Humanitarian Innovations Fund 14 TH October 2010

1. Humanitarian Innovations Fund14TH October 2010

2. Innovation is in the air... “...innovation is so important. We need to try new approaches and take more risks... many of the reforms I’m spearheading at USAID are rooted in this entrepreneurial, innovative approach...” Dr Rajiv Shah, USAID Administrator, speaking this week at launch of the new USAID Development Innovation Ventures Fund

3. Agenda • Background – what do we know about innovations • The Fund – Design, Timelines, Expectations

4. Over the last 10-15 years, aid agencies have attempted numerous strategies to improve humanitarian work • Three broad, overlapping approaches can be discerned... • Focusing on performance and results • Developing codes, standards and principles • Improving participation of affected communities and local ownership

5. Many different kinds of change and reform initiatives to help improve the sector STRUCTURE • Clusters • Internationalisation / Decentralisation QUALITY, ACCOUNTABILITY, LEARNING, ADVOCACY • Sphere, HAP • ICVA, Voice • ALNAP, PiA • URD, CoordSud JOINT ACTION AND PARTNERSHIPS • Joint Ventures e.g. ECB, Good Humanitarian Donorship • Capacity Building Programmes • Partnership Building e.g. WEF PPPs THEMATIC DEVELOPMENT • Rights & Empowerment • HIV-Aids, Gender • LRRD • Protection • Participatory Approaches BUSINESS PRACTICES • Finance & Funds e.g. CERF • Leadership e.g. HCs • Communications & Media

6. As the ALNAP State of the Humanitarian System report found... “...the system [is] steadily and incrementally improving its own internal mechanics and technical performance, while remaining deficient in some big picture requirements for effectiveness...”

7. ALNAP research shows the tendency has been to work within existing mental models and paradigms of aid “...much ongoing work in the realm of humanitarian performance, learning and accountability does not seek to generate new and different ways of operating. Rather, it focuses on existing practices, policies and norms ofbehaviour, and involves detecting and correcting deviations and variances from these standards...”

8. This is not unique to the aid sector • “If I had asked people what they wanted, they would have said a five-legged horse” • Henry Ford

9. As the TEC identified.... “...Agencies need to pay as much attention to how they do things, as to what they actually do...”

10. ALNAP’s work on innovations • Started in 2008 • In depth study • Recommended a system-wide innovations fund • Major international conference in London 2009 • Funding announced by DFID Perm Sec • Publication of case studies • 6 so far • Collaboration with DFID / ELRHA • 2009-ongoing

11. Examples: Community-based feeding therapy • Utilising corporate knowledge, new products and participatory approaches to transform malnutrition treatment

12. Examples: Cash-based programming • From Clara Barton to the Tsunami

13. Examples: Use of mobiles in emergencies • Partnerships with leading technology and mobile operators • Cash and food distributions

14. Example: Transitional Shelter • Shelter as a process, not a product • Community-led process

15. All innovations pass through a number of broad stages

16. Context matters a great deal...

17. Come in, ELRHA... “...In all the case studies, research and evaluation played an important role in identifying the space for innovation, assessing appropriate innovations, evaluating pilots, and disseminating positive results...” “...The role of academic and research institutions is notable in the case studies. However, the evidence suggests that this kind of relationship is presently under-exploited in the sector overall...”

18. Resources.... “...Many respondents argued that the sector has failed to invest properly in R&D...” “...the system... must still urgently encourage innovation and entrepreneurialism whereby humanitarian agencies can make new discoveries and risk new approaches...” “...we need to prioritise innovation and risk-taking in humanitarian policies and practice...”

19. Recommendations of ALNAP Study 3. “...The humanitarian sector should establish a cross-sector mechanism to facilitate innovations... providing support to innovation processes and raising pooled R&D resources for the sector...” 4.Humanitarian agencies should aim to work in partnerships for innovation, drawing partners both from outside the sector and from current humanitarian counterparts

20. Agenda • Background – what do we know about innovations • The Fund – Design, Timelines, Expectations

21. A new facility for the humanitarian sector • To enable the sector and its partners to identify, develop and test new technologies and processes that will lead to demonstrated, cost effective improvements in humanitarian outcomes

22. Management of the HIF • Partnership between ELRHA and ALNAP • Save the Children Official Grant host, DFID the first donor • The ELRHA Steering Group Governance and accountability • HIF staff team Day to day management

23. Strategy, positioning and direction • The HIF Strategy Group Generates thematic priorities for the HIF, develops criteria for each call for proposals, positions the fund strategically • Independent expert grants panel Assesses and selects proposals for funding

24. Aims to support innovations at each of the five stages of the process

25. How the HIF will operate • Small grants, up to £20,000 Responsive mode, implementation period up to 6 months, for recognition, invention, dissemination • Large grants, £75,000- £150,000 Fixed calls, implementation period up to 18 months, for development and implementation

26. What might be expected in the proposal criteria • Projects that clearly understand and articulate the stage and type of innovation they are proposing • Projects that are consistent with humanitarian and ethical principles and standards • Projects that address a key area for improving humanitarian efficiency and effectiveness, and attempt to address a long-standing problem with an innovative product or process • Projects that illustrate how the benefits of the innovation can be demonstrated in a systematic fashion • Projects that aim to be as collaborative as possible e.g. 2 + implementing humanitarian agencies, demonstrate meaningful linkages with academia, research, the private sector, and local and national civil society / government and research partners.

27. What might be expected of successful proposals Successful innovations often involve: • engagement with multiple stakeholders, providing practical and relevant solutions to longstanding problems • grounding in a practical understanding of how relevant systems currently work, and how they could be improved • application of high-quality relevant research and knowledge on both the existing ‘state of play’ and improvements achievable through the potential innovation • access to and participation in academic and private-sector knowledge networks • communication of the evidence of innovation success in an effective and credible manner

28. Timeline (1) 2010 • Formation of the HIF Strategy Group • Recruitment HIF grants officer • Formation of the grants panel • Creation and launch of the HIF information website • Additional donors engaged • Launch of the first call for proposals

29. Timeline (2) Spring 2011 • Responsive mode facility open • Information sharing events • Close of the first Call (March/April) • First Grants Panel meeting and dissemination of the first round of grants • Announcement of the 2nd call for proposals

30. Timeline (3) Summer 2011 • Information sharing events • Close of the second Call • Second Grants Panel meeting and dissemination of the second round of grants

31. Further information • Guidance and information on innovation – research, concepts, presentations, case studies: • b.ramalingam@alnap.orgk.scriven@alnap.org • http://www.alnap.org/initiatives/current/innovations.aspx • Any questions about fund itself? • Please email hif@elrha.org • Dedicated website coming soon