PARTNERSHIPS

1. Holistic approach STRENGTHENING HUMANITARIAN RESPONSE LEADERSHIP CAPACITY & PREDICTABILITY FINANCING PARTNERSHIPS

2. Strengthened Response, Better leadership Humanitarian Reform focuses on: Strengthen support to the national authorities Expand role and accountability of HC/RC Predictable funding Cluster Approach Building Better Partnerships Global Capacity building

3. Ensuring Capacity & Predictability:The Sector Approach

4. reform HUMANITARIAN Government/National Authorities • The Government has primary role in organizing humanitarian assistance in a disaster (GA Resolution 46/182). • Reform promotes closer cooperation and linkages between national and international partners. • All humanitarian action must be inclusive • Training and capacity building.

5. Predictability, Accountability and Partnership in all response sectors • Better support to national-led response efforts • Common standards and tools • Predictable stockpiles and trained expertise • Unified interface for Governments, donors & other actors • “First port of call” and “provider of last resort” • Mainstreaming Gender, HIV/AIDS, Environment

6. reform HUMANITARIAN 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/Sector Leads FAO UNHCR & IOM UNDP UNICEF & Save the Children UNHCR & IFRC (Convenor) OCHA (UNICEF & WFP) WHO WFP UNICEF UNHCR UNICEF

7. Cluster/Sector Approach: Impact on the Ground Donors, IASC partners, National authorities feedback to date: • Roles and responsibilities clearer • Partnerships and coherence improved • Engagement with and support to national authorities better • Significant potential to enhance overall effectiveness of humanitarian response

8. Northern Region – Sector Overview

9. Global Capacity-Building • Two-year effort to build predictable and harmonised response capacity among UN and non-UN humanitarian actors: • Common stockpiles, • Trained deployable staff, • Harmonised standards, guidelines & tools • Vital element of humanitarian reform • Potential to have most impact on performance in field

10. reform HUMANITARIAN Responsibilities of field-based cluster/sector leads (Terms of Reference) • Inclusion of key humanitarian partners • Appropriate coordination mechanisms • Coordination with national/local authorities, local civil society etc. • Participatory and community-based approaches • Attention to priority cross-cutting issues (age, environment, gender, HIV/AIDS etc) • Needs assessment and analysis

11. reform HUMANITARIAN • Emergency preparedness • Planning and strategy development • Application of standards • Monitoring and reporting • Advocacy and resource mobilization • Training and capacity building • Provider of last resort

12. Transition to development • Capacities of host Government, development partners and local organizations, and expanding actors • RC or HC in consultation with partners responsible for adapting coordination structures over time Cluster Sector Lead responsible for developing exit or transition strategies based on a consultative process with the aim of strengthening national coordination capacity.

13. What is the same from previous ways of working? • Government still responsible for leading the response (GA Resolution 46/182) • When international assistance is required, UN RC/HC still coordinates international response in support of government response What is different from previous ways of working? • For the first time, clear, agreed focal points for every area of humanitarian work • Governments now have clearer, more predictable sectoral counterparts • Each area “led” by a designated organization, with a terms of reference • Terms of Reference sets the standard for a coordinated response and accountability • NGO/Red Cross partners fully included in decision-making and planning • Access to global resources: stockpiles, technical expertise, tools, standards • Provider of last resort: leads have agreed to fill gaps

14. How to make it happen • Inclusive coordination structures must be in place at the national and field levels; • Humanitarian Country Team, or similar mechanism for strategic planning and decision making by and for all international humanitarian partners; • How do we avoid a coordination disconnect between Accra and Tamale – and ensure that a similar level of inclusion takes place? • We must actively inform GoG and all humanitarian partners of the decisions.

15. FIELD IMPLEMENTATION OF THE CLUCSTER APPROACH • In the period October 2005 to April 2007, the cluster approach was implemented in six ‘major new emergencies’: • · Indonesia [Yogyakarta] • · Lebanon • · Madagascar • · Mozambique • · Pakistan • · Philippines • and six ‘ongoing emergencies’ (out of 25 where Humanitarian Coordinators are designated): • · Colombia • · Democratic Republic of the Congo [DRC] • · Ethiopia • · Liberia • · Somalia • · Uganda • (In addition, the cluster approach was adopted in Cote d'Ivoire, initially only in the area of protection.) • The USG’s stated aim is to have the cluster approach rolled out in ten additional ongoing crises by Dec 2007 (c.f. USG’s 2007 Compact).

16. Ghana Emergency Response • What are the coordination gaps? • What adjustments would we need to make to cover them? • How do we avoid a disconnect between national and regional levels? • What are the next steps?