FUNCTION 3 – ‘ PLANNING AND STRATEGY DEVELOPMENT ’: Apply and adhere to existing standards M3...

FUNCTION 3 – ‘PLANNING AND STRATEGY DEVELOPMENT’: Apply and adhere to existing standards

M3 – S1

Systems Building as an overarching approach…

Let me tell you a true story…

Shwe Mi – 9 yo – Girl…Not doing well in school… Teacher sees that she is withdrawn and has some bruises etc says nothing

Starts missing school – starts working in local store

Shwe Mi is no longer at school or in the local store

Shwe Mi is in Yangon working on the streets

Shwe Mi starts working at a Karaoke bar suggested by a friend

2 years later - Shwe Mi is found in BangkokNo papers just her name

Where are the duty bearers?

Who is responsible?

The Minimum Standards for Child Protection in Humanitarian Action…

The minimum standards are intended to… 1. Establish common principles amongst all actors who play a role in child

protection and strengthen coordination among them2. Improve the quality of child protection programming to achieve greater

impact for children 3. Improve accountability within the child protection sector during

emergencies4. Further define the professional field of child protection particularly during

emergencies. 5. Synthesize and make available good practice and learning in child

protection to date 6. Enable humanitarian workers and others to better advocate and

communicate on child protection risks, needs and responses.

Plus the four key principles of the CRC - survival and development; non-discrimination; best interest; participation

How can the CPMS be used? To plan and cost humanitarian interventions To establish common and measurable expectations To establish agreement on common principles between different actors To monitor and evaluate the quality and effectiveness To guide and evaluate the allocation of funding To induct and train new staff or partners As a self-learning tool and a reference text To enable advocacy on child protection issues, and to brief decision-makers on

child protection To enable those working in other sectors of humanitarian action to protect

children better.

FUNCTION 3 – ‘PLANNING AND STRATEGY DEVELOPMENT’: Develop sectoral plans, objectives and indicators that directly support

realization of the HC/HCT strategic priorities

M3 – S2

Abari Islands was hit by hurricane 2 days ago. While the waters have receded in most locations now, more than 65% of the population in affected areas are living in evacuation centres or makeshift shelters with houses destroyed and access back to affected areas limited. More than 60% of affected populations are under 18. An estimated 5% of the affected population are missing feared dead.

Food and water are in short supply and accessibility is a major challenge with some affected islands 6+ hours away by canoe.

A Situation Analysis was completed without CPWG input. Findings included: documented children that are missing or separated; the lack of institutions to look after separated children; risk of exploitation and trafficking; and documented cases of children in contact with the law.

Environmental risks continue as it rains with people also at risk due to mud slides. More storms are expected. There has been a dramatic influx of aid workers and agencies.

The Islands of Abari

D1

D2

D3

M3 – S4

FUNCTION 3 – ‘PLANNING AND STRATEGY DEVELOPMENT’: Resource Mobilisation

Humanitarian Programme Cycle

Humanitarian Finance - the basics DEMAND: (Appeals for funding)

– agency appeals

– consolidated appeals processes

• Flash Appeals

• Consolidated Appeals Process (CAPs)

• Common Humanitarian Action plans (CHAPs)

SUPPLYSUPPLY:(Funding sources)National governmentcivil societyNGO fundsbilateral donorsmultilateral donorsprivate sectorpooled funds

CERF Emergency Response Fund Common Humanitarian Fund

IASC Gender Marker

Demand side: APPEALS

What is a Flash Appeal?• overview of urgent life-saving needs

• within a week of emergency's onset

• acute needs 3- 6 months

Consolidated Appeal if beyond 6 months

Includes:rapid needs assessments (3 days!)all cluster response plansprojects for funding

Indicative timeframe

What is a CAP?

A Consolidated Appeal is basically, a longer version of a Flash Appeal (12 months), for longer-term crises, offering more analysis and detail.

Supply side: POOLED FUNDS

Pooled funds3 types:

CERF CERF - Central Emergency Response Fund

CHFCHF - Common humanitarian funds

ERFERF – Emergency Response Funds

Worldwide….Worldwide….

Country specific….Country specific….

Small scale for Small scale for gaps….gaps….

Flash Appeal –Multiple donors

CERF Project proposals

ClusterReponse

Plan

plus projects

Consolidated Appeals

Process (CAP)

6 months on up to 6 months

Timeline for Planning and Appeals

Coordinators have crucial role:•involve all cluster participants

•coordinate rapid needs assessments

•set cluster strategy and priorities

•lead & coordinate response plans

•gather project proposals inclusively

•vet projects transparently

ALL VERY FAST!

What is CERF?1. Rapid response grants (2/3 of grant facility)

• to meet immediate relief needs • for local procurement and/or transport

2. Under-funded crises (1/3 of grant facility)

If no other funding source immediately available, including agencies’ own un-earmarked agency funds and earmarked donor grants

3. Loans ($50 million)

Funding committed but not yet paid; or commitment very likely

Who can receive CERF Grants?

NGOs cannot apply directly for CERF funds, but:

– should participate in process as part of Child Protection Sub-Cluster

– do receive funds as implementing partners of UN agencies & IOM

Life-saving activities or services

Time-critical actions or resources

Essential CERF criteria

If not m

et, then

CERF Funding Criteria

All projects funded through the CERF grant component must be for life-saving /

core emergency humanitarian programmes defined as:

Activities that, within a short time span, remedy, mitigate or avert direct loss

of life, physical harm or threats to a population or major portion thereof.

Also permissible are common humanitarian services that are necessary to

enable life-saving activities (e.g. air support, emergency telecommunications,

logistics).

Activities Outside CERF MandateActivities that are not immediately life-saving, such as disaster mitigation, early warning, prevention and preparedness, economic recovery, poverty reduction, and disarmament, are not suitable for the CERF.

CERF contributions do not cover:– Recurrent costs (regular government staff salaries, running office and maintenance

costs, etc.)– Regular agency stockpiling – Capacity building and training (funded only if related to direct implementation of

emergency response)

** Proposals that contain life-saving elements in the project narrative but the budgets focus on non-life-saving elements are not suitable for the CERF grant window. **

Examples of Life-Saving ActivitiesSECTOR CRITERIA EXAMPLES

Agriculture Activities that have a direct and immediate impact in protecting and restoring the livelihood of families affected by an emergency

Provision of seeds, tools and fertilizer to restore food production capacity, survival of productive animals when primary source of livelihood, initial inputs for plague control

Coordination and support services

Activities that support the delivery of priority life-saving activities provided by UN agencies, NGOs and governments in emergency response

Emergency telecommunications equipment, evacuation services, transport, Joint Logistics Centers, safety and security measures

Education in Emergencies

Interventions aiming at restoring educational and recreational activities for children and adolescents during an emergency

School tents and other education material, emergency repair of primary education facilities, essential life-saving skills

Child protection

Activities which can be funded by CERF•Identification, registration, family tracing and reunification or interim care arrangements for separated children, orphans and children leaving armed groups/forces.•Ensure proper referrals to other services such as health, food, education and shelter•Identification, registration, referral and follow-up for other extremely vulnerable children, incl. survivors of GBV and other forms of violence, children with no access to basic service and those requiring special protection measures

Child protection (continued)

Activities which can be funded by CERF•Activities incl. advocacy, awareness-raising, life-skills training, and livelihoods•Provision of psychosocial support to children affected by the emergency, e.g. through provision of child-friendly spaces or other community-based interventions, return to school or emergency education, mental health referrals where expertise exists•Identification and strengthening, or establishment of community-based child protection mechanisms to assess, monitor and address child protection issues

Life-Saving Maybe, depending on context

Not Life-Saving

Primary Healthcare De-mining Infrastructure Reconstruction

Therapeutic Feeding Livestock Vaccinations IM systems

Emergency Watsan

General Food Distributions

Micro-credit

Shelter/NFI Surveillance systems Preparedness Plans

ProtectionEm. Education

Psycho-social Vulnerability assessments

Priority Activities

Main reason for delays in CERF funding… …

BUDGET ERRORS…

What is wrong with this budget?Cost breakdown   Amount (USD) 

A. Staff costs (salaries and other entitlements) (drivers to deliver food) $50,000

B. Travel -

C. Contractual Services -

D. Operations (please itemize below; add rows if necessary)

Transport of food and water containers $50,000

-

E. Acquisitions

F. Other -

Subtotal project requirements $200,000

G. Indirect programe support costs (not to exceed 7% of subtotal project costs)

PSC amount (none needed) 0

Total cost $200,000

http://cerf.un.org

Cost breakdown   Amount (USD) 

A. Staff costs (salaries and other entitlements) (drivers to deliver food)

B. Travel

C. Contractual Services

D. Operations (please itemize below; add rows if necessary)

Transport of food and water containers

E. Acquisitions

F. Other

Subtotal project requirements

G. Indirect programe support costs (not to exceed 7% of subtotal project costs)

PSC amount (none needed)

Total cost

$4,000,000

What is wrong with this budget?

GPC study on funding of protection 2007 -2012

5 general conclusions about donors:1. donors have varied interpretations of xxxxxxxxxxxx

to a large extent because it lacks a simple conceptual framework with a universal terminology: it is hard to explain to the public and to decision-makers.

1. donors don’t generally make the major xxxxxxxxxx xxxxxxxx decisions

(indeed no donor can say with confidence how much of their funding is spent on protection) but tend to allocate resources to priority countries and trusted partners ideally with as little earmarking as possible.

3. Many donors are concerned about the xxxxxxxx of protection programming

and the narrow range of capable partners in this sometimes sensitive field of humanitarian work. At the same time, donor administrative constraints lead them in most cases to prefer fewer, larger projects.

4. Most donors would like to see better xxxxxxxx xxxxxxx xxxxxxx.

3. some donors are placing increased emphasis on xxxxxxxxxxx, as an important complement to protection-specific programming.

2 recommended protection funding strategies: 1. Increase the supply by advocating for more funding to be

allocated to protection, and

2. increase the demand by improving the standing of protection within the overall humanitarian response and the quality of protection work.

The two are closely related. Advocacy to increase the quantity of protection funding will fall short of expectations unless it is accompanied by clear commitment and action to improve the quality of protection work.

In the short term, it is xxxxxxxxxxxxxxxx more than donorswho can increase the focus on protection:

1. Advocate within protection organisations for a greater share of unearmarked or privately-raised funding to be allocated to protection, and

2. Increase protection content in multi-sector or integrated programmes pitched to donors.

Abari Islands was hit by hurricane 2 days ago. While the waters have receded in most locations now, more than 65% of the population in affected areas are living in evacuation centres or makeshift shelters with houses destroyed and access back to affected areas limited. More than 60% of affected populations are under 18. An estimated 5% of the affected population are missing feared dead.

Food and water are in short supply and accessibility is a major challenge with some affected islands 6+ hours away by canoe.

IA Rapid Assessment was completed on two islands affected without CPWG input. Findings included: documented children that are missing or separated; the lack of institutions to look after separated children; risk of exploitation and trafficking; and documented cases of children in contact with the law.

Environmental risks continue as it rains with people also at risk due to mud slides. More storms are expected. There has been a dramatic influx of aid workers and agencies.

The Islands of Abari

D1

D2

D3

Effective Meeting Skills

Photo shows working group 5 in session: photo courtesy UN OCHA.

M3 – S5

Well run and productive Meet on basis of need

– rationalise frequency and type – flexible approach

Complement other coordination mechanisms

Cluster Guidance Note on meetings

Nowhere does it say that you have to hold a meeting!

IASC Self-Assessment Findings

Participation in clusters has come to mean…

attending (often poorly managed) meetings…attending (often poorly managed) meetings…

After

Meeting as part of a process…

During

During

Before the meeting: PreparationPreparation

Why: Clear objectives

What: Clear agenda

Who: Right people? Anticipate issues?

Where: Choice? Layout? Seating?

When: Best time? Enough time?

How: How to facilitate effectively?

During the meeting

An Effective Facilitator….

TASKKeeps to agendaMaintains focus

Establishes common groundRecords decisionsRemains neutral.

PROCESSSets ground rules

Listens and observesResolves conflictManages paceEncourages all

Encouraging Participation…

Creating a positive start…The beginning of each meeting needs to:

Relax and reassure

Set the tone

Encourage involvement

Focus attention on purpose

Build trust

Techniques for involving allSmall

groups

…?

Voting

Post-itsAllocate roles

Round robin

After the meeting…..

Action notes

Followup

Collate attendance sheets

?

Effective meetings

clear objectives

right people

involve everyone

open and honest

run to time

clear agreed action

Top Tips…

Based on today’s reflections what are your top 5 tips for country level CPWG’s