WORKSHOP on EARLY RECOVERY & STABILIZATION Beirut 16 June 2016

Objectives - Common understanding of ER in the framework of the WHS - Introduce a methodology to integrate and measure ER and its possible use in the context of the LCRP - Identify priority ER indicators national level - Discuss follow-up mechanisms.

- Brainstorming session on new ideas and new approaches - Will not provide all the answers or the right answer. - Lebanon is the best practice - Possible beginning of a process, not the end

CRISIS Breakdown Lost momentum Partial solution Rebuilding risk Dependency Forgotten Relapses ETC.

CRISIS Breakdown Lost momentum Partial solution Rebuilding risk Dependency Forgotten Relapses ETC. Focused Resilience Self-reliance Reducing risks Comprehensive Smoother transition Continuity ETC LINES OF ACTION: -Emergency response -Humanitarian response to chronic needs -Early recovery - Peacebuilding -- Development

IASC Endorsesment Early Recovery “Early Recovery is an approach that addresses recovery needs that arise during the humanitarian phase of an emergency, using humanitarian mechanisms that align with development principles. It enables people to use the benefits of humanitarian action to seize development opportunities, builds resilience, and establishes a sustainable process of recovery from crisis. Early recovery is a vital element of any effective humanitarian response. Planning for it should start when the crisis begins.” IASC (2014).

The following recommendations were endorsed by the IASC Principals in 2013 after a broad consultation process : 1. Request clusters* to integrate early recovery into all the different phases of the Humanitarian Programme Cycle (HPC) as the foundation for building resilience in a crisis or post-crisis context.

2. Confirm the GCER – led by UNDP - as the cluster coordination mechanism for developing early recovery policies and supporting their implementation 3. Agree that the roles and responsibilities of the Cluster are to develop guidance on early recovery; support clusters on integrating early recovery into the strategic humanitarian response and into the operational programming of all clusters;

Early recovery in one minute u.be

Early recovery programming in Lebanon Seeds, agricultural and tools (vouchers) Cash and vouchers for food access, local procurement of food Food Security Vouchers for rent. Conditional Repairs Local procurement of NFIs Shelter Strengthening/set up of community-based protection mechanisms Support measures to ensure access to justice Provision of services to address GBV Protection Rehabilitation of drinking water infrastructures Advocacy, sensitization, environmental awareness WASH

Early recovery programme options and clusters (2) Universal access to health services (subsidized) Rehabilitation of PHC Community-based psychosocial first aid Health and Nutrition Universal access to education (RACE) Rehabilitation of schools preparedness key messaging on school safety. Education Rehabilitation of Community Infrastructure, Municipal Solid Waste Management; water management, Labour intensive Public works DRR and DRM Early Recovery

Observations General awareness of ER concepts and application of ER tools Not systematically mainstreamed throughout the response Participatory and inclusive approach but not informed by capacity analysis or linked to longer term recovery objectives Sectoral vs multi-stakeholders/multi dimensional Facing regulatory limits BUT Interest on focusing on stabilization and ER in the LCRP and taking advantage of the post-WHS

The World Humanitarian Summit: challenge and opportunities

..

WHS – Grand Bargain Shrink the needs: a shared responsibility Deepen and broaden the resource base for humanitarian action Improve delivery: a Grand Bargain on efficiency

WHS – Grand Bargain For aid organisations and donors to work more closely together towards: More financial transparency. More support and funding tools to national first responders. Scale up use of cash-based programming and more coordination in its delivery.

WHS – Grand Bargain For aid organisations to commit to: Reduce duplication and management costs Periodic functional expenditure reviews More joint and impartial needs assessments. A Participation Revolution: listen more to and include beneficiaries in decisions that affect them.

WHS – Grand Bargain For donors to commit to: More multi-year humanitarian funding. Less earmarks to humanitarian aid organisations. More harmonized and simplified reporting requirements.

WHS - COMMITMENT TO ACTION Changing People’s Lives: From Delivering Aid to Ending Need OCHA, UNDP, UNICEF, WFP, UNHCR, FAO, WHO, UNFPA and the UN Secretary-General endorsed by the World Bank and the IOM, as a key outcome of the WHS.

WHS - COMMITMENT TO ACTION “New way of working” that meets people’s immediate humanitarian needs while at the same time reducing risk and vulnerability as proposed in the SG’s report “One Humanity: Shared Responsibility” The 2030 Agenda’s commitment to leaving no-one behind as a common results framework for humanitarian and development

WHS - COMMITMENT TO ACTION Working to collective outcomes across the UN system including Multilateral Development Banks; Working over multi-year timeframes, recognizing the reality of protracted crises and aiming to contribute to longer-term development gains, in the logic of the SDGs; Working collaboratively based on comparative advantage of diverse actors (as relevant to the context).

WHS - COMMITMENT TO ACTION Better joined up humanitarian - development planning and programming processes moving beyond meeting needs in the short term to reducing them over time. Not about shifting funding from development to humanitarian programmes or from humanitarian to development actors — rather, it is about:  Using resources and capabilities better,  Galvanizing new partnerships and collaboration

WHS - COMMITMENT TO ACTION Operationalize the Secretary- General’s call, including by: -conceptually, developing a shared understanding of sustainability, vulnerability, and resilience; - Operationally, implementing key changes after the WHS, where contexts enable the putting in place of: (i) Pooled and combined data, analysis and information; (ii) Better joined up planning and programming processes; (iii) Effective leadership for collective outcomes; and (iv) Financing modalities to support collective outcomes.

ER in practice – group excercise In sector groups 1st step: Make a quick analysis of the results achieved during the current LCRP in terms of strengthening endogenous capacities to respond to the current crisis and contribute to resilience. Discuss – as appropriate – obstacles encountered and share best practices 2 nd step: Identify early recovery capacities (or key factors) that are essential to the success of the next LCRP

ER in practice – group excercise 3 rd step: Prioritize recovery factors that have the most influence and are easy to measure. These priority factors can subsequently be the object of priority multi-dimension programmes. 4 th step: Formulate indicators for each key factor that has been prioritized, taking into account the existing data. Focus on capacities, multi dimensional and multi actor approaches. 5 th step: Present your conclusions to the plenary

1st step: Make a quick analysis of the results achieved during the current LCRP in terms of strengthening endogenous capacities to respond to the current crisis and contribute to resilience. Discuss – as appropriate – obstacles encountered and share best practices 2 nd step: Identify early recovery capacities (or key factors) that are essential to the success of the next LCRP 3 rd step: Prioritize recovery factors that have the most influence and are easy to measure. These priority factors can subsequently be the object of priority multi-dimension programmes. 4 th step: Formulate indicators for each key factor that has been prioritized, taking into account the existing data. Focus on capacities, multi dimensional and multi actor approaches. 5 th step: Present your conclusions to the plenary

ER in practice – For discussion - Would it be applicable to your planning and programme implementation context? -What support would you need?

What next?

Take away (also) Focus on the supply side - the local/national/endogenous mechanisms that can be used to meet the humanitarian needs– and how to strengthen it People at the centre Use a “leave-no-one-behind-lens”/vulnerability lens for your prioritization Identify and monitor key “capacity indicators” and build accountability systems and policy and ops review around them

Take away Use a multi-stakeholder/multi-dimensional approach. Build alliances around your objectives (relief, recovery, peacebuilding, development, government, donors) Embrace the narrative and adapt your way working, advocacy, resource mobilisation, M&E and reward performance….