and rights of crisis affected women and girls, in all contexts. UN Women also facilitates the inclusion of crisis-affected women to contribute to the crisis response and recovery plans that affect themselves, their families and their wider communities. Coordinating the proposal development process, 5. It provides rapid initial funding for life-saving assistance at the onset of humanitarian crises, and critical support for poorly funded, essential humanitarian response operations. Coordination between HR and finance units. His presentation is available on this HEART Talks page, Health responses to humanitarian crises. 1. If a Government requests and/or accepts external assistance, a variety of international humanitarian actors may be asked to support disaster response and disaster response preparedness. Complying with CAREs safety and security policies and procedures, 4. UN Women undertook a major review of the IASCs delivery on its commitments to gender in humanitarian action, which subsequently led to the updating IASC gender policy and development of an accountability framework to ensure systematic monitoring of progress. What not to do: Do no harm and other common mistakes! In partnership with the National Protection Cluster, and as a member of the Local Protection Cluster of Choc and Valle del Cauca, UN Women has promoted safe spaces for protection and empowerment of women and girls. At country level, during major crises, the humanitarian coordinator designates the Cluster Lead Agency for all key humanitarian response sectors. 0000003073 00000 n They include the obligation for humanitarian organisations to intervene in a manner that is humanitarian, impartial, and without adverse distinction. These eleven clusters are: The mission of the Global Health Cluster (GHC), led by WHO, is to build consensus on humanitarian health priorities and related best practices, and strengthen system-wide capacities to ensure an effective and predictable response. Donor countries, UN agencies, NGOs and the International Red Cross and Red Crescent Movement agreed on a set of 23 principles and practices to enhance donor accountability. Establishing CAREs presence in a new country or area of operation, 12. We use cookies to ensure that we give you the best experience on our website. xref 0000001637 00000 n The idea of the NGO coordination work Humanitarian Actors and Coordination 10:59. Critical steps for safety and security management, 3. Designed for anyone needing to know more about humanitarian coordination mechanisms, the series was particularly targeted to those working in international and national NGOs engaged in humanitarian action. Emergencies within CAREs strategic plan, 6. Submission of proposals (narrative and budget), 5. The Office for Coordination of Humanitarian Affairs (OCHA) is the key agency . Critical steps in human resource management in an emergency, 3. WHAT we focus on when addressing GBV in Emergencies, 5. The goal of the Sphere Project is to increase the effectiveness of humanitarian assistance, and to make humanitarian agencies more accountable. The United Nations Office for the Coordination of Humanitarian Affairs (OCHA). How to set up and operate a Feedback and Complaints Mechanism? Travel and logistical arrangements for emergency staff, 7. Critical Steps in Communication & Media Management, 4. Humanitarian coordination seeks to improve the effectiveness of humanitarian response by ensuring greater predictability, accountability and partnership. By bringing together UN agencies, regional and international organizations with local authorities to identify and fulfill the needs of impacted communities, the Pacific Humanitarian Protection Cluster aims to integrate gender and protection concerns into the entire range of humanitarian response. The cluster should provide a framework for effective partnerships among international and national humanitarian health actors, civil society and other stakeholders, and ensure that international health responses are appropriately aligned with national structures. Role of human resource management in an emergency, 2. Advocacy in relation to non-presence emergency operations, 3. Additional guidelines for non-presence operations, 1. UN Women is also a member of the Task Team on Humanitarian Financing and the Reference group on Risk resilience and Preparation. They are designated by the Inter-Agency Standing Committee (IASC) and have clear responsibilities for coordination. Humanitarian Coordination & Practice. Identify and work with like-minded humanitarian organisations on issues where joint effort can have a greater impact, including advocacy. Advocate to avoid parallel coordination systems between the host government and the international actors. Today, it is being used in humanitarian coordination, for partner response monitoring and other activities in various sectors in 34 countries and more countries are expected to deploy their system in ActivityInfo in 2022. In Gaza the Inter-cluster group also meets on a monthly basis to discuss humanitarian coordination, and operational issues. The Humanitarian principlesare governing rules for humanitarian agencies. Information support for media and fundraising work, 12. Why do we need Feedback and Complaints Mechanisms? Role of donor contract management in an emergency, 2. a) An explicit coordination strategy or guidance between humanitarian and military actors is agreed and established. We work together to support the use of evidence and expert advice in policy-making. They provide leadership and works on behalf of the cluster as a whole, facilitating all cluster activities and developing and maintaining a strategic vision and operational response plan. 4. Introduction and Acknowledgments. Critical steps in financial management in an emergency, 4. The humanitarian coordination architecture allows aid providers to share information on needs, service provision, and geographies they are operating in. Under the Grand Bargain, 52 donors and aid organizations . Advocate on issues or approaches that could be improved at the field and global levels. It consists of five elements coordinated in a seamless manner, with one step logically building on the previous and leading to the next. Role of safety and security management in an emergency, 2. Stress management during and after emergency, 12. CAREs vision, mission and programming principles, 5. MEL in humanitarian contexts: CRITICAL FIRST STEPS, 1. Security of CARE infrastructure and assets, 11. They were endorsed by the UN General Assembly as guidelines for the UN Office for the Coordination of Humanitarian Affairs (UNOCHA) as well as by hundreds of non-governmental organisations (NGOs). Critical steps in information management, 5. Project management in a sudden-onset emergency, 5. Responsibilities Within delegated authority, the Humanitarian Affairs Officer will be responsible for the following duties: Acts as the OCHA Head of the Taizz City Sub Office once the office is established. For detailed instructions, roles and responsibilities, seeProtocol C11 External coordination. The Humanitarian principles are governing rules for humanitarian agencies. 2. Transition from contract signing to management of project implementation, 7. SAFEGUARDING: PROTECTION FROM SEXUAL HARASSMENT, EXPLOITATION AND ABUSE (PSHEA), 4. What is a Feedback & Complaints Mechanism. Designed and developed by ACW. 0000032892 00000 n Training and briefing on safety and security, 3. This relationship will change depending on the type of emergency and the roles and responsibilities of the military. To understand how water, sanitation, and hygiene (WASH) coordination leads to humanitarian response outcomes, we conducted a nine-month mixed-method evaluation in three humanitarian contexts (Cox's Bazar Bangladesh, Democratic Republic of Congo, and Yemen) varying in terms of humanitarian and WASH response and coordination. Stress management during and after emergency, 12. 0000003158 00000 n Cash and Vouchers are programme delivery modalities along with in-kind assistance and services. Introduction to Humanitarian Actors and Coordination 1:05. The Ground Rules describe a principle of respect for the International Humanitarian Law amongst all belligerents. Assessing effects and impact of a crisis, 4. The Humanitarian Coordinator can allocate funds directly to UN agencies and the International Organization for Migration (IOM), national and international non-governmental organisations (NGOs) and Red Cross/Red Crescent organisations. 9. HEART helps time-pressured decision-makers better understand, interpret and apply evidence. What to do in the first 24 to 72 hours. Support and advocate for humanitarian access . 11. In 1994, the Steering Committee for Humanitarian Response (SCHR) defined a set of standards and offered a set of guidelines that need to be by followed all member organisations. Additional guidelines for non-presence operations, 1. 0000008293 00000 n 0000002142 00000 n Complying with CAREs safety and security policies and procedures, 4. OCHA leads the international communitys efforts in crisis situations through needs assessments, definition of common priorities and strategies and monitor humanitarian assistance. The IASC self-assessment of the cluster roll-out brought to the fore that humanitarian coordination operations are very much related to the success of inter-cluster relations and efficient cluster roll-out. The Cluster Approach was one of these new elements. Aligning proposals with the programme strategy, 1. Role of donor contract management in an emergency, 2. Internal information management at the Country Office level, 6. 2. This approach was developed after the 2005 Humanitarian Response Review, commissioned by the Inter-Agency Standing Committee (IASC) and the UN Emergency Relief Coordinator (ERC). The UN General Assembly Resolution 46/182 of 1991, resulted in significant developments leading to the humanitarian coordination structure it currently stands WHEN we integrate GBViE in the project cycle, 1. Along with UNICEF and other UN agencies, government, international and national organizations, UN Women conducted a large-scale assessment of the protection needs in affected areas, to ensure that the goods and services distributed go to those most in need. EPP and security management frameworks (SMF), Case study: Humanitarian space restrictions, Applying the policy in practice: Case studies, Assessment and Selection of Financial Service Providers, CVA Appropriateness and Feasibility Analysis, Contract with Payment Agent or Traders if using vouchers, Beneficiary Registration and Data Protection, Selecting and developing project indicators, 1.1 CI roles and responsibilities for advocacy, 1.2 Role of a policy and advocacy advisor in an emergency. 0000010987 00000 n How advocacy fits in CAREs emergency response, 6. 7.1 Common advocacy themes in emergencies. THE RATIONALE AND CARES COMMITMENTS TO HUMANITARIAN PARTNERSHIP AND LOCALISATION, The Rationale for Partnering and Localisation, External Commitments to Partnership and Localisation, Challenges, Risks, Lessons, and Good Practice, Phase 5: Reflecting, Learning and Influencing, Hardwiring Gender in Humanitarian Partnerships, Partnering with Womens Rights Organisations (WROs), 4. Activating and coordinating advocacy in CARE, 7. UN Women also supported local service providers, facilitating access to information on where to get life-saving care and treatment for approximately 20,000 women and girls. Coordination within this field allows for the most efficient, Critical steps in human resource management in an emergency, 3. The Humanitarian Coordinator is the senior-most United Nations official in a country experiencing a humanitarian emergency. CAREs vision, mission and programming principles, 5. 0000003121 00000 n 2013. International legal frameworks for humanitarian action https://www.heart-resources.org/doc_lib/humanitarian-principles-and-humanitarian-assistance/, Reading 2: Mackintosh, K. 2000. The Inter-Cluster Coordination Group, composed of cluster and sector leads in the oPt, meets monthly in a meeting chaired by OCHA. humanitarian contexts, there is very little practical guidance available for humanitarian coordination in general, and almost none for NGO coordination specifically. Along with the Colombian Red Cross (CRC), UN Women initiated a joint early recovery project, which provided livelihood solutions to women survivors affected by the conflict. Remote support for information management, 15. Travel and logistical arrangements for emergency staff, 7. The nature of programming in emergencies, 7. Submission of proposals (narrative and budget), 5. What not to do: Do no harm and other common mistakes. Humanitarian Accountability Framework (HAF), 1. 1. Approval and signing of donor (project) contract and IPIA, 6. 2.2.4 Key questions to ask about the intervention: To/by whom, where, what and when? HEART is a consortium of leading organisations in international development, health, nutrition, water and sanitation, education, and social protection. Additional guidelines for non-presence operations, 3. The procurement sourcing and acquisition process, 11. Procedures for a typical distribution, 3. CERF and CBPF funding is recorded against these response plans. Along with UNDP, UNICEF and UNFPA, UN Women rehabilitated two safe centers for women and girls. 9.7.1 Collaboration on humanitarian advocacy, 9.9.1 Case Study: CARE Advocacy and the Gender Reference Group, 1.2 Suggested minimum standards for conflict-sensitive emergency response, 2.1 A good enough approach for rapid onset crises, 2.1.2 Phase 2: Partners, Beneficiaries and Diversion, 2.1.3 Phase 3: Strengthening monitoring systems, 2.2 Slower onset and more detailed analysis. DFID health adviser Chris Lewis spoke about this reading pack at the humanitarian health seminar held at DFID 29. Each year, CERF allocates approximately US$400 million. At the core of the Project is a Handbook, the Humanitarian Charter and Minimum Standards in Disaster Response. WHICH staff within CARE focus on GBViE, 6. Monitoring, Evaluation, Accountability, and Learning, 6. 2.2.2 Suggested questions for a detailed conflict analysis: 2.2.3 Understanding the link between the intervention and the conflict. Communicating with staff in an emergency, 6. Advocate on issues or approaches that could be improved at the field and global levels. 2. 0000002331 00000 n A humanitarian civil-military coordination platform has been established or similar coordinating mechanism. HOW to integrate gender into an emergency response? Critical steps for safety and security management, 3. Telecommunications and IT assessments and planning, 5. Role of information management in an emergency, 2. 2.4 Engagement with non-humanitarian actors, 1.2 Why it is important to address HIV/AIDS during emergencies, 1.2.2 Increased vulnerability of people living with HIV/AIDS, 3.1 IASCs Guidelines for HIV/AIDS interventions in emergency settings, 3.2 Case study: Preventing food crisis in Malawi, 6.1 CAREs commitment to people living with HIV. Abstract: A vital component of humanitarian action is the coordination among all actors involved in the delivery of humanitarian assistance. Monitors, analyzes and reports on humanitarian developments, disaster relief/management or emergency situations across Yemen. b) UNOCHA has stood up a humanitarian civil-military coordination platform. Additional guidelines for non-presence operations, 4. average water use for drinking, cooking and personal hygiene in any household is at least 15 litres per person per day), nutrition (e.g. Coordination. Information management at CARE International level, 8. Cluster refers to a system by which various humanitarian actors are designated to provide services and support in different areas, since responding to disasters entails many and distinct areas of actionfrom delivering food and medicines to protecting women from gender-based violence. there is adequate access to iodised salt for the majority (>90 per cent) of households), shelter and site planning (e.g. Critical steps in supply chain management, 8. Coordination is vital in emergencies. You have successfully subscribed. More than 13,000 women and girls also received direct care and services, including women and girls living with disability. Monitor the effectiveness of the humanitarian coordination in meeting humanitarian needs. The Minimum Standards constitute the bulk of the Handbook. 4. Strategy goals, objectives and interventions, 1. Successful implementation of the humanitarian programme cycle is dependent on effective emergency preparedness, effective coordination with national/local authorities and humanitarian actors, and information management. trailer humanitarian action" of November 25, 1994, the Council, in view of the increasing importance of humanitarian aid, welcomed this initiative. utilisation rates at health facilities are 24 new consultations/person/year among the disaster-affected population and>1 new consultations/person/year among rural and dispersed populations). Regional intergovernmental bodies (e.g. 0000000016 00000 n Internal information management at the Country Office level, 6. Established in 2006 by the UN General Assembly, the CERF provides seed funding provided by governments, the private sector, foundations and individuals in order to start an action before any international funding mechanism be in place. What to do when the emergency is about to hit, 4. Assessment of material needs and procurement planning, 6. Coordination within this field allows for the most efficient, cost effective, and successful operations possible. Since its launch in 1997 it has become an important influence on the practice of emergency relief in a wide variety of disaster settings. Emergency communications in a sensitive context, 1. CBPFs allocate funding based on identified humanitarian needs and priorities at the country level in line with the Humanitarian Programme Cycle (HPC). HOW to integrate gender into emergency preparedness? Role of proposal writing in an emergency, 4. Humanitarian coordination involves bringing together humanitarian actors to ensure a coherent and principled response to emergencies. Communicating, reporting and other outputs, 3. Enacting emergency procurement policies and procedures, 5. OCHA is the part of the United Nations Secretariat responsible . Ongoing situation monitoring and information sharing, 9. ActivityInfo is a platform facilitating humanitarian reporting and coordination for more than a decade. 557 0 obj <>stream stronger emphasis on the needs of affected people; improved targeting of the most vulnerable; increased funding for humanitarian priorities; and, greater accountability of humanitarian actors and donors for collective results. Role of human resource management in an emergency, 2. Telecommunications and IT assessments and planning, 5. Activating and coordinating advocacy in CARE, 7. In addition, UN Women co-leads the Safety and Protection Cluster along with UNICEF, and the Gender-Based Violence in Emergencies sub-cluster, with the Fiji Ministry of Women, Children and Poverty Alleviation. Humanitarian coordination. Monitoring, evaluation, accountability and learning (MEAL) for GiE. What to do when the emergency is about to hit, 4. Critical issues affecting the response, 9. 2.1 Position on humanitarian coordination. Groups seeking access to beneficiary populations often share the same objectives in regards . <]>> 2.2.4 Key questions to ask about the intervention: To/by whom, where, what and when? DFID health adviser Chris Lewis spoke about this reading pack at the humanitarian health seminar held at DFID 29th July 2016. Ask CEG and the Lead Member Emergency Unit to raise any major coordination issues in global-level coordination forums for attention and resolution. London: Overseas Development Institute. Coordination between individual member agencies, and between the Start Network and the Senegalese government, was the most commonly cited advantage of ARC Replica compared to more traditional humanitarian responses to drought. 0.19%. CBPFs operate in 17 countries and are managed since 1995 by OCHA. 0000000731 00000 n 0000007103 00000 n OCHA's mission is to coordinate the global emergency response to save lives and protect people in humanitarian crises. 0000003428 00000 n The HAP International Principles of Accountability sets seven principles that commit agencies to integrate transparency, stakeholder involvement, reporting mechanisms, and other accountability standards into their programming. General contract compliance requirements, 4. Role of proposal writing in an emergency, 4. 9.7.1 Collaboration on humanitarian advocacy, 9.9.1 Case Study: CARE Advocacy and the Gender Reference Group, 1.2 Suggested minimum standards for conflict-sensitive emergency response, 2.1 A good enough approach for rapid onset crises, 2.1.2 Phase 2: Partners, Beneficiaries and Diversion, 2.1.3 Phase 3: Strengthening monitoring systems, 2.2 Slower onset and more detailed analysis. Good coordination means less gaps and overlaps in humanitarian organizations' work. Ongoing contract administration during implementation and monitoring, 9. Role of media and communications in emergencies, 2. Case study: Good practices from the 2005 tsunami emergency response, 3. Case study: Good practices and recommendations from the 2005 tsunami, 12. Coordinating the proposal development process, 5. All funding information is recorded in the Financial Tracking Service (FTS) database, which is managed by OCHA. Eleven clusters were defined and are coordinated both by UN agencies and NGOs. General contract compliance requirements, 4. Under UN Womens leadership, since 2013, the Gender Reference Group has provided technical guidance on integrating gender into large-scale humanitarian response plans (such as for Ebola, South Sudan, Yemen, CAR, Iraq, Nepal), and developed evidence-based research. 9. USAID's Office of U.S. Foreign Disaster Assistance (USAID/OFDA) is a global leader in advancing humanitarian coordination and information management (HCIM) during emergencies, engaging with other donors, the UN, and non . More specifically, seminars brought together health financing experts from across the spectrum (government, academia, Read more, This project completion review (PRC) provides details on the outputs, lessons and recommendations from the DFID funded programme Transition and Recovery of Nepals Health System which came to a close in May 2017. The purpose of this legal basis is to define the scope of humanitarian action, coordination as well as the conditions for cooperation between the Community, the EU Member States, 3. Organisational planning and staffing requirements, 11. In most cases, the function is performed by the United Nations Resident . 2. Ensure key coordination mechanisms are covered including clusters, government and NGO coordination forums. The HRP serves a secondary purpose as fundraising tool, as it can be shared with donors and partners to communicate the strategic priorities of the response. Humanitarian Accountability Framework (HAF), 1. Issues identification and prioritisation, 8. 0 Our knowledge and consultancy services are tailored to support policy decisions and we respond rapidly to requests for assistance as they arise. Additional guidelines for non-presence operations, 3. Critical steps in financial management in an emergency, 4. Ensure CARE is meeting standards set by the humanitarian community and is contributing to effective coordination. 2.2.2 Suggested questions for a detailed conflict analysis: 2.2.3 Understanding the link between the intervention and the conflict. The principles of humanitarian action in international humanitarian law. In effect, while the primary responsibility for coordinating humanitarian assistance rests with national authorities, if international humanitarian assistance is required the HC or RC is responsible for Ensure CARE is meeting standards set by the humanitarian community and is contributing to effective coordination. The procurement sourcing and acquisition process, 11. Monitoring, Evaluation, Accountability, and Learning, 6. Additional guidelines for non-presence operations, 4. Humanitarian coordination is important because: it enhances the effectiveness and impact of collective humanitarian efforts through ensuring common standards and approaches, prioritisation of needs, identification of gaps, and a stronger level of effort and peer accountability. What not to do: do no harm & common mistakes, 2. Project management in a sudden-onset emergency, 5. The humanitarian coordination architecture has evolved over several decades and will continue to do so. Dates of the Inter-Cluster meetings can be viewed here. Effective humanitarian coordination, along with real-time data and robust analyses, are critical for humanitarian actors' understanding of the needs of affected populations and for prioritizing assistance in rapidly changing, resource- constrained, and often non-permissive environments. SAFEGUARDING: PROTECTION FROM SEXUAL HARASSMENT, EXPLOITATION AND ABUSE (PSHEA), 4. Critical steps in administration management in an emergency, 3. What is a Feedback & Complaints Mechanism. Basics of MEL in humanitarian contexts, 3.1.4. Critical steps in administration management in an emergency, 3. caregivers have access to timely, appropriate, nutritionally adequate and safe complementary foods for children 6 to <24 months), food security (e.g. Clusters are groups of humanitarian organizations, both UN and non-UN, in each of the main sectors of humanitarian action, e.g. CAREs commitment to international principles and standards, 1.2 Why humanitarian coordination is important, 1.3 Types of humanitarian coordination mechanisms, 1.4 UN-led humanitarian coordination mechanisms, 1.4.6 The role of NGOs in the cluster systems, 1.4.6.1 Engagement in cluster coordination, 1.4.7 Humanitarian financing and funding mechanisms, 1.4.9 Responsibilities of humanitarian common services providers, 1.6.1 NGO coordination at the global level. 2.2 Expectations for CARE participation in coordination mechanisms. At the country level, USAID/BHA supports humanitarian . Participate in appropriate inter-agency preparedness and contingency planning. 4. Coordination between HR and finance units. Draw on and apply the technical capacity, standards and tools set by the clusters. Humanitarian nongovernmental organizations (NGOs) are increasingly collaborating through inter-organi- zational structures such as coalitions, alliances, partnerships, and coordination bodies. The WHO need to ensure coordination with other clusters in relation to inter-cluster activities and cross-cutting issues (e.g. Developing an advocacy strategy and taking action. In selected areas of work, it attempts to quantify what it takes to satisfy the legal obligations laid out in the Humanitarian Charter. Keep CEG and the Lead Member Emergency Unit informed about any major coordination issues. Humanitarian coordination is important because: CARE International Opportunities for NGOs to address the Commission, UN Trust Fund to End Violence against Women, UN Under-Secretary-General and UN Women Executive Director Sima Bahous, sa Regnr, Deputy Executive Director for Policy, Programme, Civil Society and Intergovernmental Support, Anita Bhatia, Deputy Executive Director for UN Coordination, Partnerships, Resources and Sustainability, Contract templates and general conditions of contract, Macroeconomic policies and social protection, Sustainable Development and Climate Change, Women, peace, and security in the work of the UN Security Council, Preventing violent extremism and countering terrorism, Economic empowerment and skills development for young women, Action on ending violence against young women and girls, Engaging boys and young men in gender equality, Flagship programme: Making Every Woman and Girl Count, UN Women Global Innovation Coalition for Change, High-Level Political Forum on Sustainable Development, Gender Focal Points and Focal Points for Women, Entity-specific implementation plans on gender parity, Training for gender equality and women's empowerment, International Day of Women and Girls in Science, 16 Days of Activism against Gender-based Violence, Gender equality matters in COVID-19 response, Generation Equality Action Pack, March 2020, Generation Equality action pack, January 2020, Generation Equality action pack, December 2019, Generation Equality action pack, October 2019, International Day of the Worlds Indigenous Peoples, In Focus: Climate action by, and for, women, Financing: Why it matters for women and girls, World survey on the role of women in development, Reference group on Risk resilience and Preparation, A snapshot of our work in response to the cyclone in Fiji, Placing Pacific women at the forefront of disaster planning and response, Changing the narrative on women's role in peacebuilding in Colombia, In Colombia, training ushers more women into politics, Stepping up for women and girls during the flood crisis in Pakistan, G20 op-ed: Unlocking the full potential of women, In the words of Anastasia Perepylytsia: "Women are half of the population, whose opinions and needs must be taken into account. Underlining all humanitarian action are the principles of humanity, impartiality, neutrality and independence. The responsibilities of the HCT include setting common objectives, priorities, developing overall . Case study: Good practices and recommendations from the 2005 tsunami, 12. Project management in a slow-onset emergency, 1. UN Women co-chairs and serves as the Secretariat of the Reference Group on Gender in Humanitarian Action. National Level Coordination. The primary coordination mechanisms for the international community in a large-scale emergency are led by the UN in partnership with NGOs, donors and host government authorities, and in accordance with systems set out by the Inter-Agency Standing Committee (IASC). As part of the learning stream on humanitarian coordination, this event was the second session of six live interactive online learning events that ICVA and PHAP have organized in the coming months with the purpose of providing NGOs and humanitarian workers with a stronger understanding of the humanitarian coordination mechanisms at global . WHICH staff within CARE focus on GBViE, 6. Establishing a compound in remote areas, 10. Information support for media and fundraising work, 12. THE RATIONALE AND CARES COMMITMENTS TO HUMANITARIAN PARTNERSHIP AND LOCALISATION, The Rationale for Partnering and Localisation, External Commitments to Partnership and Localisation, Challenges, Risks, Lessons, and Good Practice, Phase 5: Reflecting, Learning and Influencing, Hardwiring Gender in Humanitarian Partnerships, Partnering with Womens Rights Organisations (WROs), 4. They were endorsed by the UN General Assembly as guidelines for the UN Office for the Coordination of Humanitarian Affairs (UNOCHA) as well as by hundreds of non-governmental organisations (NGOs). Identify opportunities to access funding through the CAP, the CERF and pooled humanitarian funding. There are many humanitarian actors that play a role in a disaster. Critical steps in information management, 5. Around $500 million were allocated for the year 2015. The Humanitarian Country Team (HCT) is the main decision-making forum for humanitarian matters at the country level. protection or gender issues). Whats the point of training and learning in an emergency? WHAT is gender integration in an emergency response? CAREs Nexus Approach to SRHR in Emergencies, 3. CAREs commitment to international principles and standards, 1. Remote support for information management, 15. Basics of MEL in humanitarian contexts, 3.1.4. UN Womens Fiji Multi-Country Office leads the Pacific Humanitarian Protection Cluster, a regional mechanism that works on enhancing regional and national capacity for gender and protection-sensitive disaster preparedness, response and recovery in Pacific Island Countries. 1. What not to do: Do no harm and other common mistakes! HUMAN RESOURCES, SURGE AND SAFEGUARDING, Fit-for-partnering HR policy and practice, skills, and attributes, Ethical recruitment and localisation-sensitive surge, Safeguarding policy and other safety and security considerations, 12. Enacting emergency procurement policies and procedures, 5. UN Women has also created a rapid response mechanism for gender-based violence incidents in crisis settings and trained UN agencies, international and local organizations based in the Choc region on gender-based violence prevention and response. OCHA advocates for effective and principled humanitarian action by all, for all. 0000007793 00000 n Geneva Conventions and Associated Protocols (1949). 0000061191 00000 n Telecommunications system details and options, 11. 2. 0000003506 00000 n Why do we need Feedback and Complaints Mechanisms? 4. The Sphere Project was created in 1997 by the SCHR and other humanitarian agencies in order to develop a set of minimum standards and a code of conduct, the Humanitarian Charter for every humanitarian response. What not to do: Do no harm and other common mistakes. Where this is the case, promote ways to engage with both systems effectively. Humanitarian coordination seeks to improve the effectiveness of humanitarian response by ensuring greater predictability, accountability and . Critical steps for donor contract management, 3. Plan for sufficient capacity among senior staff to be able to participate effectively. Case study: Good practices from the 2005 tsunami emergency response, 3. How to standardise health needs assessment tools to promote coordination and sharing of knowledge in the sector. Emergency communications in a sensitive context, 1. CAREs Nexus Approach to SRHR in Emergencies, 3. 2012. Check your inbox now and please click on the link in the email to confirm your subscription. 4. January 2008 - Executive Summary - A vital component of humanitarian action is the coordination among all actors involved in the delivery of humanitarian assistance. Additional guidelines for non-presence operations, 2. Security of CARE infrastructure and assets, 11. The purpose of humanitarian action is to protect life and health and ensure respect for human beings., Impartiality: Humanitarian action must be carried out on the basis of need alone, giving priority to the most urgent cases of distress and making no distinctions on the basis of nationality, race, gender, religious belief, class or political opinions., Neutrality: Humanitarian actors must not take sides in hostilities or engage in controversies of a political, racial, religious or ideological nature., Independence: Humanitarian action must be autonomous from the political, economic, military or other objectives that any actor may hold with regard to areas where humanitarian action is being implemented., UN agencies (OCHA for general coordination, WHO for health, UNICEF for nutrition, water, sanitation and hygiene and protection of children and adolescents, UNHCR for refugee populations), Red Cross and Red Crescent Movement (International Committee of the Red Cross (ICRC) for armed conflicts, International Federation of the Red Cross (IFRC) for natural disasters and national Societies). The WHO is the lead agency for the health cluster. Role of media and communications in emergencies, 2. 0000002644 00000 n The Central Emergency Response Fund (CERF) was launched in 2006 and represents an important international multilateral funding instrument for UN agencies. The overall objective was for staff of such organizations to have a stronger understanding of the various humanitarian coordination . Coordination in Humanitarian Response Expanding the Evidence Base This research was made possible in part by a grant from Carnegie Corporation of New York. Establishing CAREs presence in a new country or area of operation, 12. The statements made and views expressed are solely the responsibility of the authors. Assessing effects and impact of a crisis, 4. Project management in a slow-onset emergency, 1. Assessment of material needs and procurement planning, 6. 10. Criteria for deciding to engage in advocacy. What to do: Integration with other sectors, 6. xlSILQ5;(((.#8:n *x I0!fLL4. 2. 10. Reading 1: GSDRC. Introduction and CAREs Humanitarian Policy Framework, 3. %PDF-1.4 % Critical issues affecting the response, 9. Emergencies within CAREs strategic plan, 5. CAREs emergency response fund mechanisms, 1. Advocacy in relation to non-presence emergency operations, 3. CAREs vision, mission and programming principles, 4. What not to do: Do no harm and other common mistakes, 5. 3. Criteria for deciding to engage in advocacy. Approval and signing of donor (project) contract and IPIA, 6. The position is located in the Operations and Advocacy Division (OAD), Office for the Coordination of Humanitarian Affairs (OCHA). The nature of programming in emergencies, 7. Support and advocate for humanitarian access improvement in complex emergency or conflict situation. Multi-Cluster/Sector Initial Rapid Assessment (MIRA) https://www.heart-resources.org/doc_lib/multi-clustersector-initial-rapid-assessment-mira/, Reading 6: OCHA, 2015, Operational Handbook for Country-based Pooled Funds, New York https://www.heart-resources.org/doc_lib/operational-handbook-for-country-based-pooled-funds/, This series of health financing technical seminars organised by the Oxford Policy Management(OPM) Health team, in partnership with HEART, examined how the globally evolving health financing expertise can translate into advances that national health systems make towards Universal Health Coverage (UHC). Humanitarian Coordination: An Overview . How advocacy fits in CAREs emergency response, 6. 0000001823 00000 n These strategic country objectives and cluster plans form the humanitarian response plan (HRP), which is the primary planning tool for the humanitarian coordinator and the humanitarian country team. This Group, comprised of UN agencies and civil society organizations, is part of the Inter-Agency Standing Committee (IASC), the primary global body that ensures the coordination of consistent and effective humanitarian assistance. At the global level and in countries, UN Women supports UN and other humanitarian actors, as well as Member States engaged in humanitarian action, to ensure that their crisis response meets both the immediate life-saving and longer-term recovery needs of women and girls. Ensure that CARE is coordinating with all relevant levels (local and national) of authorities. HAP International Principles of Accountability. Transition from contract signing to management of project implementation, 7. How to assess the key health needs of populations to trigger a rapid humanitarian response? The Humanitarian Coordinator is appointed by the United Nations Emergency Relief Coordinator when a new emergency occurs or an existing humanitarian situation "worsens in degree and/or complexity"..

Amy's Restaurant Hilton Gatwick Menu, Tanner Mccalister Parents, Lol Surprise Dolls Dance, Java Range Function Example, Why Are Green Bay Packers Called Packers, Turn-based Rpg Android Offline, Does Cod Fish Have Bones, Reinstall Xubuntu Desktop, Why Do I Have To Ask Google Home Twice, Henry Ford Hospital Directory, Avi Name Pronunciation,