Enhance engagement between humanitarian and development actors

Submitted by Mirlinda Pasoma on March 17, 2017 - 3:12pm

The High-Level Panel on Humanitarian Financing and Core Responsibility Four of the SecretaryGeneral’s Report (change people’s lives – from delivering aid to ending need) both articulate the importance of shrinking humanitarian needs while also recognising the humanitarian financing gap. This is particularly important in situations of fragility and protracted crises. A better way of working is not about shifting funding from development to humanitarian programmes or from humanitarian to development actors.

Harmonise and simplify reporting requirements

Submitted by Mirlinda Pasoma on March 17, 2017 - 3:09pm

Reporting requirements have grown over the years for specific and valid reasons including legal requirements associated with accountability and managing risk, to build trust, raise funds, for diplomatic purposes and to improve quality. A wide range of sectors and organisations report to one another, including institutional donors, UN agencies, IOM, international and national NGOs and the Red Cross Red Crescent Movement.

Reduce the earmarking of donor contributions

Submitted by Mirlinda Pasoma on March 17, 2017 - 2:55pm

Flexible funding facilitates swifter response to urgent needs and investment in fragile, potentially volatile situations, emergencies and disaster preparedness, as well enables response to needs in situations of protracted and neglected conflicts. It strengthens decision-making bodies which include key stakeholders such as affected and refugee-hosting states as well as donors. It supports management systems and the use of cost-efficient tools as well as reduces the amount of resources spent on grant-specific administration, notably procurement and reporting.

Increase collaborative humanitarian multi-year planning and funding

Submitted by Mirlinda Pasoma on March 17, 2017 - 2:50pm

Multi-year planning and funding lowers administrative costs and catalyses more responsive programming, notably where humanitarian needs are protracted or recurrent and where livelihood needs and local markets can be analysed and monitored. Multi-year planning must be based on shared analysis and understanding needs and risks as they evolve. Collaborative planning and funding mechanisms for longer programme horizons that are incrementally funded can produce better results and minimise administrative costs for both donors and aid organisations.

A participation revolution: include people receiving aid in making the decisions which affect their lives

Submitted by Mirlinda Pasoma on March 17, 2017 - 2:47pm

We need to include the people affected by humanitarian crises and their communities in our decisions to be certain that the humanitarian response is relevant, timely, effective and efficient. We need to provide accessible information, ensure that an effective process for participation and feedback is in place and that design and management decisions are responsive to the views of affected communities and people.

Improve joint and impartial needs assessments

Submitted by Mirlinda Pasoma on March 17, 2017 - 2:27pm

Significant efforts have been made in the past few years to strengthen the quality and coordination of humanitarian needs assessments used for strategic decision-making. This complements state efforts where appropriate. Yet there remains a lack of shared understanding, expectations and commitment to the collective endeavour. The application of current approaches and tools falls short of meeting the decision-making requirements for various stakeholders for both programming and funding.

Reduce duplication and management costs with periodic functional reviews

Submitted by Mirlinda Pasoma on March 17, 2017 - 2:19pm

Reducing management costs will increase the proportion of funding used for the direct benefit of affected people. This may only be demonstrated over time, since measuring efficiency and effectiveness requires baseline information. Reducing management costs depends upon reducing donors’ and aid organisations’ individual reporting requirements and oversight mechanisms.

Increase the use and coordination of cash-based programming

Submitted by Mirlinda Pasoma on March 17, 2017 - 2:11pm

Using cash helps deliver greater choice and empowerment to affected people and strengthens local markets, but remains underutilised. While it is not a panacea, and the context will ultimately define which tool to use, donors and aid organisations should routinely consider cash when evaluating response options and some donors may wish to scale up significantly. Cash cannot meet all needs: investment in public goods, including protection, education and health will still be needed.

More support and funding tools for local and national responders

Submitted by Mirlinda Pasoma on February 22, 2017 - 9:25am

National and local responders comprising governments, communities, Red Cross and Red Crescent
National Societies and local civil society are often the first to respond to crises, remaining in the
communities they serve before, after and during emergencies. We are committed to making
principled humanitarian action as local as possible and as international as necessary recognising that
international humanitarian actors play a vital role particularly in situations of armed conflict. We