Humanitarian Reform (predictability, accountability, equity) Implications for Reproductive Health Pamela Delargy UNFPA Humanitarian Response Unit IAWG Annual Meeting 8-10 October 2007 Nairobi

WHY HUMANITARIAN REFORM? Increasing number and complexity of crisis situations Increasing number and complexity of crisis situations Enhanced expectations of UN and NGO roles in crises - need for better delivery Enhanced expectations of UN and NGO roles in crises - need for better delivery Increasing public interest in humanitarian response – demand for accountability Increasing public interest in humanitarian response – demand for accountability Increased humanitarian funding but INEQUITABLE (doubled in the past decade, creation of CAP) Increased humanitarian funding but INEQUITABLE (doubled in the past decade, creation of CAP)

Aspects especially good for us! Linking of humanitarian and recovery programming and the Millennium Development Goals Linking of humanitarian and recovery programming and the Millennium Development Goals Growing awareness on RH/gender issues in crisis (SecCouncil resolutions 1308 and 1325) Growing awareness on RH/gender issues in crisis (SecCouncil resolutions 1308 and 1325) Momentum for prevention and response to SGBV & SEA in conflict and post- conflict (Media attention, SC work, 2006 Brussels symposium, etc.) Momentum for prevention and response to SGBV & SEA in conflict and post- conflict (Media attention, SC work, 2006 Brussels symposium, etc.) Zero-tolerance policy Zero-tolerance policy

reform HUMANITARIAN Whose reform? Inter-Agency Standing Committee (IASC) Inter-Agency Standing Committee (IASC) Composed of NGO consortia, Red Cross and Red Crescent Movement, IOM, World bank and UN agencies Composed of NGO consortia, Red Cross and Red Crescent Movement, IOM, World bank and UN agencies

THREE PILLARS OF REFORM - AND THE FOUNDATION CLUSTER APPROACH Adequate capacity and predictable leadership in all sectors HUMANITARIAN COORDINATORS Effective leadership and coordination in humanitarian emergencies HUMANITARIAN FINANCING Adequate, timely and flexible financing PARTNERSHIP Strong partnerships between UN and non-UN actors

PILLAR 1: Predictability

Cluster Approach What is a cluster? A sectoral group comprising organizations and other stakeholders, with a designated lead, working in an area of humanitarian response in which gaps in response have been identified. Clusters are organized at both field and global levels. Aim of the cluster approach High standards of predictability, accountability and partnerships in all sectors or areas of activity High standards of predictability, accountability and partnerships in all sectors or areas of activity More strategic response (filling the gaps) More strategic response (filling the gaps) Better prioritization of available resources Better prioritization of available resources

IASC Health Protection Early Recovery RH SGBV gender Wat San Camp Nutrition Logis Telecom Shelter Global Clusters hygiene

When is the cluster approach applied? Major “new” emergencies Major “new” emergencies On-going emergencies On-going emergencies Contingency planning Contingency planning

Global cluster leads  Cluster/Sector Working Group  Agriculture  Camp Coordination & Camp Mgmt  Early Recovery  Education  Emergency Shelter  Emergency Telecomms  Health  Logistics  Nutrition  Protection  Water, Sanitation & Hygiene Global Cluster Leads FAO UNHCR & IOM UNDP UNICEF & Save the Children UNHCR & IFRC (Convenor) OCHA (UNICEF & WFP) WHO WFP UNICEF UNHCR UNICEF

reform HUMANITARIAN Gender Equality UNFPA and WHO (IASC SWG) HIV/AIDSUNAIDS (IASC TF) EnvironmentUNEP (Others: human rights, older persons, etc) Cross-cutting Issues

Cluster Leadership Approach What does the Cluster Lead do?  Partnerships: Identify partners; chair cluster with UN, Red Cross/Red Crescent, IOM and NGO participation  Preparedness: Develop and maintain predictable cluster response capacity (stockpiles, trained staff, rosters, etc)  Standards and policy-setting Global level:

Cluster Leadership Approach What does the Cluster Lead do?  Identify and work with key technical partners  Coordinate programme implementation within sector  Develop a plan, according to need  Apply standards  Monitor and report on impact  Advocate on behalf of cluster and mobilise resources  Train & build capacity of national actors/civil society  Serve as provider of last resort Field level (terms of reference): The Cluster Lead, in this capacity, is accountable to the Humanitarian Coordinator

Cluster Leadership Approach What is meant by “provider of last resort”? “…the commitment of cluster leads to do their utmost to ensure an adequate and appropriate response.” “…it is necessarily circumscribed by some basic preconditions that affect any framework for humanitarian action, namely unimpeded access, security, and availability of funding.” “…need to be applied in somewhat different ways, depending on the type of cluster.” “…determination of when last resort applies will usually depend on the HC and IASC Country Team’s advice that critical needs are not being met by existing responses.”

Cluster linkages Global cluster leads are accountable to the ERC for carrying out their TORs. Global cluster leads are accountable to the ERC for carrying out their TORs. Field cluster leads report to the HC. Field cluster leads report to the HC. Field clusters should use the GCL as a resource. (advice on global standards; policies and best practice; operational support; general guidance and training programmes) Field clusters should use the GCL as a resource. (advice on global standards; policies and best practice; operational support; general guidance and training programmes)

IASC Working-Group and subsidiary bodies GENDER SUBWORKING GROUP (Gender mainstreaming (handbook), surge capacity (GENCAP) and GBV guidelines roll out) (Gender mainstreaming (handbook), surge capacity (GENCAP) and GBV guidelines roll out) Task Forces:  HIV in humanitarian situations  Human rights and humanitarian action  Mental health and psychosocial support in emergency settings  Safe access to firewood and alternative energy in humanitarian settings

The cluster approach: challenges  Process rolled out before agencies were prepared  Cluster leadership very uneven  Securing comprehensive RH and GBV as priority areas required intense advocacy  Ensuring that cross-cutting issues such as gender, HIV/AIDS and age are mainstreamed in all clusters requires constant presence and monitoring

The cluster approach: possibilities  Greater level of predictability and accountability for provision of services  Consolidation/reinforcement of global, national, and local partnerships  Opportunities for training and preparedness  Improved surge capacity, including for protection and gender (eg. GenCap, ProCap)

PILLAR 2: Leadership

Humanitarian Coordination Actions to strengthen the HC system 1. Establish broad-based humanitarian country teams 2. Greater inclusiveness, transparency and ownership in the appointment of humanitarian coordinators 3. RC/HC “score card” to be developed 4. Training and induction for HCs 5. Support to HCs during emergencies and in transition (GenCap)

Adequate, timely and flexible financing

Central Emergency Response Fund (CERF) Provides one tool to ensure timely, adequate and flexible funding $300 million disbursed thus far 66 current donors Funds UN agencies at this time. UN agencies to fund NGO implementing partners For more information about CERF, visit ochaonline2.un.org/cerf

CERF General Assembly in 2006 upgraded the CERF to US$ 500 million with a US$ 450 million Grant Component. Rapid Response (2/3)  promote early action and response to reduce loss of life  enhance response to time-critical requirements Under-funded Emergencies (1/3)  strengthen core elements of humanitarian response in under-funded crises (bi-annual allocations)

CERF Criteria  Activities that remedy, mitigate or avert direct physical harm or threats to a population or major portion thereof  Also common humanitarian services that are necessary to enable life-saving activities Funds will target core life-saving activities as per the assessment of the HC/RC

What CERF will fund… Within HEALTH:  Coordination  Surveillance  Emergency PHC (suppt for services)  SGBV medical and psychosocial support  Communicable disease control  Maternal and neonatal risk, RH emergency interventions (including provision of kits based on the MISP)

And on a case by case basis:  HIV/AIDS emergency awareness and provision of educational material/condoms  HIV/AIDS counseling, testing and treatment for vulnerable groups

Other areas of support: Within EDUCATION:  Essential life-saving skills Within NUTRITION:  Micronutrient supplementation Within PROTECTION:  SGBV response, awareness and education Within WATSAN:  Hygiene and sanitation supplies, esp for women and girls

What CERF does NOT fund…  Recurrent costs (staff salaries, maintenance, etc)  Generic early warning or prevention activities or stockpiling  Capacity building and training (unless related to direct implementation of emergency response)

CERF support for RH and gender-related activities UNFPA example: 2006 – 8 countries, $1.7m 2007 to date: 22 countries, $7.8m Primarily provision of hygiene supplies, RH and GBV programming

Partnerships Between UN and non-UN Actors The Global Humanitarian Platform Forum of NGOs, Red Cross and Red Crescent Movement, UN and international organizations Forum of NGOs, Red Cross and Red Crescent Movement, UN and international organizations Shared responsibility in enhancing the effectiveness of humanitarian action Shared responsibility in enhancing the effectiveness of humanitarian action Meets annually Meets annually Developing “Principles of Partnerships” (diversity, mutual respect, responsibility, transparency, etc.) Developing “Principles of Partnerships” (diversity, mutual respect, responsibility, transparency, etc.)

Partnerships UN and non-UN Actors IASC Country Teams now a requirement in all countries with Humanitarian Coordinators IASC Country Teams now a requirement in all countries with Humanitarian Coordinators

Implications for RH Window of opportunity to include RH and gender issues into cluster standards and coordination mechanisms Window of opportunity to include RH and gender issues into cluster standards and coordination mechanisms >>>>donor and stakeholder and HC awareness >>>>donor and stakeholder and HC awareness CERF and CHF funding, based on local decision- making, has proven to be “RH-Friendlier” and “Gender-Friendlier” than CAP funding was CERF and CHF funding, based on local decision- making, has proven to be “RH-Friendlier” and “Gender-Friendlier” than CAP funding was Standby arrangements such as with NRC, DRC, and GENCAP can allow for additional specialized staffing to implement RH activities Standby arrangements such as with NRC, DRC, and GENCAP can allow for additional specialized staffing to implement RH activities