The document discusses the Global Shelter Cluster and the Cluster Approach used in coordinating humanitarian shelter responses. It provides background on the origins of the Cluster Approach from the 2004 Humanitarian Response Review. The purpose of the Cluster Approach is to ensure more predictable leadership, defined responsibilities, and timely and effective responses through strengthened partnerships between humanitarian organizations. The document outlines the structure, roles, and functions of the Shelter Cluster at both the global and field levels, including challenges that sometimes occur in implementing the Cluster Approach.
This document discusses different types of risk associated with investments including market risk, interest rate risk, inflation risk, business risk, credit risk, and exchange rate risk. It also discusses risk management, which involves identifying, analyzing, and mitigating risks. Key aspects of risk management include using a scientific approach, considering both insurable and uninsurable risks, and focusing on reducing the cost of handling risk. Risk management systems help gather risk information and allow analysis from different perspectives to inform the risk management process.
Operational risk management has evolved over time as organizations seek to systematically manage risks. Key concepts include inherent risk, likelihood, exposure, and treatments like transfer, accept, and optimize. Operational risk can arise from organization, processes, technology, human factors, or external events. It is measured using tools like control and risk self-assessments to identify threats, controls, and residual risks. The goal is integrated risk management to both control risks and create shareholder value through efficiency and competitive advantage.
The document discusses information security policies, governance, and risk management. It explains that information security policies should protect the organization, be supported by management, and help align security with business needs. Governance involves managing organizational decisions related to security through a distributed model. Risk management entails assessing risks, determining their likelihood and impact, and taking steps to mitigate risks to an acceptable level.
The document discusses risk management processes and guidelines. It describes identifying risks, assessing their frequency and severity, developing risk management solutions through cost-benefit analysis, implementing solutions, and evaluating results. It also discusses using risk maps to visually compare risk management alternatives and how one firm maps credit risk by frequency and loss amount. Common guidelines include creating risk management policies and communicating with all organization levels.
Risk identification provides the foundation for risk management. There are various methods to identify risks such as preparing checklists, conducting on-site inspections, analyzing financial statements, creating flow charts, and interacting with employees. Sources of risk can be internal or external and come from a company's environments. Risk exposures include physical asset exposures, financial asset exposures, liability exposures, and human asset exposures. Traditional risk identification observes past losses while modern approaches identify risks before losses occur using tools like risk analysis questionnaires, financial statement analysis, flow charts, on-site inspections, interactions with other departments, contract analysis, and statistical records.
This document provides an overview of project risk management processes based on PMBOK and ISO 31000 standards. It discusses key concepts such as defining project risk, risk management, and establishing the context for risk identification. The core processes covered are identifying risks, analyzing and evaluating them based on impact and likelihood, developing treatment plans, and ongoing monitoring. Contingency planning is presented as a means to address risks through fallback options and workarounds. Various techniques are demonstrated like risk matrices and probabilistic cost estimating approaches.
This document outlines the process of community-based disaster risk management (CBDRM). CBDRM aims to actively engage at-risk communities in identifying, analyzing, treating, monitoring, and evaluating disaster risks to reduce vulnerabilities and enhance capacities. The key steps in the CBDRM process include selecting communities, building rapport, participatory risk assessment and planning, establishing community disaster management organizations, community-led implementation, and participatory monitoring and evaluation. The overall goals are to reduce disaster risks and strengthen communities' ability to cope with hazards.
This chapter introduces risk management and business continuity management as part of good governance. It develops the link between risk management and business continuity management as part of a risk management framework. Business continuity management is presented as an alternative mechanism for risk mitigation and a contributor to organizational resilience. It is defined as a holistic and proactive management process that identifies potential impacts that threaten an organization and provides a framework for building resilience and an effective response to protect stakeholders and business activities.
This document discusses different types of risk associated with investments including market risk, interest rate risk, inflation risk, business risk, credit risk, and exchange rate risk. It also discusses risk management, which involves identifying, analyzing, and mitigating risks. Key aspects of risk management include using a scientific approach, considering both insurable and uninsurable risks, and focusing on reducing the cost of handling risk. Risk management systems help gather risk information and allow analysis from different perspectives to inform the risk management process.
Operational risk management has evolved over time as organizations seek to systematically manage risks. Key concepts include inherent risk, likelihood, exposure, and treatments like transfer, accept, and optimize. Operational risk can arise from organization, processes, technology, human factors, or external events. It is measured using tools like control and risk self-assessments to identify threats, controls, and residual risks. The goal is integrated risk management to both control risks and create shareholder value through efficiency and competitive advantage.
The document discusses information security policies, governance, and risk management. It explains that information security policies should protect the organization, be supported by management, and help align security with business needs. Governance involves managing organizational decisions related to security through a distributed model. Risk management entails assessing risks, determining their likelihood and impact, and taking steps to mitigate risks to an acceptable level.
The document discusses risk management processes and guidelines. It describes identifying risks, assessing their frequency and severity, developing risk management solutions through cost-benefit analysis, implementing solutions, and evaluating results. It also discusses using risk maps to visually compare risk management alternatives and how one firm maps credit risk by frequency and loss amount. Common guidelines include creating risk management policies and communicating with all organization levels.
Risk identification provides the foundation for risk management. There are various methods to identify risks such as preparing checklists, conducting on-site inspections, analyzing financial statements, creating flow charts, and interacting with employees. Sources of risk can be internal or external and come from a company's environments. Risk exposures include physical asset exposures, financial asset exposures, liability exposures, and human asset exposures. Traditional risk identification observes past losses while modern approaches identify risks before losses occur using tools like risk analysis questionnaires, financial statement analysis, flow charts, on-site inspections, interactions with other departments, contract analysis, and statistical records.
This document provides an overview of project risk management processes based on PMBOK and ISO 31000 standards. It discusses key concepts such as defining project risk, risk management, and establishing the context for risk identification. The core processes covered are identifying risks, analyzing and evaluating them based on impact and likelihood, developing treatment plans, and ongoing monitoring. Contingency planning is presented as a means to address risks through fallback options and workarounds. Various techniques are demonstrated like risk matrices and probabilistic cost estimating approaches.
This document outlines the process of community-based disaster risk management (CBDRM). CBDRM aims to actively engage at-risk communities in identifying, analyzing, treating, monitoring, and evaluating disaster risks to reduce vulnerabilities and enhance capacities. The key steps in the CBDRM process include selecting communities, building rapport, participatory risk assessment and planning, establishing community disaster management organizations, community-led implementation, and participatory monitoring and evaluation. The overall goals are to reduce disaster risks and strengthen communities' ability to cope with hazards.
This chapter introduces risk management and business continuity management as part of good governance. It develops the link between risk management and business continuity management as part of a risk management framework. Business continuity management is presented as an alternative mechanism for risk mitigation and a contributor to organizational resilience. It is defined as a holistic and proactive management process that identifies potential impacts that threaten an organization and provides a framework for building resilience and an effective response to protect stakeholders and business activities.
This document discusses risk and risk management. It defines risk as uncertainty about potential losses and categorizes risks as objective or subjective. It also discusses concepts like chance of loss, perils, hazards, and different types of risks like fundamental risk, particular risk, and enterprise risk. The objectives and steps of the risk management process are also outlined, including identifying exposures, analyzing frequency and severity of losses, selecting risk control or financing techniques, and implementing and monitoring the risk management program.
Presentation on Disaster Management Information System by Le Minh Ba - NDMPict4devwg
The document discusses the development of a Disaster Management Information System (DMIS) for Vietnam with the overall objective to collect and classify disaster-related data from local levels and organizations. The DMIS will support both disaster preparedness and identifying relief needs. Specifically, it aims to establish an operational information exchange mechanism between central and provincial levels, and create a disaster management information network utilizing technologies like the internet, GIS, and SMS. The DMIS will have three levels and utilize data collection, GIS integration, telecommunications, and a database. It is intended to help agencies respond more quickly to disasters and save lives.
Risk management is the process of identifying, assessing, and planning for possible risks associated with activities and events. It aims to limit uncertainties, potential dangers, and loss. The document outlines types of risks like physical, emotional, financial, and reputational risks. It also discusses strategies for risk management like risk avoidance, reduction, and transference. The key is being proactive in considering risks and having plans to address them.
Enterprise Risk Management - Aligning Risk with Strategy and PerformanceResolver Inc.
COSO, which has provided global thought leadership and guidance on internal control, enterprise risk management, and fraud deterrence for over three decades, recently released a draft update to the original COSO ERM Framework. This framework is widely used by organizations to enhance their ability to manage uncertainty, gauge risk, and increase stakeholder value. However, significant new risks have emerged since the Framework was released, demanding heightened board awareness and oversight of risk management, as well as improved risk reporting. For those organizations exploring ESRM – these themes will be strikingly familiar and the lessons learned, highly relevant.
Presentation by: Bob Hirth, Global Chairman of COSO.
This risk management outline provides a framework for identifying, assessing, prioritizing, and managing risks. It involves minimizing, monitoring, and controlling unfavorable events while maximizing opportunities. The document outlines the key steps in risk management including identifying risks, assessing their likelihood and impact, prioritizing them, and determining the company's risk appetite and tolerance. It also categorizes different types of risks and provides templates for conducting risk assessments and control plans.
The document summarizes a meeting held by Save the Children, USA Bangladesh Country Office to discuss program risk management. It defines key terms like internal control, internal audit, compliance, investigation, monitoring and evaluation, and risk management. It also identifies common risk factors in various areas of program management like organizational impacts, budget and grants, project linkages, and human resources. Qualitative methods for risk analysis involving likelihood and impact scores are presented.
NGOs Field Security Management Approach & Systems 2.pptxLouison Malu-Malu
The document provides information on security risk management and security risk assessments for NGOs operating in unstable environments. It defines key terms like strategy, planning, tactics, security risk management, and security risk assessment. It also discusses developing a security risk assessment, identifying threats and vulnerabilities, and using risk assessments to effectively manage security risks. The document provides examples of how to classify risk levels in different areas and outlines contingency plans, relocation thresholds, and evacuation procedures.
This document discusses approaches to managing risk in information security. It introduces the concepts of risk and outlines a multifaceted approach that includes controlling risk, developing security policies, and maintaining user awareness and training. It then describes different methods for controlling, reducing, and calculating risk from technical, operational, and managerial perspectives. These include privilege management, change management, incident management, and using metrics like likelihood of risk, impact of risk, and mitigation of risk to analyze security risks. Maintaining security policies is also discussed as an important part of the risk management process.
The document provides an overview of risk management fundamentals and processes. It defines risk, outlines the benefits of a risk management framework, and describes the key components of establishing and implementing an effective risk management system, including:
- Establishing the organizational context and risk criteria
- Identifying, analyzing, and evaluating risks
- Developing and implementing risk treatment plans
- Monitoring and reviewing the risk management process on an ongoing basis
PYA Principal Shannon Sumner co-presented “Enterprise Risk Management” at the HCCA Board Audit Committee Compliance Conference, February 27-28, 2017, in Scottsdale, Arizona.
The presentation covered:
The role of the governing Board of an organization in enterprise risk management (ERM)
Effective ERM in today’s healthcare setting
When ERM fails: “The perfect storm”
This document outlines the phases and steps of completing a risk analysis. It discusses (1) analyzing risks by identifying assets, threats, vulnerabilities and risks; (2) developing countermeasures through mitigation opportunities and policy planning; and (3) applying the process in practice using a small business example. The goal is to characterize, define, mitigate and eliminate risks to protect assets.
Risk assessment principles and guidelinesHaris Tahir
Risk assessment principles and guidelines is a presentation slides was created and presented at Mission Critical Workshop. This slides is part of Business Continuity Management (BCM) presentation which intended for professional who is responsible for BCM or Risk Assessment Program.
Risk Management Process Steps PowerPoint Presentation Slides SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Risk Management Process Steps PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of fifty four slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below.
Forecasting techniques, time series analysisSATISH KUMAR
This document discusses forecasting techniques and time series analysis. It defines forecasting as the estimation or prediction of future outcomes, trends, or behavior through the use of statistics. The document outlines several key points:
- It describes the meaning, definition, features, process, importance, advantages, and limitations of forecasting.
- It discusses various qualitative and quantitative forecasting methods including regression analysis, business barometers, input/output analysis, surveys, and time series analysis.
- It explains the components of time series analysis including secular trends, seasonal variations, cyclical variations, and irregular variations.
- It provides examples of each type of variation and discusses their importance for time series forecasting.
This document outlines the importance of emergency preparedness and response planning for disasters. Key points include:
1) Advance planning, ability to mobilize resources quickly, and practice drills are essential to effective emergency response. Clear lines of authority and coordination between levels of government and organizations are needed.
2) Detailed response plans must be prepared in advance, identify responsibilities, and include inventory of resources, contact information, and trigger mechanisms. Plans must be reviewed and practiced regularly.
3) Training of emergency response teams is critical. Exercises help identify gaps and develop backup strategies. Advance preparation and warning systems can help minimize disaster impacts. Response does not end with the event and lessons learned should inform future plans.
Aligning strategy decisions with risk appetite
Presented by David Shearer
Monday 10th October 2016
APM North West branch and Risk SIG conference
Alderley Park, Cheshire
The document discusses coordination of humanitarian assistance at different levels - global, regional, and country. It describes several coordination mechanisms including:
1) The Interagency Standing Committee (IASC) which coordinates policy development and decision making between UN agencies and other humanitarian organizations at the global level.
2) Clusters which are groups of humanitarian organizations that work in specific sectors like health, shelter, and water/sanitation to coordinate responses more efficiently.
3) The Humanitarian Country Team which is the coordination platform for humanitarian organizations at the national level, chaired by the RC/HC.
4) The United Nations National Emergency Technical Team which brings together UN technical experts to support preparedness and response coordination led
The document discusses reforms to the humanitarian response system, including establishing three pillars and the cluster approach.
The three pillars of reform are: 1) Ensuring adequate capacity and leadership in all sectors through the cluster approach. 2) Effective leadership and coordination by Humanitarian Coordinators. 3) Adequate, timely and flexible financing.
The cluster approach aims to improve predictability, accountability and partnership in all sectors of humanitarian response. It establishes global cluster leads to set standards and provide operational support in different areas like health, shelter and food security.
This document discusses risk and risk management. It defines risk as uncertainty about potential losses and categorizes risks as objective or subjective. It also discusses concepts like chance of loss, perils, hazards, and different types of risks like fundamental risk, particular risk, and enterprise risk. The objectives and steps of the risk management process are also outlined, including identifying exposures, analyzing frequency and severity of losses, selecting risk control or financing techniques, and implementing and monitoring the risk management program.
Presentation on Disaster Management Information System by Le Minh Ba - NDMPict4devwg
The document discusses the development of a Disaster Management Information System (DMIS) for Vietnam with the overall objective to collect and classify disaster-related data from local levels and organizations. The DMIS will support both disaster preparedness and identifying relief needs. Specifically, it aims to establish an operational information exchange mechanism between central and provincial levels, and create a disaster management information network utilizing technologies like the internet, GIS, and SMS. The DMIS will have three levels and utilize data collection, GIS integration, telecommunications, and a database. It is intended to help agencies respond more quickly to disasters and save lives.
Risk management is the process of identifying, assessing, and planning for possible risks associated with activities and events. It aims to limit uncertainties, potential dangers, and loss. The document outlines types of risks like physical, emotional, financial, and reputational risks. It also discusses strategies for risk management like risk avoidance, reduction, and transference. The key is being proactive in considering risks and having plans to address them.
Enterprise Risk Management - Aligning Risk with Strategy and PerformanceResolver Inc.
COSO, which has provided global thought leadership and guidance on internal control, enterprise risk management, and fraud deterrence for over three decades, recently released a draft update to the original COSO ERM Framework. This framework is widely used by organizations to enhance their ability to manage uncertainty, gauge risk, and increase stakeholder value. However, significant new risks have emerged since the Framework was released, demanding heightened board awareness and oversight of risk management, as well as improved risk reporting. For those organizations exploring ESRM – these themes will be strikingly familiar and the lessons learned, highly relevant.
Presentation by: Bob Hirth, Global Chairman of COSO.
This risk management outline provides a framework for identifying, assessing, prioritizing, and managing risks. It involves minimizing, monitoring, and controlling unfavorable events while maximizing opportunities. The document outlines the key steps in risk management including identifying risks, assessing their likelihood and impact, prioritizing them, and determining the company's risk appetite and tolerance. It also categorizes different types of risks and provides templates for conducting risk assessments and control plans.
The document summarizes a meeting held by Save the Children, USA Bangladesh Country Office to discuss program risk management. It defines key terms like internal control, internal audit, compliance, investigation, monitoring and evaluation, and risk management. It also identifies common risk factors in various areas of program management like organizational impacts, budget and grants, project linkages, and human resources. Qualitative methods for risk analysis involving likelihood and impact scores are presented.
NGOs Field Security Management Approach & Systems 2.pptxLouison Malu-Malu
The document provides information on security risk management and security risk assessments for NGOs operating in unstable environments. It defines key terms like strategy, planning, tactics, security risk management, and security risk assessment. It also discusses developing a security risk assessment, identifying threats and vulnerabilities, and using risk assessments to effectively manage security risks. The document provides examples of how to classify risk levels in different areas and outlines contingency plans, relocation thresholds, and evacuation procedures.
This document discusses approaches to managing risk in information security. It introduces the concepts of risk and outlines a multifaceted approach that includes controlling risk, developing security policies, and maintaining user awareness and training. It then describes different methods for controlling, reducing, and calculating risk from technical, operational, and managerial perspectives. These include privilege management, change management, incident management, and using metrics like likelihood of risk, impact of risk, and mitigation of risk to analyze security risks. Maintaining security policies is also discussed as an important part of the risk management process.
The document provides an overview of risk management fundamentals and processes. It defines risk, outlines the benefits of a risk management framework, and describes the key components of establishing and implementing an effective risk management system, including:
- Establishing the organizational context and risk criteria
- Identifying, analyzing, and evaluating risks
- Developing and implementing risk treatment plans
- Monitoring and reviewing the risk management process on an ongoing basis
PYA Principal Shannon Sumner co-presented “Enterprise Risk Management” at the HCCA Board Audit Committee Compliance Conference, February 27-28, 2017, in Scottsdale, Arizona.
The presentation covered:
The role of the governing Board of an organization in enterprise risk management (ERM)
Effective ERM in today’s healthcare setting
When ERM fails: “The perfect storm”
This document outlines the phases and steps of completing a risk analysis. It discusses (1) analyzing risks by identifying assets, threats, vulnerabilities and risks; (2) developing countermeasures through mitigation opportunities and policy planning; and (3) applying the process in practice using a small business example. The goal is to characterize, define, mitigate and eliminate risks to protect assets.
Risk assessment principles and guidelinesHaris Tahir
Risk assessment principles and guidelines is a presentation slides was created and presented at Mission Critical Workshop. This slides is part of Business Continuity Management (BCM) presentation which intended for professional who is responsible for BCM or Risk Assessment Program.
Risk Management Process Steps PowerPoint Presentation Slides SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Risk Management Process Steps PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of fifty four slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below.
Forecasting techniques, time series analysisSATISH KUMAR
This document discusses forecasting techniques and time series analysis. It defines forecasting as the estimation or prediction of future outcomes, trends, or behavior through the use of statistics. The document outlines several key points:
- It describes the meaning, definition, features, process, importance, advantages, and limitations of forecasting.
- It discusses various qualitative and quantitative forecasting methods including regression analysis, business barometers, input/output analysis, surveys, and time series analysis.
- It explains the components of time series analysis including secular trends, seasonal variations, cyclical variations, and irregular variations.
- It provides examples of each type of variation and discusses their importance for time series forecasting.
This document outlines the importance of emergency preparedness and response planning for disasters. Key points include:
1) Advance planning, ability to mobilize resources quickly, and practice drills are essential to effective emergency response. Clear lines of authority and coordination between levels of government and organizations are needed.
2) Detailed response plans must be prepared in advance, identify responsibilities, and include inventory of resources, contact information, and trigger mechanisms. Plans must be reviewed and practiced regularly.
3) Training of emergency response teams is critical. Exercises help identify gaps and develop backup strategies. Advance preparation and warning systems can help minimize disaster impacts. Response does not end with the event and lessons learned should inform future plans.
Aligning strategy decisions with risk appetite
Presented by David Shearer
Monday 10th October 2016
APM North West branch and Risk SIG conference
Alderley Park, Cheshire
The document discusses coordination of humanitarian assistance at different levels - global, regional, and country. It describes several coordination mechanisms including:
1) The Interagency Standing Committee (IASC) which coordinates policy development and decision making between UN agencies and other humanitarian organizations at the global level.
2) Clusters which are groups of humanitarian organizations that work in specific sectors like health, shelter, and water/sanitation to coordinate responses more efficiently.
3) The Humanitarian Country Team which is the coordination platform for humanitarian organizations at the national level, chaired by the RC/HC.
4) The United Nations National Emergency Technical Team which brings together UN technical experts to support preparedness and response coordination led
The document discusses reforms to the humanitarian response system, including establishing three pillars and the cluster approach.
The three pillars of reform are: 1) Ensuring adequate capacity and leadership in all sectors through the cluster approach. 2) Effective leadership and coordination by Humanitarian Coordinators. 3) Adequate, timely and flexible financing.
The cluster approach aims to improve predictability, accountability and partnership in all sectors of humanitarian response. It establishes global cluster leads to set standards and provide operational support in different areas like health, shelter and food security.
The Global Shelter Cluster (GSC) coordinates shelter assistance for people affected by natural disasters and conflicts. It aims to improve coordination among shelter actors to help people access appropriate shelter faster. At the global level, the GSC strengthens preparedness and supports country-level shelter clusters. At the country level, Shelter Coordination Teams ensure an effective shelter response by coordinating agencies, NGOs, governments, and the Red Cross to respond strategically. The GSC is co-chaired by UNHCR and IFRC and aims to achieve the right to adequate housing through emergency and long-term shelter support.
The document outlines the roles and responsibilities of states and international actors in disaster response. It discusses four key responsibilities of states: 1) Declaring emergencies 2) Assisting and protecting populations 3) Monitoring and coordinating assistance 4) Ensuring an adequate normative framework. It also describes principal areas of action - coordination, financial resource mobilization, technical team mobilization, and information management - and details specific responsibilities of states and support provided by the international system in each area.
NDCC Memo Circular No. 05 s 2007 (2) Cluster ApproachTudlo
The document outlines the institutionalization of the cluster approach in the Philippine disaster management system. It designates government agencies as cluster leads at the national, regional, and provincial levels to help coordinate disaster response efforts. The roles and responsibilities of cluster leads include developing strategies, conducting needs assessments, ensuring preparedness, and coordinating with partners. The aim is to improve response effectiveness through clear leadership and accountability across key sectors during humanitarian emergencies.
The document provides information on several technical teams and resources that can be mobilized to support humanitarian response efforts:
1) UNDAC is a standby team of disaster experts that can deploy within 24 hours of an emergency to support assessment, coordination, and information management.
2) USAR teams provide specialized search and rescue services and can deploy within 24-48 hours. INSARAG coordinates international USAR teams.
3) An OSOCC is established to coordinate international relief efforts, especially search and rescue teams, on site in affected countries.
4) UN-CMCoord facilitates interaction between civilian and military actors to support humanitarian operations while respecting humanitarian principles.
5) The OCHA
The document summarizes findings and recommendations from consultations with communities and humanitarian actors in the Pacific region ahead of the 2016 World Humanitarian Summit. It identifies key themes to improve humanitarian effectiveness, including: designing interventions in partnership with communities; localizing preparedness and response; strengthening disaster legislation; and empowering marginalized groups. It stresses the importance of community-led responses, supporting local organizations, and addressing gender and inclusion challenges.
This document provides an introduction and background for a 3-day training curriculum on community preparedness for reproductive health and gender. It acknowledges funding support from UNFPA and collaborations with organizations in the Philippines. It describes the development of the curriculum through pilot trainings conducted across 5 diverse settings. Key concepts for the training around contingency planning, disasters, disaster risk management, and disaster risk reduction are defined. The document provides an overview of the facilitator's guide and training agenda.
This document provides guidance for inter-agency contingency planning for humanitarian assistance. It outlines key concepts such as defining contingency planning as a management tool to analyze potential crises and ensure adequate preparations. It discusses the importance of collective inter-agency planning while also allowing for organization and sector-specific planning. The document provides recommendations for establishing an inter-agency contingency planning process, developing integrated plans, and monitoring preparedness actions. It aims to assist humanitarian country teams in preparing effective coordinated responses to potential emergencies.
This document provides guiding principles for community early warning systems (CEWS). It aims to help practitioners design or strengthen CEWS by highlighting successful practices from the field. The document defines key terms, outlines the core components of early warning systems, and dispels common myths. It also discusses political frameworks that guide early warning and institutional structures that support early warning efforts. The bulk of the document then presents guiding principles in three parts: understanding early warning systems, overarching guiding principles for CEWS design, and guiding principles for each of the four core components of CEWS (risk knowledge, monitoring, response capability, and warning communication). The principles are meant to ensure CEWS are integrated with broader disaster risk reduction efforts and
The document discusses several key tools and services available from OCHA to assist in information management during emergencies. It describes the Rapid Needs Assessment methodology which facilitates preliminary damage assessments and identifies humanitarian needs. It also outlines Post-Disaster Needs Assessments and Damage and Loss Assessments which quantify the economic impact of disasters and recovery needs. Additionally, it explains that Emergency Situation Reports consolidate response information to advocate for funding and additional support.
The document describes a partnership called the Global Humanitarian Lab (GHL) that aims to incubate, develop, and accelerate innovation to address humanitarian needs. The GHL will do this through three main pillars: an incubator to develop ideas, a fab lab for prototyping solutions, and an accelerator to help scale solutions. It was initiated by organizations like the ICRC and UNHCR and has a wide network of supporters. The goal is to foster a user-centered approach and empower affected populations to solve their own problems through approaches like digital fabrication and crowdsourcing.
Disaster Management Systems: Building Capacity for Developing Countries and ...Connie White
Some societies are more disaster prone than others due to their geographic location and the benefits provided by it. Man has co-existed in this sort of high risk/high return relationship with mother nature throughout history. Poorer societies tend to pay a higher price both in lives taken and damage – left with many secondary and equally devastating disasters that are sure to come. We know that for every $1 USD put into preventative measures, we save ~$7 that would have gone into post-disaster recovery and rebuilding efforts. There are many international agencies working to support a variety of needs in these grief stricken areas to help them build capacity and to help these societies better prepare for and respond to the disasters they will face. These efforts are guided by the Millennium Project Goals outlined in 2000. A lot has changed since then with respect to technology, mobile devices and humanitarianism. The objective of this paper is exploit how current efforts are creating capacity on the individual, organizational and 'enabling environment' levels. This paper explores the notion that a more concerted effort can be made at building Information and Communication Disaster Management Capacity in developing countries who are most susceptible due to proximity and to a lack of funds. A 'proof of concept' is provided
2015.07.22 CPiE Report FINAL FOR DISTRIBUTIONGeorge Durham
The document provides recommendations for building capacity in child protection in emergencies (CPiE) based on research findings. It finds that while the CPiE sector has made progress, there remains a significant shortage of practitioners to meet growing needs. Key recommendations include: 1) Developing flexible, situation-responsive training that combines theory and practical experience; 2) Modeling capacity building against projected humanitarian scenarios; and 3) Expanding access to learning through various formats like online courses in addition to expanding the postgraduate diploma program. The research found both demand and willingness to pay for different capacity building options, with the greatest for engaging online courses.
Public awareness and public education for disater risk reductionDr Lendy Spires
This document provides guidance for National Red Cross and Red Crescent Societies on planning and developing public awareness and education efforts for disaster risk reduction. It summarizes existing approaches used by National Societies, including campaigns, participatory learning activities, informal education, and school-based interventions. The guide aims to help National Societies choose the most appropriate approaches and tools to create effective and efficient public awareness and education programs that support global frameworks for disaster risk reduction.
Recurrent food crises are one of the principal impediments to development in the Horn and Sahel regions of Africa. In 2011, a drought-related emergency affected over 12 million people in the Horn – the fourth such event since the turn of the millennium. Precise numbers are unavailable, but estimates indicate that hundreds of thousands of people were displaced and tens of thousands more died. A year later, 18 million people were affected by a major crisis in the Sahel – the third to hit the region in eight years.
Food crises are slow-onset disasters. They emerge over a period of months and are routinely tracked and anticipated by famine early warning systems – specialist units that monitor and forecast risk factors such as food prices, health indicators, rainfall and crop production. These systems provide governments and humanitarian actors with the chance to take early action and prevent the situation from escalating into an emergency. Cost-benefit analyses indicate that, compared with emergency response, early action offers significant cost savings in the long run.
Yet all too often the link between early warning and early action fails and the opportunity to mitigate a gathering crisis is lost. This disconnect was starkly apparent in Somalia during 2010/11, when increasingly urgent early warnings accumulated for 11 months before famine was finally declared in July. Only after that did the humanitarian system mobilize.
Beginning with the failures that allowed the Somalia famine to take place and drawing on the recent history of other early warnings, this report considers in detail the various political, institutional and organizational barriers to translating early warning of famine into early action to avert it, and makes recommendations for how these can be overcome.
In March 2014, Caravan Studios, in collaborations with Polaris Project, submitted a proposal in the final round of the Reimagine: Opportunity Challenge. The Challenge, managed by the Partnership for Freedom, sought innovative solutions to distinct problems within the issue of human trafficking.
Caravan Studios and Polaris Project each made it to the final round with separate proposals. As a part of the proposal process, they had the opportunity to spend three days together discussing their work and the opportunities. As a direct result of this, Polaris Project and Caravan Studios decided to combine their separate projects and submit for the final round together.
The Safe Shelter Collaborative is an innovative effort designed to bring more shelter space into the area of human trafficking. Through a combination of training, technology solutions and community engagement, the Collaborative will help provide appropriate shelter space to a wide range of human trafficking survivors.
RIWC_PARA_A117 from drr to response health and rehabilitation perspectives in...Marco Muscroft
1) The document discusses including people with disabilities across all phases of disaster management based on international frameworks and guidelines.
2) It outlines how rehabilitation professionals can involve people with disabilities in preparedness, response, and recovery efforts through inclusive approaches.
3) Examples include pre-identifying people with disabilities, ensuring accessible warning and evacuation systems, and applying lessons learned to build back more inclusive health facilities and programs.
Fragility, Conflict, and Mobility by Prakash Silwal KantOmobolanle3
The Conflict, Fragility and Migration Initiative aims to provide evidence to support policies and programming that improve livelihoods, reduce poverty, and promote social inclusion in fragile and conflict-affected areas. It takes a four-pronged approach: 1) Anticipate, by strengthening early warning systems; 2) Bridge, by generating evidence on emergency responses; 3) Stabilize, by evaluating programs to stabilize livelihoods; and 4) Accelerate, by awarding grants to local innovators. The Initiative seeks to reach at least 10 million people in fragile contexts by 2030 through partnerships working at the intersection of humanitarian, development, and peace efforts.
ANIS2013_Asia Seen through Technology Lens_Carla Lacerdangoinnovation
The document discusses cash transfer programming (CTPs) in Asia. It provides definitions of CTPs, noting they can be used by any organization responding to emergencies. CTPs are used to meet basic needs, protect or reestablish livelihoods. Spending on CTPs has increased from $46 million in 2008 to $117 million in 2012. The Cash Learning Partnership (CaLP) works to build capacity and share information on CTPs. CaLP aims to have CTP routinely considered as an emergency response option. The document outlines some CTP activities in different Asian countries and discusses the relevance of CTPs and new technologies for social innovation in Asia.
Similar to The Cluster Approach Presentation.ppt (20)
This document discusses sampling methods for research. It defines a sample as a subset of a population that is selected for measurement. There are random and non-random sampling methods. Random methods include simple random sampling, stratified random sampling, and cluster sampling, which aim to select representative samples. Non-random methods like convenience sampling are not as rigorous but can still be used. The document recommends a minimum sample size of 100 for descriptive studies. Representativeness of the sample is important for generalizing results to the target population.
This chapter discusses mixed methods research, which integrates both qualitative and quantitative research methods. It defines mixed methods research and describes the three main types of mixed methods designs: QUAL-Quan, QUAN-Qual, and QUAN-QUAL. These vary based on whether qualitative or quantitative data is prioritized and the sequence of data collection. The chapter outlines various data collection techniques and strategies that can be used in mixed methods research and evaluates mixed methods studies based on eight key criteria.
The document discusses several key standards and principles for humanitarian organizations:
The Sphere Project guidelines provide minimum standards for critical areas like water, sanitation, health services, food security and shelter. The Code of Conduct establishes principles for neutrality, humanity and impartial aid. There is also a need for accountability to aid recipients who often have little power or means to complain. Organizations like HAP and ALNAP promote self-regulation and learning to address imbalances of power and prevent issues like corruption, misconduct or inappropriate priorities.
The objectives of the workshop were to understand equality, diversity and inclusion, raise awareness of a diverse workforce's benefits, explore discrimination law, reflect on colleagues' experiences, review social media responsibilities, challenge inappropriate comments, and ensure an inclusive environment.
The Everyone Equal network is led by volunteers to push boundaries, encourage change, support colleagues, and be a collective voice. Networks require passionate volunteers to unite, raise awareness, influence decisions, and strengthen businesses.
Colleagues shared stories about misgendering's effects and living with a hidden disability to increase understanding of others' experiences.
The document discusses accountability to affected populations (AAP) in humanitarian coordination. It outlines key AAP policies and standards like the IASC Commitments on AAP and the Core Humanitarian Standard. The nutrition cluster provides additional guidance on applying AAP collectively in nutrition responses. The humanitarian principles of humanity, neutrality, impartiality and independence underscore the work of clusters. Accountability is a shared responsibility to ensure the rights, results and relationships for affected communities through coordinated approaches.
The document summarizes discussions from a regional consultation on humanitarian effectiveness in North and Southeast Asia. It addresses four main themes: 1) Reducing vulnerability and managing risks, 2) Transformation through innovation, 3) Partnerships in conflict situations, and 4) Strengthening the humanitarian system. For each theme, it outlines key conclusions and recommendations, including emphasizing community participation, strengthening local capacity, bridging the humanitarian-development divide, and developing better guidelines and legal frameworks for civil-military coordination.
This document summarizes a training session on using laws, principles, and standards to support shelter operations. The session objectives are to understand how to use 1) laws, 2) principles, and 3) standards to support operations. It discusses several frameworks including international human rights law, humanitarian law, and refugee law. It also examines principles like the Guiding Principles on Internal Displacement and standards from documents like the Sphere Handbook and UNHCR Handbook for Emergencies. The document provides examples of how these frameworks can help plan and implement transitional shelter and reconstruction in disaster response.
The document discusses social ecological models for understanding health. It presents an ecological framework that considers individual and environmental factors that influence health and behavior across multiple levels: individual, interpersonal, organizational, community, and population. The model helps analyze health problems, design interventions targeting various levels, and evaluate programs. It promotes moving beyond blaming individuals to address upstream social and environmental determinants of health.
This document provides an introduction to sampling methods for research. It discusses the differences between probability sampling (e.g. simple random sampling, stratified random sampling) and non-probability sampling (e.g. purposive sampling, convenience sampling, quota sampling). Probability sampling allows statistical inferences about the whole population by using random selection techniques. Non-probability sampling is often more convenient but does not allow for statistical generalization due to non-random selection. The document outlines various sampling techniques and provides examples to illustrate key concepts.
Definations for Learning 24 July 2022 [Autosaved].pptxInayatUllah780749
1. M&E definitions provide explanations of key terms like monitoring, evaluation, and different types of evaluations such as formative, process, outcome, impact, and summative evaluations.
2. Different types of evaluations occur at various stages of a project and serve different purposes, such as improving project implementation, assessing progress, or evaluating overall impact.
3. Evaluating coherence considers how well a project's internal components and external partnerships support its goals, highlighting the importance of synergies within and beyond the project.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
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https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
2. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
The initial problem
What
organisations
are already
here?
Is anyone already
doing X?
Where do people
need assistance?
Who needs
assistance?
Where can I get
information?
How can I
get funds?
Who is doing Y
in X-town?
Why is the
government
(not) doing X?
2
Who is in
charge?
3. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Origin of the Cluster approach
The Humanitarian Response Review:
Commissioned in 2004 by the Emergency
Relief Coordinator to assess the capacities and
effectiveness of the global humanitarian
system.
Led to the initiation of a Humanitarian Reform
Process as of 2005 to address several areas of
weakness.
3
4. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Purpose of the Cluster approach
Ensuring more predictable leadership and clearly defined
responsibilities by identifying cluster leads that are accountable for
the coordination of the activities of their respective sector,
including functioning as a provider of last resort, where necessary.
Ensuring timely and effective responses, including through the
maintenance of global capacity, rosters of trained experts and
stockpiles.
Strengthening partnerships between UN agencies, IOM, NGOs, the
International Red Cross Red Crescent Movement and other
humanitarian actors, while also ensuring more coherent linkages
with national authority counterparts.
Improved strategic field-level coordination and prioritization,
leading to fewer gaps and duplication.
4
5. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Transformative Agenda
The response to the Haiti earthquake and Pakistan
floods in 2010 exposed weaknesses and inefficiencies.
The “Transformative Agenda” aims to address these
shortcomings.
“We recognize that we need to focus not on the
process of implementing change, but on the
impact of change.” (IASC)
5
More info: IASC Principals Transformative Agenda
7. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
The three pillars of the
Transformative Agenda
Better leadership of the international
humanitarian response to support countries’
own relief efforts
Improved coordination structures, needs
assessments, planning and monitoring
Improved accountability to all stakeholders,
with special emphasis on the people affected
by disasters.
7
A detailed presentation on the Transformative
Agenda can be found on ShelterCluster.org
8. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
The Inter-Agency Standing Committee (IASC)
is a coordination mechanism that brings UN
and non-UN actors together
The Cluster approach is an IASC initiative
-> the Cluster approach is NOT a UN-only
coordination mechanism!
The majority of global cluster leads are UN
agencies
IASC, the Clusters and the UN
8
9. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
11 Clusters
Area of Activity Global Cluster Lead
Camp Coordination/Camp Management (CCCM) UNHCR (conflict)
IOM (natural disasters)
Education UNICEF/Save the Children
Shelter UNHCR (IDPs in conflict)
IFRC (natural disasters)
Emergency Telecommunications WFP/OCHA/UNICEF
Food Security (frm. Agriculture) FAO and WFP
Health WHO
Logistics WFP
Nutrition UNICEF
Protection UNHCR (conflict)
UNHCR/OHCHR/UNICEF (IDPs from disasters and
civilians other than IDPs affected by conflict)
Water, Sanitation and Hygiene UNICEF
Early Recovery (Cluster Working Group)* UNDP
9
10. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Clusters and Cluster Leads
Not all Clusters are activated in each emergency
Clusters can be combined (for example Health and Nutrition)
Global Cluster leads and Country Cluster leads don‘t have to
be identical.
New thinking: train national NGOs in coordination so they can
lead Clusters
Global Cluster leads are accountable to the Emergency
Response Coordinator (ERC).
– Exception: IFRC, because Red Cross Red Crescent is
independent from the UN system
10
11. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Cross-cutting issues
List of cross-cutting issues for the Cluster Approach
Early Recovery HIV and AIDS
Age Human Rights
Housing, Land and Property Rights Gender
Disability Mental Health
Environment Landmines
Livestock
Sometimes referred to as cross-cutting issue
Information Management
11
12. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
12
Coordination
≠
Implementation
Cluster coordinators should not directly
implement programmes but support Cluster
partners in providing assistance in a
coordinated way.
13. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
The “provider of last resort”
Sector leads act as “providers of last resort”,
meaning that they have committed themselves to
filling gaps in their sector if nobody else steps up.
Exception: IFRC is not a provider of last resort.
The concept of the “provider of last resort” is
meant to improve predictability since it is clear
who will have to step up, if everything else fails.
13
14. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Definition: provider of last resort
“Where necessary, and depending on access,
security and availability of funding, the cluster
lead, as provider of last resort, must be ready to
ensure the provision of services required to fulfil
critical gaps identified by the cluster and reflected
in the Humanitarian Coordinator‐led Humanitarian
Country Team Strategic Response Plan.”
14
Source: IASC Transformative Agenda, Chapeau and
Compendium of Actions 19 January 2012
15. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Limitations to the concept of
“provider of last resort”
Source: IASC Guidance Note on Using the Cluster Approach
to Strengthen Humanitarian Response (November 2006)
“… the commitment of cluster leads to do their
utmost to ensure an adequate and appropriate
response.”
“…it is necessarily circumscribed by some basic
preconditions that affect any framework for
humanitarian action, namely unimpeded access,
security, and availability of funding.”
15
16. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Cluster activation
Based on an initial assessment of the needs and after discussion
with the host government, the Resident or Humanitarian
Coordinator (RC/HC) agrees with the Humanitarian Country Team
which Clusters should be activated.
The RC/HC designates national cluster leads in consultation with
global cluster lead agencies.
The RC/HC recommends the Cluster activation to the Emergency
Response Coordinator (ERC) of; ERC gives global cluster leads 24
hours to approve proposal
Where available, national/regional coordination mechanisms
should be supported. In these cases, the Cluster approach
needs to be adapted.
16
17. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Cluster de-activation
Individual Clusters are de-activated when
National and/or development partners are
able to take over from a Cluster
Humanitarian needs in a particular sector
have sharply decreased or ceased
17
19. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
The Cluster is the forum where all actors can discuss
and agree on issues related to their sector.
It takes the commitment of all Cluster partners to
implement these decisions.
19
21. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Six core functions at field level
1. Supporting service delivery
Provide a platform to ensure that service delivery is driven by the agreed strategic
priorities
Develop mechanisms to eliminate duplication of service delivery
2. Informing strategic decision-making of the HC/HCT for the humanitarian response
Needs assessment and response gap analysis (across sectors and within the sector)
Analysis to identify and address (emerging) gaps, obstacles, duplication, and cross-
cutting issues including age, gender, environment and HIV/AIDs
Prioritisation, grounded in response analysis
3. Planning and strategy development
Develop sectoral plans, objectives and indicators that directly support realisation of
the HC/HCT strategic priorities
Apply and adhere to existing standards and guidelines
Clarify funding requirements, prioritisation and cluster contributions for the HC’s
overall humanitarian funding considerations (e.g. Flash Appeal, CAP, CERF,
Emergency Response Fund/Common Humanitarian Fund)
21
22. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Six core functions at field level
4. Advocacy
Identify advocacy concerns to contribute to HC and HCT messaging and action
Undertake advocacy activities on behalf of cluster participants and the
affected population
5. Monitoring and reporting the implementation of the cluster strategy and results;
recommending corrective action where necessary
6. Contingency planning/preparedness/capacity building in situations where there is
a high risk of recurring or significant new disaster and where sufficient capacity exists
within the cluster.
→ Accountable to the HC/RC (except IFRC)
Source: IASC Reference Module for Cluster
Coordination at the Country Level; Oct 2012
22
23. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Special role of the IFRC as
Shelter Cluster “convener”
Not accountable to the HC/ERC because of
independence and neutrality of the Red Cross
Red Crescent Movement
Not a “provider of last resort”
IFRC does not receive funds from the CERF
23
24. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
24
Coordination
≠
Funding
But:
The Cluster team will assist Cluster members in writing
proposals to access pool funds, such as the CAP and UN
Flash Appeal.
Members of the Strategic Advisory Group (SAG) vet
proposals for pool funds to ensure a consistent shelter
response strategy.
31. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Who are the Cluster partners?
UN agencies
Host government
International NGOs
Red Cross Red Crescent Movement
Local NGOs / Civil Society Organizations
Representatives of the Affected Population
Donors
Academia
31
32. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
What you can do for the Cluster
You are the Cluster! The Cluster is only as good as the
participation of its members.
As a Cluster member you should
Participate in assessments
Provide information about your activities
Take actively part in the setting of strategies
Provide analysis
Accept limited coordination responsibilities
Contribute resources (funds, personnel, coordination)
32
34. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Country Cluster Structure
Main Shelter Cluster meeting:
Everyone
Strategic Advisory Group (SAG):
Max 15 key operational partners. Develops the
overall strategy and provides strategic
oversight. Vets proposal for Flash appeal etc.
Technical Working Groups (TWiGs):
Specific, short-term. For example: Drainage,
Temporary shelter design, etc.
34
37. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Potential Shelter Cluster
Coordination Team (large disaster)
Dept./Hub
coordinators
Logistics
Media
Debris
Contingency
planning
Community liaison
Land rights
Urban settlement
Environment
Gov. liaison
Coord IM
Tech
Remote support
37
Mapping/GIS
39. Global Shelter Cluster
ShelterCluster.org
Coordinating Humanitarian Shelter
Challenges for the
Cluster Approach
Lead agency staff often don’t understand role of Cluster
coordination (tasking vs. coordinating)
Frequently no dedicated staff for Cluster coordination and not
enough resources to add value
Still very UN centric and NGOs sometimes feel that they are not
equal partners
Not enough involvement of local NGO/CSOs
Not enough involvement of affected people
Some new actors don’t know about the Cluster system such as
some faith based groups, very new or very small NGOs.
Can be resource intensive for organizations (too many meetings) if
the Cluster is not well managed.
39
Please note: The IFRC is as “Cluster Convener” is not accountable o the UN and not a provider of last resort, because of the independence of the Red Cross Red Crescent Movement. We will talk about this more, later in the presentation.
Not all issues that were raised by the Humanitarian Reform Review have been solved. This why the “Transformative Agenda” was written. It emphasizes some points that were not adequately reflected in the original document and gives strategic and operational guidance for some of the issues that haven’t been addressed adequately yet.
Leadership:
- Roster of Emergency Coordinators for Level 3 Emergencies
- Empowered Leadership
- Inter-Agency Rapid Response Mechanism
- Leadership Training
Coordination:
- Strategic Use of Clusters
- Simplified Cluster Management
- Minimum Commitments for Participation in Clusters
- Strengthening NGO Representation in the Humanitarian Country Team
Accountability:
- Common Humanitarian Programme Cycle to Achieve Collective Results
- Assessment, Strategic Statement, Resource Allocation, Implementation, Monitoring, Reporting and Evaluation
- Common Performance and Reporting Framework
- Accountability to Affected People
Early Recovery is relevant to all sectors. This why, at the global level, Early Recovery is set up as a Cluster Working group to which all Clusters are encouraged to contribute. Equally, at country level, Early Recovery is frequently not set-up as a Cluster, but considered to be a cross-cutting activity for all Clusters.
They don’t necessarily have to do it themselves, they just have to do “their utmost” to ensure that it is done.
If there is no money, or if security situation is prohibitive, the provider of last resort does not have provide services. However, in these situations, he does have to do his best to advocate for funds and/or access.
Official wording:
“The de-activation of clusters is a decision to stand-down one or several clusters because (a) either the cluster has transferred responsibility for delivery and possibly capacities, tools, systems and resources to national and/or development partners, or (b) humanitarian needs in a particular sector have sharply decreased or ceased (e.g. when affected people have returned, reintegrated or relocated).”
The Cluster Team is there to support the work of everyone and to facilitate agreement on important topics. However, the team depends on the Cluster partners to implement decisions that have been agreed on.
Some Cluster Leads confuse “coordination” with “telling people what to do”. This is particularly a risk, when the Cluster Coordinator is “double-hatting” and where many Cluster partners are also implementing partners of the Cluster lead agency. However, that is not how the system was designed and it is one of the reasons why some agencies separate the Cluster coordination function completely from all other functions of the organization. In the case of the IFRC for example, the Cluster Coordinator does normally not report to the in-country head of operations but directly to Geneva. Coordinators are supposed to be impartial facilitators.
The IFRC signed a Memorandum of Understanding with OCHA in 2006 outlining its special role as a “Cluster Covenver”. The MoU can be downloaded at ShelterCluster.org https://www.sheltercluster.org/References/SC%20Coordination%20Toolkit%20library/7.1.5%20IFRC%20-%20UNOCHA%20MoU.doc
What follows are examples of the most important Cluster products. Depending on the emergency, Country Cluster Teams, supported remotely by the Global Cluster Teams, may produce additional products.
SAGs also exist on the global level. Instead of TWiGs, the global level has working groups (WGs)