(Consortium of British Humanitarian Agencies) CBHA AN INTRODUCTION
<ul><li>CBHA is a consortium of 15 leading UK NGOs </li></ul>MERLIN WORLD  VISION TEARFUND SAVE THE  CHILDREN PLAN OXFAM I...
Improvements are needed in the humanitarian system <ul><li>-  Efficiency   -  the speed and quality of responses </li></ul...
CBHAs purpose   To strengthen the  coordination  and  capacity  of the ‘third pillar’ – the NGO –sector – to deliver appro...
What CBHA are doing …… for rapid assistance to affected populations <ul><li>ERF  (Emergency  Response Fund ) </li></ul>
What we are doing? <ul><li>Capacity Building  Programme </li></ul>… to improve skills & leadership of humanitarian workers
What we are doing? <ul><li>Increasing  Surge  Capacity </li></ul>… to increase availability of skilled humanitarian workers
What we are doing? <ul><li>Improving  supply chain  logistics (Helios) </li></ul>… to improve access to equipment & supplies
What we are doing? <ul><li>Sharing  learning </li></ul>…… to continuously learn and improve
Strengthening the third pillar of humanitarian response CBHA
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CBHA presentation 270410

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  • Action Aid; Action against Hunger; CARE UK; CAFOD; Christian Aid; Concern Worldwide UK; HelpAge International; IRC UK; Islamic Relief; Merlin; Oxfam GB; Plan International UK; Save the Children UK; Tearfund and World Vision UK Programme Management Unit consists of: Programme Director, Finance and Grants Administrator and CBHA Coordinator. Cafod is the Chair (Matthew Carter) and Concern is the Vice-chair (Rose Caldwell) From 1 March 2010 until 29 February 2012 – £8 million total.
  • e.g. Tsunami DEC evaluation, ELRHA (Professionalising the Humanitarian Sector), ALNAP (The State of the Humanitarian system). CBHA has four sub-objectives: 1. Provide predictable &amp; flexible seed money in the first 48 hours of an emergency 2. Improve systems for supply chain logistics management 3. Strengthen the sector’s capacity &amp; availability of sufficient human resources 4. Learn from this initiative and expand after pilot phase
  • CBHA has four sub-objectives: 1. Provide predictable &amp; flexible seed money in the first 48 hours of an emergency 2. Improve systems for supply chain logistics management 3. Strengthen the sector’s capacity &amp; availability of sufficient human resources 4. Learn from this initiative and expand after pilot phase
  • ERF (Christian Aid (chair), Merlin, Plan, World Vision, HelpAge): Will disburse flexible pre-positioned funds to NGOs in advance of other funding  to facilitate a rapid response. Enable those agencies that are best placed in each case to respond  all consortium members will vote via teleconference. Maximum allocation to single agency: £200,000 Capacity Building (Care (chair), Cafod, Islamic Relief Worldwide, Save the Children UK, ActionAid and Oxfam) Human resource capacity is a key constraint to agencies. The key areas that are addressed in the three objectives are: leadership, capacity development and surge capability. The CBHA will built on existing work, reflecting the approach most agencies take to build capacity. Capacity building group has a number of sub-objectives: 1. To develop shared standards, competency and leadership behaviour frameworks to apply to new and existing staff at the national, regional and international level  lead by Action Aid 2. To develop core humanitarian skills and leadership and management competencies of existing staff at national and regional level  lead by Oxfam 3. To increase numbers of potential leaders brought into the sector and trained in humanitarian management and leadership skills  lead by Save the Children Surge: The opportunity that ERF funding presents places extra demands on agencies’ existing surge capacity. To increase individual agency surge capacity, the CBHA will provide £55,000 per year to each member to enable them to support and enhance their rapid response capability and staff. This is equivalent to the average cost of employing a UK based Emergency Response Officer, but the exact use of these funds will vary according to each agency’s response model. Helios: Helios aims to bring the benefits of information technology within reach of supply chain management in humanitarian organisations. Helios develops dedicated humanitarian supply chain software. The CBHA wants to encourage its agencies (and the wider sector) to explore the potential and implications of using Helios. Learning and Evaluation (ACF (chair), Concern, IRC, Tearfund): Designed for systematic evaluation process to provide evidence for a strategy for continuation (or not) after 2 years. The L&amp;E output is concerned with measuring the impact and sustainability of the CBHA. This is in addition to DfID’s performance measurement of the CBHA.
  • ERF (Christian Aid (chair), Merlin, Plan, World Vision, HelpAge): Will disburse flexible pre-positioned funds to NGOs in advance of other funding  to facilitate a rapid response. Enable those agencies that are best placed in each case to respond  all consortium members will vote via teleconference. Maximum allocation to single agency: £200,000 Capacity Building (Care (chair), Cafod, Islamic Relief Worldwide, Save the Children UK, ActionAid and Oxfam) Human resource capacity is a key constraint to agencies. The key areas that are addressed in the three objectives are: leadership, capacity development and surge capability. The CBHA will built on existing work, reflecting the approach most agencies take to build capacity. Capacity building group has a number of sub-objectives: 1. To develop shared standards, competency and leadership behaviour frameworks to apply to new and existing staff at the national, regional and international level  lead by Action Aid 2. To develop core humanitarian skills and leadership and management competencies of existing staff at national and regional level  lead by Oxfam 3. To increase numbers of potential leaders brought into the sector and trained in humanitarian management and leadership skills  lead by Save the Children Surge: The opportunity that ERF funding presents places extra demands on agencies’ existing surge capacity. To increase individual agency surge capacity, the CBHA will provide £55,000 per year to each member to enable them to support and enhance their rapid response capability and staff. This is equivalent to the average cost of employing a UK based Emergency Response Officer, but the exact use of these funds will vary according to each agency’s response model. Helios: Helios aims to bring the benefits of information technology within reach of supply chain management in humanitarian organisations. Helios develops dedicated humanitarian supply chain software. The CBHA wants to encourage its agencies (and the wider sector) to explore the potential and implications of using Helios. Learning and Evaluation (ACF (chair), Concern, IRC, Tearfund): Designed for systematic evaluation process to provide evidence for a strategy for continuation (or not) after 2 years. The L&amp;E output is concerned with measuring the impact and sustainability of the CBHA. This is in addition to DfID’s performance measurement of the CBHA.
  • ERF (Christian Aid (chair), Merlin, Plan, World Vision, HelpAge): Will disburse flexible pre-positioned funds to NGOs in advance of other funding  to facilitate a rapid response. Enable those agencies that are best placed in each case to respond  all consortium members will vote via teleconference. Maximum allocation to single agency: £200,000 Capacity Building (Care (chair), Cafod, Islamic Relief Worldwide, Save the Children UK, ActionAid and Oxfam) Human resource capacity is a key constraint to agencies. The key areas that are addressed in the three objectives are: leadership, capacity development and surge capability. The CBHA will built on existing work, reflecting the approach most agencies take to build capacity. Capacity building group has a number of sub-objectives: 1. To develop shared standards, competency and leadership behaviour frameworks to apply to new and existing staff at the national, regional and international level  lead by Action Aid 2. To develop core humanitarian skills and leadership and management competencies of existing staff at national and regional level  lead by Oxfam 3. To increase numbers of potential leaders brought into the sector and trained in humanitarian management and leadership skills  lead by Save the Children Surge: The opportunity that ERF funding presents places extra demands on agencies’ existing surge capacity. To increase individual agency surge capacity, the CBHA will provide £55,000 per year to each member to enable them to support and enhance their rapid response capability and staff. This is equivalent to the average cost of employing a UK based Emergency Response Officer, but the exact use of these funds will vary according to each agency’s response model. Helios: Helios aims to bring the benefits of information technology within reach of supply chain management in humanitarian organisations. Helios develops dedicated humanitarian supply chain software. The CBHA wants to encourage its agencies (and the wider sector) to explore the potential and implications of using Helios. Learning and Evaluation (ACF (chair), Concern, IRC, Tearfund): Designed for systematic evaluation process to provide evidence for a strategy for continuation (or not) after 2 years. The L&amp;E output is concerned with measuring the impact and sustainability of the CBHA. This is in addition to DfID’s performance measurement of the CBHA.
  • ERF (Christian Aid (chair), Merlin, Plan, World Vision, HelpAge): Will disburse flexible pre-positioned funds to NGOs in advance of other funding  to facilitate a rapid response. Enable those agencies that are best placed in each case to respond  all consortium members will vote via teleconference. Maximum allocation to single agency: £200,000 Capacity Building (Care (chair), Cafod, Islamic Relief Worldwide, Save the Children UK, ActionAid and Oxfam) Human resource capacity is a key constraint to agencies. The key areas that are addressed in the three objectives are: leadership, capacity development and surge capability. The CBHA will built on existing work, reflecting the approach most agencies take to build capacity. Capacity building group has a number of sub-objectives: 1. To develop shared standards, competency and leadership behaviour frameworks to apply to new and existing staff at the national, regional and international level  lead by Action Aid 2. To develop core humanitarian skills and leadership and management competencies of existing staff at national and regional level  lead by Oxfam 3. To increase numbers of potential leaders brought into the sector and trained in humanitarian management and leadership skills  lead by Save the Children Surge: The opportunity that ERF funding presents places extra demands on agencies’ existing surge capacity. To increase individual agency surge capacity, the CBHA will provide £55,000 per year to each member to enable them to support and enhance their rapid response capability and staff. This is equivalent to the average cost of employing a UK based Emergency Response Officer, but the exact use of these funds will vary according to each agency’s response model. Helios: Helios aims to bring the benefits of information technology within reach of supply chain management in humanitarian organisations. Helios develops dedicated humanitarian supply chain software. The CBHA wants to encourage its agencies (and the wider sector) to explore the potential and implications of using Helios. Learning and Evaluation (ACF (chair), Concern, IRC, Tearfund): Designed for systematic evaluation process to provide evidence for a strategy for continuation (or not) after 2 years. The L&amp;E output is concerned with measuring the impact and sustainability of the CBHA. This is in addition to DfID’s performance measurement of the CBHA.
  • ERF (Christian Aid (chair), Merlin, Plan, World Vision, HelpAge): Will disburse flexible pre-positioned funds to NGOs in advance of other funding  to facilitate a rapid response. Enable those agencies that are best placed in each case to respond  all consortium members will vote via teleconference. Maximum allocation to single agency: £200,000 Capacity Building (Care (chair), Cafod, Islamic Relief Worldwide, Save the Children UK, ActionAid and Oxfam) Human resource capacity is a key constraint to agencies. The key areas that are addressed in the three objectives are: leadership, capacity development and surge capability. The CBHA will built on existing work, reflecting the approach most agencies take to build capacity. Capacity building group has a number of sub-objectives: 1. To develop shared standards, competency and leadership behaviour frameworks to apply to new and existing staff at the national, regional and international level  lead by Action Aid 2. To develop core humanitarian skills and leadership and management competencies of existing staff at national and regional level  lead by Oxfam 3. To increase numbers of potential leaders brought into the sector and trained in humanitarian management and leadership skills  lead by Save the Children Surge: The opportunity that ERF funding presents places extra demands on agencies’ existing surge capacity. To increase individual agency surge capacity, the CBHA will provide £55,000 per year to each member to enable them to support and enhance their rapid response capability and staff. This is equivalent to the average cost of employing a UK based Emergency Response Officer, but the exact use of these funds will vary according to each agency’s response model. Helios: Helios aims to bring the benefits of information technology within reach of supply chain management in humanitarian organisations. Helios develops dedicated humanitarian supply chain software. The CBHA wants to encourage its agencies (and the wider sector) to explore the potential and implications of using Helios. Learning and Evaluation (ACF (chair), Concern, IRC, Tearfund): Designed for systematic evaluation process to provide evidence for a strategy for continuation (or not) after 2 years. The L&amp;E output is concerned with measuring the impact and sustainability of the CBHA. This is in addition to DfID’s performance measurement of the CBHA.
  • CBHA presentation 270410

    1. 1. (Consortium of British Humanitarian Agencies) CBHA AN INTRODUCTION
    2. 2. <ul><li>CBHA is a consortium of 15 leading UK NGOs </li></ul>MERLIN WORLD VISION TEARFUND SAVE THE CHILDREN PLAN OXFAM ISLAMIC RELIEF IRC HELP AGE CONCERN CHRISTIAN AID CARE CAFOD ACF ACTION AID CBHA
    3. 3. Improvements are needed in the humanitarian system <ul><li>- Efficiency - the speed and quality of responses </li></ul><ul><li>- Coordination – information sharing amongst actors </li></ul><ul><li>- Leadership – skills of humanitarian workers </li></ul>Recent studies and evaluations of global emergencies identify a need to improve:
    4. 4. CBHAs purpose To strengthen the coordination and capacity of the ‘third pillar’ – the NGO –sector – to deliver appropriate, higher quality, more effective and quicker humanitarian responses Efficiency Coordination Leadership
    5. 5. What CBHA are doing …… for rapid assistance to affected populations <ul><li>ERF (Emergency Response Fund ) </li></ul>
    6. 6. What we are doing? <ul><li>Capacity Building Programme </li></ul>… to improve skills & leadership of humanitarian workers
    7. 7. What we are doing? <ul><li>Increasing Surge Capacity </li></ul>… to increase availability of skilled humanitarian workers
    8. 8. What we are doing? <ul><li>Improving supply chain logistics (Helios) </li></ul>… to improve access to equipment & supplies
    9. 9. What we are doing? <ul><li>Sharing learning </li></ul>…… to continuously learn and improve
    10. 10. Strengthening the third pillar of humanitarian response CBHA
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