OCHA coordinates humanitarian response to expand the reach of humanitarian action, improve prioritization and reduce duplication . Request advice and support on coordination from CEG and the Lead Member Emergency Unit. xref Travel and logistical arrangements for emergency staff, 7. At country level, during major crises, the humanitarian coordinator designates the Cluster Lead Agency for all key humanitarian response sectors. What to do: Integration with other sectors, 6. Information support for media and fundraising work, 12. If a Government requests and/or accepts external assistance, a variety of international humanitarian actors may be asked to support disaster response and disaster response preparedness. Coordination between individual member agencies, and between the Start Network and the Senegalese government, was the most commonly cited advantage of ARC Replica compared to more traditional humanitarian responses to drought. HOW to integrate gender into emergency preparedness? They were endorsed by the UN General Assembly as guidelines for the UN Office for the Coordination of Humanitarian Affairs (UNOCHA) as well as by hundreds of non-governmental organisations (NGOs). HEART helps time-pressured decision-makers better understand, interpret and apply evidence. Monitor the effectiveness of the humanitarian coordination in meeting humanitarian needs. Support and advocate for humanitarian access improvement in complex emergency or conflict situation. Organisational planning and staffing requirements, 11. OCHA is the part of the United Nations Secretariat responsible . THE RATIONALE AND CARES COMMITMENTS TO HUMANITARIAN PARTNERSHIP AND LOCALISATION, The Rationale for Partnering and Localisation, External Commitments to Partnership and Localisation, Challenges, Risks, Lessons, and Good Practice, Phase 5: Reflecting, Learning and Influencing, Hardwiring Gender in Humanitarian Partnerships, Partnering with Womens Rights Organisations (WROs), 4. Communicating with staff in an emergency, 6. 2.2.4 Key questions to ask about the intervention: To/by whom, where, what and when? Cash and Vouchers are programme delivery modalities along with in-kind assistance and services. We completed 93 key informant interviews, 157 online surveys, and . Module 2: Humanitarian Actors and Coordination. Multi-Cluster/Sector Initial Rapid Assessment (MIRA) https://www.heart-resources.org/doc_lib/multi-clustersector-initial-rapid-assessment-mira/, Reading 6: OCHA, 2015, Operational Handbook for Country-based Pooled Funds, New York https://www.heart-resources.org/doc_lib/operational-handbook-for-country-based-pooled-funds/, This series of health financing technical seminars organised by the Oxford Policy Management(OPM) Health team, in partnership with HEART, examined how the globally evolving health financing expertise can translate into advances that national health systems make towards Universal Health Coverage (UHC). What not to do: do no harm & common mistakes, 2. London: Overseas Development Institute. The Humanitarian Coordinator is the senior-most United Nations official in a country experiencing a humanitarian emergency. Role of funds mobilisation in an emergency, 2. Role of human resource management in an emergency, 2. 2009. Critical steps in administration management in an emergency, 3. 1. Our knowledge and consultancy services are tailored to support policy decisions and we respond rapidly to requests for assistance as they arise. 2. Ensure that CARE is coordinating with all relevant levels (local and national) of authorities. stronger emphasis on the needs of affected people; improved targeting of the most vulnerable; increased funding for humanitarian priorities; and, greater accountability of humanitarian actors and donors for collective results. there is adequate access to iodised salt for the majority (>90 per cent) of households), shelter and site planning (e.g. Activating and coordinating advocacy in CARE, 7. Role of proposal writing in an emergency, 4. humanitarian action" of November 25, 1994, the Council, in view of the increasing importance of humanitarian aid, welcomed this initiative. 0000003158 00000 n Dates of the Inter-Cluster meetings can be viewed here. These strategic country objectives and cluster plans form the humanitarian response plan (HRP), which is the primary planning tool for the humanitarian coordinator and the humanitarian country team. They were endorsed by the UN General Assembly as guidelines for the UN Office for the Coordination of Humanitarian Affairs (UNOCHA) as well as by hundreds of non-governmental organisations (NGOs). Additional guidelines for non-presence operations, 3. General contract compliance requirements, 4. What not to do: Do no harm and other common mistakes, 5. If used appropriately, Cash and Voucher Assistance (CVA) can be a more flexible, dignified, market friendly, efficient and effective programme delivery modality than in-kind assistance. Role of administration in an emergency, 2. Telecommunications system details and options, 11. Advocacy in relation to non-presence emergency operations, 3. At the global level and in countries, UN Women supports UN and other humanitarian actors, as well as Member States engaged in humanitarian action, to ensure that their crisis response meets both the immediate life-saving and longer-term recovery needs of women and girls. Telecommunications and IT assessments and planning, 5. 2.4 Case study: Unintended impacts of food aid distribution in Burundi, 3.1 The impacts of aid both positive and negative, 4.1 Case studies: Aid exacerbating conflict, 1.2 Types of participation in humanitarian action, 1.4 Why participation is important in an emergency response, 6.2 Sphere Common Standard 1: Participation, 6.3 CAREs Humanitarian Accountability Framework: Benchmark 4, 2.2 General protection assessment checklist, 2.2.1 General assessment checklist for protection, 3.1 Key principles for a protection approach, 3.2.1 Sample checklist: How to protect refugees during the asylum period, 3.4 Case study: Different approaches for different contexts, 1.3 Why disaster risk reduction is important before emergencies, 1.4 Why disaster risk reduction is important during and after emergencies, 3.1 Mainstreaming disaster risk reduction, 3.1.1 Undertake a process of emergency preparedness planning, 3.1.2 Identify opportunities to mainstream DRR throughout CAREs programmes, 3.1.3 Pursue targeted community-based disaster risk reduction programming in partnership with high-risk communities, 3.2 Case study: Practical examples of DRR issues during emergency response, 6.1 Key principles for mainstreaming disaster risk reduction, 2. Coordination with partners and information management are essential to a rapid and effective humanitarian response. Advocate to avoid parallel coordination systems between the host government and the international actors. How to have a coordinated and comprehensive strategy that involves professionals from various disciplines and actors and authorities from diverse organisational cultures? To understand how water, sanitation, and hygiene (WASH) coordination leads to humanitarian response outcomes, we conducted a nine-month mixed-method evaluation in three humanitarian contexts (Cox's Bazar Bangladesh, Democratic Republic of Congo, and Yemen) varying in terms of humanitarian and WASH response and coordination. Aligning proposals with the programme strategy, 1. MONITORING, EVALUATION AND LEARNING (MEL), 3.1. This Group, comprised of UN agencies and civil society organizations, is part of the Inter-Agency Standing Committee (IASC), the primary global body that ensures the coordination of consistent and effective humanitarian assistance. 5. Issues identification and prioritisation, 8. Critical steps for donor contract management, 3. Ongoing contract administration during implementation and monitoring, 9. Coordination between HR and finance units. Transition from contract signing to management of project implementation, 7. Role of media and communications in emergencies, 2. Procedures for a typical distribution, 3. 4. UN Women also supported local service providers, facilitating access to information on where to get life-saving care and treatment for approximately 20,000 women and girls. The Office for Coordination of Humanitarian Affairs (OCHA) is the key agency . HUMAN RESOURCES, SURGE AND SAFEGUARDING, Fit-for-partnering HR policy and practice, skills, and attributes, Ethical recruitment and localisation-sensitive surge, Safeguarding policy and other safety and security considerations, 12. What to do: Critical actions for telecommunications and IT, 4. ", Ukraine and the food and fuel crisis: 4 things to know, In Focus: War in Ukraine is a crisis for women and girls, Comisin sobre la Condicin Jurdica y Social de la Mujer, Commission on the StatusofWomen. Project management in a sudden-onset emergency, 5. CAREs Nexus Approach to SRHR in Emergencies, 3. Emergencies within CAREs strategic plan, 5. Assessing effects and impact of a crisis, 4. 1. UN Women co-chairs and serves as the Secretariat of the Reference Group on Gender in Humanitarian Action. Humanitarian nongovernmental organizations (NGOs) are increasingly collaborating through inter-organi- zational structures such as coalitions, alliances, partnerships, and coordination bodies. Issues identification and prioritisation, 8. What to do: Integration with other sectors, 6. Advocate on issues or approaches that could be improved at the field and global levels. What not to do: Do no harm and other common mistakes, 5. Effective humanitarian coordination, along with real-time data and robust analyses, are critical for humanitarian actors' understanding of the needs of affected populations and for prioritizing assistance in rapidly changing, resource- constrained, and often non-permissive environments. What not to do: Do no harm and other common mistakes, 5. Critical steps for donor contract management, 3. 4. CAREs Nexus Approach to SRHR in Emergencies, 3. Develop a clear understanding of which forums and partners to engage with. What to do in the first 24 to 72 hours. Procedures for a typical distribution, 3. OCHA leads the international communitys efforts in crisis situations through needs assessments, definition of common priorities and strategies and monitor humanitarian assistance. Coordination in Humanitarian Response Expanding the Evidence Base This research was made possible in part by a grant from Carnegie Corporation of New York. Basics of MEL in humanitarian contexts, 3.1.4. How to set up and operate a Feedback and Complaints Mechanism? There are many humanitarian actors that play a role in a disaster. 2.1 Position on humanitarian coordination. Sphere was developed by a group of non-governmental organisations, partly in response to criticism levelled at the humanitarian community in the wake of their response to the crisis that followed the Rwandan genocide of 1994. The position is located in the Operations and Advocacy Division (OAD), Office for the Coordination of Humanitarian Affairs (OCHA). Approval and signing of donor (project) contract and IPIA, 6. 7.1 Common advocacy themes in emergencies. Ensure key coordination mechanisms are covered including clusters, government and NGO coordination forums. South Asia Association for Regional Cooperation, Pacific Islands Forum), National and international non-governmental organisations (NGOs) (e.g. The Humanitarian Coordinator can allocate funds directly to UN agencies and the International Organization for Migration (IOM), national and international non-governmental organisations (NGOs) and Red Cross/Red Crescent organisations. 0000001823 00000 n What is a Feedback & Complaints Mechanism. Role of human resource management in an emergency, 2. From the lesson. HEART is a consortium of leading organisations in international development, health, nutrition, water and sanitation, education, and social protection. Security of CARE infrastructure and assets, 11. Introduction and Acknowledgments. Health Cluster Guide A practical guide for country-level implementation of the Health Cluster, Geneva https://www.heart-resources.org/doc_lib/health-cluster-guide-a-practical-guide-for-country-level-implementation-of-the-health-cluster/, Reading 5: IASC. Donor countries, UN agencies, NGOs and the International Red Cross and Red Crescent Movement agreed on a set of 23 principles and practices to enhance donor accountability. Maximise the use of CAREs global partnerships (such as ECB) for more effective collaboration at the field level, including resource sharing and technical support. The aim of the programme was to provide technical assistance to support the recovery of Nepals damaged health services, across 31 districts Read more. 2. water, health and logistics. DFID health adviser Chris Lewis spoke about this reading pack at the humanitarian health seminar held at DFID 29th July 2016. CERF and CBPF funding is recorded against these response plans. Successful implementation of the humanitarian programme cycle is dependent on effective emergency preparedness, effective coordination with national/local authorities and humanitarian actors, and information management. 2. What not to do: Do no harm and other common mistakes. 2.1 Position on humanitarian coordination. It consists of five elements coordinated in a seamless manner, with one step logically building on the previous and leading to the next. The position is located in the Operations and Advocacy Division (OAD), Office for the Coordination of Humanitarian Affairs (OCHA). How to set up and operate a Feedback and Complaints Mechanism? 0000001637 00000 n The goal of the Sphere Project is to increase the effectiveness of humanitarian assistance, and to make humanitarian agencies more accountable. If you continue to use this site we will assume that you are happy with it. WHICH staff within CARE focus on GBViE, 6. Security of CARE infrastructure and assets, 11. Utilise services offered by HICs, UNJLC and UNHAS. protection or gender issues). What to do when the emergency is about to hit, 4. WHEN we integrate GBViE in the project cycle, 1. Why do we need Feedback and Complaints Mechanisms? Establishing a compound in remote areas, 10. DFID health adviser Chris Lewis spoke about this reading pack at the humanitarian health seminar held at DFID 29. 0000007103 00000 n Critical steps in financial management in an emergency, 4. 0000002644 00000 n The principles of humanitarian action in international humanitarian law. Assessment of material needs and procurement planning, 6. trailer CAREs vision, mission and programming principles, 5. Transition from contract signing to management of project implementation, 7. Communicating with staff in an emergency, 6. %PDF-1.4 % Good coordination means less gaps and overlaps in humanitarian organizations' work. Telecommunications system details and options, 11. More specifically, seminars brought together health financing experts from across the spectrum (government, academia, Read more, This project completion review (PRC) provides details on the outputs, lessons and recommendations from the DFID funded programme Transition and Recovery of Nepals Health System which came to a close in May 2017. Whats the point of training and learning in an emergency? OCHA is the part of the United Nations Secretariat responsible . The Sphere Project Humanitarian Charter (2000). How advocacy fits in CAREs emergency response, 6. Along with UNICEF and other UN agencies, government, international and national organizations, UN Women conducted a large-scale assessment of the protection needs in affected areas, to ensure that the goods and services distributed go to those most in need. 3. xlSILQ5;(((.#8:n *x I0!fLL4. 0000003121 00000 n Enacting emergency procurement policies and procedures, 5. Ongoing situation monitoring and information sharing, 9. Cash and cash equivalents control procedures, 1. The cluster should provide a framework for effective partnerships among international and national humanitarian health actors, civil society and other stakeholders, and ensure that international health responses are appropriately aligned with national structures. Code of Conduct for the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief (1994). Coordinating the proposal development process, 5. Humanitarian Actors and Coordination 10:59. What not to do: do no harm & common mistakes, 2. Establishing a compound in remote areas, 10. Global NGO Coordination Mechanisms (Not yet available), Financial Tracking Service & NGOs - Guide 2010, 2. 0000002331 00000 n Along with UNDP, UNICEF and UNFPA, UN Women rehabilitated two safe centers for women and girls. action and a looser model based of coordinating autonomous activities that is not desirable . Introduction and CAREs Humanitarian Policy Framework, 3. At the global level and in countries, UN Women supports UN and other humanitarian actors, as . WHAT is gender integration in an emergency response? As the UN Agency for Gender Equality and Womens Empowerment, UN Women is mandated to ensure that humanitarian response efforts adequately address the needs and rights of crisis affected women and girls, in all contexts. 9. January 2008 - Executive Summary - A vital component of humanitarian action is the coordination among all actors involved in the delivery of humanitarian assistance. CAREs emergency response fund mechanisms, 1. Organisational planning and staffing requirements, 11. humanitarian contexts, there is very little practical guidance available for humanitarian coordination in general, and almost none for NGO coordination specifically. 2. Assessing effects and impact of a crisis, 4. Their global recognition and relevance is further underscored by the Code of . 2. In most cases, the function is performed by the United Nations Resident . Humanitarian civil-military coordination supports OCHA's overall efforts in humanitarian operations with a military presence, where OCHA leads the establishment and management of interaction with military actors. Case study: Good practices and recommendations from the 2005 tsunami, 12. OCHA's mission is to coordinate the global emergency response to save lives and protect people in humanitarian crises. The statements made and views expressed are solely the responsibility of the authors. WHAT we focus on when addressing GBV in Emergencies, 5. 2.2 Expectations for CARE participation in coordination mechanisms. Since its launch in 1997 it has become an important influence on the practice of emergency relief in a wide variety of disaster settings. Telecommunications and IT assessments and planning, 5. WHICH staff within CARE focus on GBViE, 6. 4. 9.7.1 Collaboration on humanitarian advocacy, 9.9.1 Case Study: CARE Advocacy and the Gender Reference Group, 1.2 Suggested minimum standards for conflict-sensitive emergency response, 2.1 A good enough approach for rapid onset crises, 2.1.2 Phase 2: Partners, Beneficiaries and Diversion, 2.1.3 Phase 3: Strengthening monitoring systems, 2.2 Slower onset and more detailed analysis. Keep CEG and the Lead Member Emergency Unit informed about any major coordination issues. Internal information management at the Country Office level, 6. 0000007793 00000 n The Humanitarian principles are governing rules for humanitarian agencies. Case study: Good practices from the 2005 tsunami emergency response, 3. Critical Steps in Communication & Media Management, 4. 3. Ongoing situation monitoring and information sharing, 9. NGO's information technology coordination bodies are groups of NGOs aimed at improving the efficiency of. Monitoring, Evaluation, Accountability, and Learning, 6. The Cluster Approach was one of these new elements. The HRP serves a secondary purpose as fundraising tool, as it can be shared with donors and partners to communicate the strategic priorities of the response. The procurement sourcing and acquisition process, 11. SAFEGUARDING: PROTECTION FROM SEXUAL HARASSMENT, EXPLOITATION AND ABUSE (PSHEA), 4. humanitarian coordination that is not actually possible given the current structure of humanitarian . Responsibilities Within delegated authority, the Humanitarian Affairs Officer will be responsible for the following duties: Acts as the OCHA Head of the Taizz City Sub Office once the office is established. Whats the point of training and learning in an emergency? SAFEGUARDING: PROTECTION FROM SEXUAL HARASSMENT, EXPLOITATION AND ABUSE (PSHEA), 4. Monitors, analyzes and reports on humanitarian developments, disaster relief/management or emergency situations across Yemen. Remote support for information management, 15. it helps avoid duplication, burden on the affected population, and . The humanitarian programme cycle (HPC) is a coordinated series of actions undertaken to help prepare for, manage and deliver humanitarian response. 2013. International legal frameworks for humanitarian action https://www.heart-resources.org/doc_lib/humanitarian-principles-and-humanitarian-assistance/, Reading 2: Mackintosh, K. 2000. 4. 2. Humanitarian coordination is important because: it enhances the effectiveness and impact of collective humanitarian efforts through ensuring common standards and approaches, prioritisation of needs, identification of gaps, and a stronger level of effort and peer accountability. Stress management during and after emergency, 12. Role of media and communications in emergencies, 2. Information management at CARE International level, 8. EPP and security management frameworks (SMF), Case study: Humanitarian space restrictions, Applying the policy in practice: Case studies, Assessment and Selection of Financial Service Providers, CVA Appropriateness and Feasibility Analysis, Contract with Payment Agent or Traders if using vouchers, Beneficiary Registration and Data Protection, Selecting and developing project indicators, 1.1 CI roles and responsibilities for advocacy, 1.2 Role of a policy and advocacy advisor in an emergency. 7.1 Common advocacy themes in emergencies. MEL in humanitarian contexts: CRITICAL FIRST STEPS, 1. Groups seeking access to beneficiary populations often share the same objectives in regards . Designed and developed by ACW. Humanitarian coordination involves bringing together humanitarian actors to ensure a coherent and principled response to emergencies. Ongoing contract administration during implementation and monitoring, 9. What not to do: Do no harm and other common mistakes! The Group specifically works to ensure that humanitarian action delivered by the UN and other actors respond to gender-differentiated needs and realities on the ground. Coordination within this field allows for the most efficient, cost effective, and successful operations possible. Project management in a sudden-onset emergency, 5. Coordination is vital in emergencies. Recognise that coordination demands are time-consuming but important, and ensure good internal coordination systems are in place in the CO so that the right meetings are being covered by the right people (consistency in participation is also important). 1. CAREs vision, mission and programming principles, 4. Eleven clusters were defined and are coordinated both by UN agencies and NGOs. Abstract: A vital component of humanitarian action is the coordination among all actors involved in the delivery of humanitarian assistance. It aims to ensure a coherent and complementary approach, identifying ways to work together for better collective results. CAREs commitment to international principles and standards, 1. 0.19%. This Guide is intended as a starting point for developing this area of humanitarian endeavour. This relationship will change depending on the type of emergency and the roles and responsibilities of the military. Ensure that CAREs information management systems are able to connect effectively with broader humanitarian community information sharing (see Chapter 21 Information management). MONITORING, EVALUATION AND LEARNING (MEL), 3.1. 537 0 obj <> endobj 9.7.1 Collaboration on humanitarian advocacy, 9.9.1 Case Study: CARE Advocacy and the Gender Reference Group, 1.2 Suggested minimum standards for conflict-sensitive emergency response, 2.1 A good enough approach for rapid onset crises, 2.1.2 Phase 2: Partners, Beneficiaries and Diversion, 2.1.3 Phase 3: Strengthening monitoring systems, 2.2 Slower onset and more detailed analysis. Role of safety and security management in an emergency, 2. Draw on and apply the technical capacity, standards and tools set by the clusters. b) UNOCHA has stood up a humanitarian civil-military coordination platform. CARE International The responsibilities of the HCT include setting common objectives, priorities, developing overall . The nature of programming in emergencies, 7. The nature of programming in emergencies, 7. This approach, agreed by IASC Principals as part of the Transformative Agenda, is based on innovations that have become good practice in the field and aims to achieve the following results: Based on the Humanitarian Needs Overview (HNO), the country team formulates a response analysis with targets and boundaries, sets strategic objectives and develops cluster plans aimed at meeting those objectives. Critical steps in administration management in an emergency, 3. This approach was developed after the 2005 Humanitarian Response Review, commissioned by the Inter-Agency Standing Committee (IASC) and the UN Emergency Relief Coordinator (ERC). Under the Grand Bargain, 52 donors and aid organizations . CAREs vision, mission and programming principles, 4. 9. 2012. It is mandated to build global capacity in humanitarian response in three ways: (1) providing guidance and tools, and standards and policies, (2) establishing systems and procedures for rapid deployment of the experts and supplies, and (3) building global partnerships to implement and promote this work. They provide leadership and works on behalf of the cluster as a whole, facilitating all cluster activities and developing and maintaining a strategic vision and operational response plan. The procurement sourcing and acquisition process, 11. Strengthening commitment to coordination at the field level by all humanitarian partners is another pillar of the humanitarian reform process. HAP International Principles of Accountability. OCHA advocates for effective and principled humanitarian action by all, for all. Ensure CARE is meeting standards set by the humanitarian community and is contributing to effective coordination. The humanitarian coordination architecture allows aid providers to share information on needs, service provision, and geographies they are operating in. It provides rapid initial funding for life-saving assistance at the onset of humanitarian crises, and critical support for poorly funded, essential humanitarian response operations. caregivers have access to timely, appropriate, nutritionally adequate and safe complementary foods for children 6 to <24 months), food security (e.g. Internal information management at the Country Office level, 6. Emergencies within CAREs strategic plan, 6. Humanitarian coordination. Identify and work with like-minded humanitarian organisations on issues where joint effort can have a greater impact, including advocacy. Why do we need Feedback and Complaints Mechanisms? Advocacy in relation to non-presence emergency operations, 3. Association of Southeast Asian Nations (ASEAN). What to do: Critical actions for telecommunications and IT, 4. Plan for sufficient capacity among senior staff to be able to participate effectively. What not to do: Do no harm and other common mistakes! Additional guidelines for non-presence operations, 3. utilisation rates at health facilities are 24 new consultations/person/year among the disaster-affected population and>1 new consultations/person/year among rural and dispersed populations). How to assess the key health needs of populations to trigger a rapid humanitarian response? These eleven clusters are: The mission of the Global Health Cluster (GHC), led by WHO, is to build consensus on humanitarian health priorities and related best practices, and strengthen system-wide capacities to ensure an effective and predictable response. 0000000731 00000 n 3. Role of information management in an emergency, 2. Role of proposal writing in an emergency, 4. Emergencies within CAREs strategic plan, 5. Role of donor contract management in an emergency, 2. Advocate on issues or approaches that could be improved at the field and global levels. This level of information sharing allows for more effective use of resources in order to provide assistance to as many people as possible. The Geneva Conventions and Associated Protocols outline the duties held by belligerents to combatants and non-combatants in war. 1. Monitoring, evaluation, accountability and learning (MEAL) for GiE. Humanitarian Coordination: An Overview . Designed and developed by ACW. We work together to support the use of evidence and expert advice in policy-making. Project management in a slow-onset emergency, 1. Critical steps for safety and security management, 3. As the co-chair of the Gender-Based Violence sub-clusterwhich leads efforts at national and district level to promote prevention and response to gender-based violence UN Women ensured the incorporation of gender-responsive tools and activities in the strategies to respond to the decade-long armed conflict in Colombia. In Gaza the Inter-cluster group also meets on a monthly basis to discuss humanitarian coordination, and operational issues. Coordination. Humanitarian Accountability Framework (HAF), 1. https://www.heart-resources.org/doc_lib/the-principles-of-humanitarian-action-in-international-humanitarian-law/, Reading 3: Sphere project, 2011, The Sphere Handbook: Humanitarian Charter and Minimum Standards in Humanitarian Response https://www.heart-resources.org/doc_lib/the-sphere-handbook/, Reading 4: WHO. Cluster refers to a system by which various humanitarian actors are designated to provide services and support in different areas, since responding to disasters entails many and distinct areas of actionfrom delivering food and medicines to protecting women from gender-based violence. The HAP International Principles of Accountability sets seven principles that commit agencies to integrate transparency, stakeholder involvement, reporting mechanisms, and other accountability standards into their programming. Opportunities for NGOs to address the Commission, UN Trust Fund to End Violence against Women, UN Under-Secretary-General and UN Women Executive Director Sima Bahous, sa Regnr, Deputy Executive Director for Policy, Programme, Civil Society and Intergovernmental Support, Anita Bhatia, Deputy Executive Director for UN Coordination, Partnerships, Resources and Sustainability, Contract templates and general conditions of contract, Macroeconomic policies and social protection, Sustainable Development and Climate Change, Women, peace, and security in the work of the UN Security Council, Preventing violent extremism and countering terrorism, Economic empowerment and skills development for young women, Action on ending violence against young women and girls, Engaging boys and young men in gender equality, Flagship programme: Making Every Woman and Girl Count, UN Women Global Innovation Coalition for Change, High-Level Political Forum on Sustainable Development, Gender Focal Points and Focal Points for Women, Entity-specific implementation plans on gender parity, Training for gender equality and women's empowerment, International Day of Women and Girls in Science, 16 Days of Activism against Gender-based Violence, Gender equality matters in COVID-19 response, Generation Equality Action Pack, March 2020, Generation Equality action pack, January 2020, Generation Equality action pack, December 2019, Generation Equality action pack, October 2019, International Day of the Worlds Indigenous Peoples, In Focus: Climate action by, and for, women, Financing: Why it matters for women and girls, World survey on the role of women in development, Reference group on Risk resilience and Preparation, A snapshot of our work in response to the cyclone in Fiji, Placing Pacific women at the forefront of disaster planning and response, Changing the narrative on women's role in peacebuilding in Colombia, In Colombia, training ushers more women into politics, Stepping up for women and girls during the flood crisis in Pakistan, G20 op-ed: Unlocking the full potential of women, In the words of Anastasia Perepylytsia: "Women are half of the population, whose opinions and needs must be taken into account. Critical issues affecting the response, 9. Establishing CAREs presence in a new country or area of operation, 12. Humanitarian coordination seeks to improve the effectiveness of humanitarian response by ensuring greater predictability, accountability and partnership. Humanitarian coordination seeks to improve the effectiveness of humanitarian response by ensuring greater predictability, accountability and . The Sphere Project was created in 1997 by the SCHR and other humanitarian agencies in order to develop a set of minimum standards and a code of conduct, the Humanitarian Charter for every humanitarian response. 0000008049 00000 n They are designated by the Inter-Agency Standing Committee (IASC) and have clear responsibilities for coordination. 2.2 Expectations for CARE participation in coordination mechanisms. Introduction and CAREs Humanitarian Policy Framework, 3. This module describes many of them and also looks at various coordination models that are used. Additional guidelines for non-presence operations, 4. Critical steps in human resource management in an emergency, 3. Case study: Good practices and recommendations from the 2005 tsunami, 12. 0000003506 00000 n 2. Assessment of material needs and procurement planning, 6. What to do in the first 24 to 72 hours. His presentation is available on this HEART Talks page, Health responses to humanitarian crises. CAREs emergency response fund mechanisms, 1. The WHO should also support national responsibilities and leadership in the health sector and ensure that all partner organisations have coherent strategies. 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