Developing a shelter strategy

1. 30 mins Developing a shelter strategy This session describes the benefits of developing a strategic plan for response, and identifies 11 activities as a planning template India, 2001

2. Session objectives • The key learning objectives of this session are to form an • understanding of: • the benefits and risks of developing a sector strategy • applying a template to create a strategic plan

3. Session objectives • The key learning objectives of this session are to form an • understanding of: • the benefits and risks of developing a sector strategy • applying a template to create a strategic plan

4. Benefits of a strategic plan Develops and maintains a consensus between all stakeholders Ensures direction and agreement of works at national, district and local levels Ensures implementation throughout the response in a phased manner Defines sector roles and encourages coordination between sectors A strategy is required to ensure that the expectations, capacities and needs are adequately understood and catered for

5. Coordinating and developing a strategy • Checklist for coordinating and developing a strategic plan: • Form a team of key representative stakeholders • Consult with all levels of sector • Develop drafts of first versions of strategic, programme andproject plans • Agree on first versions • Disseminate the plans • Build and revise the plans continuously throughout the response • Monitor and evaluate the plans throughout the response

6. Implementation at all levels See participant folder Diagram: Transitional settlement and reconstruction after natural disasters (United Nations, 2008) Strategic planning Transitional settlement fordisplaced populations Transitional reconstruction fornon-displaced populations Programmeplanning Project planning

7. Session objectives • The key learning objectives of this session are to form an • understanding of: • the benefits and risks of developing a sector strategy • applying a template to create a strategic plan

8. Elements of a strategic plan What does a strategic plan need to identify and address? what is the humanitarian priority how to work with other stakeholders what are the barriers what are the sheltering and rebuilding options what is the schedule of works what do we have to work with how to involve community, other groups what are the needs, throughout the response how could the situation change what are the legal issues what happens when we leave - turn over responsibility

9. Discussion Discussion in groups • Working in groups, list operations you have worked in: • with a strategic plan for the sector • without a strategic plan for the sector In groups of five, use the whiteboards and post-its to discuss and group operations you were involved in

10. Guidelines identify 11 activities Transitional Settlement and Reconstruction after natural disasters identifies 11 activities as a planning template: Transitional settlement and reconstruction after natural disasters (United Nations, 2008) • Strategic planning objectives - what is the humanitarian priority • Coordination - working with other stakeholders • Critical path analysis - what are the barriers • Transitional settlement and reconstruction - what are the sheltering and rebuilding options • Resources - what do we have to work with • Schedule for implementation - what is the schedule of works • Participation - how to involve community • Assessment, monitoring and evaluation - what are the needs • Scenarios - how could the situation change • Legal framework - what are the legal issues • Handover - what happens when we leave

11. Interdependent activities See participant folder Diagram: Transitional settlement and reconstruction after natural disasters (United Nations, 2008) Strategic planning objectives Coordination Handover Legalframework Critical path analysis Strategic Plan Transitional settlement and reconstruction Scenarios Assessment, monitoring and evaluation Resources Schedule for implementation Participation

12. 1/11: strategic planning objectives Determining strategic planning objectives involves achieving consensus with all stakeholders over the intended outcome • who the main affected stakeholders are • who the main assisting stakeholders are • who should participate in the planning process • the desired end state, including vulnerability reduction • a time frame • situation-specific concerns • how the transitional settlement and reconstruction strategy fits into the wider strategic plan

13. 2/11: coordination odi.org.uk/ alnap • Coordination aims to: • ensure stakeholders communicate and share information • ensure that coordination mechanisms are comprehensive, • and are themselves coordinated • support the implementation of the strategic plan • - equitably • - in a timely manner • reach agreement on focal points and responsibilities

14. 3/11: critical path analysis Transitional Settlement: Displaced Populations(Corsellis and Vitale, 2005) • Critical path analysis involves all stakeholders in identifying, • agreeing and describing the mainopportunities and barriers, • including: • physical access • capacity • land rights • weather • Each barrier or opportunity identified requires: • discussion of its likely impacts • indicators - is the situation improving or deteriorating? • what has been done about it? • what can be done about it?

15. 4/11: settlement and reconstruction See session ‘shelter and settlement options’ and session ‘shelter and reconstruction options’ • Transitional settlement and reconstruction involves deciding which • option will be supported and how • This includes: • selection from the six transitional settlement and six transitional reconstruction options as appropriate for support • agreeing the appropriate level of support for each option • ensuring that the support offered to each option is equivalent • ensuring that the transitional settlement and reconstruction plans, as a whole, contribute to the strategic and national programme

16. 5/11: resources See session ‘resource management’ Identify resources required for strategic, programme and project plans Determine where they are and how the resources will be obtained, stored and distributed Resources capacity materials and resources funding

17. 6/11: schedule for implementation • Implementation involves stakeholders deciding and understanding: • how the main bottlenecks in implementation will be overcome • which major activities must be undertaken • when and where each activity will take place • when strategic reviews will take place • which indicators will be used • that equity of response is ensured

18. 7/11: participation See session ‘participation’ The UNHCR Tool for Participatory Assessment in Operations (UNHCR, 2006) • Participation aims to: • involve all stakeholders, ensuring that all opinions are heard and that everyone can express themselves comfortably • identify and support a common agreement • ensure that all stakeholder groups have their roles and representation recognised and integrated into coordination Continuous participation is important in the development and implementation of the response strategyat every level

19. 8/11: assessment See session ‘assessment, monitoring and evaluation’ Impact Assessment for Development Agencies: Learning to Value Change (Roche, 1999) • Continuous assessment, monitoring and evaluation is required to • provide information that informs the strategic plan • The purpose of assessments is to ensure that response is: • appropriate to needs and circumstances • consistent with the strategic planning objectives • Assessment, monitoring and evaluation must be: • sufficient • appropriate • coordinated

20. 8/11: monitoring and evaluation Impact Assessment for Development Agencies: Learning to Value Change (Roche, 1999) • Continuous monitoring and evaluation of the situation will ensure • up to date information on factors such as: • beneficiaries • - population needs • risks • - hazards and vulnerabilities • damage levels • - to buildings, infrastructure and livelihoods • capacities • - of each of the stakeholders as it varies over time • resources • - material and environmental resources of the population

21. 9/11: scenarios • A number of different scenarios must be developed, from a best- • case scenario to a worst-case scenario • Scenario planning should assist in the selection of transitional • settlement and reconstruction options by: • building on the assessment process • taking into account factors such as: • - beneficiaries • - risks • - damage levels • - capacities • - resources • identifying several possible indicatorsfor eachscenario, defining when one scenario is more probable • identifying the most likely scenario

22. 10/11: legal framework See session ‘law, principles and standards’ • The purpose of a legal plan is to achieve a comprehensive and • integrated legal framework that supports: • the affected and host population • transitional settlement and reconstruction • survival • land rights and use • beneficiary selection

23. 11/11: handover • A handover plan should ensure that responsibilities are transferred • and that any additional responsibilities are identified • Various handovers will occur throughout the response, • both between and within stakeholder groups • Handover will include passing responsibility between: • coordinators within the various coordination mechanisms • individuals within organisations • search and rescue teams, the government and within the humanitarian community • Final handover occurs once the strategic planning objectives • have been achieved

24. Strategic plan throughout response Strategic planning objectives Coordination Critical path analysis Transitional settlement and reconstruction Resources Schedule for implementation Participation Assessment, monitoring and evaluation Scenarios Legal Framework Handover Emergency Recovery Durable solutions

25. Summary • The objectives of this session were to form an understanding of: • developing a sector strategy ensures • consensus between all stakeholders and at all levels • implementation throughout the response in a phased manner • defines sector roles • applyinga template to create a strategic plan