DOCSLIB.ORG

Lessons from an Evaluation of the Emergency Capacity Building (ECB) Project September 2014

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Lessons from an Evaluation of the Emergency Capacity Building (ECB) Project September 2014 A DECADE OF LEARNING Lessons from an Evaluation of the Emergency Capacity Building (ECB) Project September 2014 CONTENTS ACKNOWLEDGMENTS III 3.2.2. Capacity Building Approaches Prioritized ABBREVIATIONS AND ACRONYMS V by the ECB Project 23 EXECUTIVE SUMMARY 1 3.2.3. Alignment of ECB and HEA Community 1. INTRODUCTION 5 Capacity Building Approaches 24 1.1. Challenges and Trends in the HEA Sector 5 3.2.4. Approach Prioritization and Capacity Building Success 24 1.2. The Emergency Capacity Building Project 5 3.3. Whose Capacity? Stakeholder Groups Targeted by the ECB Project 38 2. EVALUATION METHODOLOGY 7 3.3.1. Stakeholder Groups and System Levels 2.1. Conceptual Frame work 7 Targeted by the HEA Community 38 2.2. Evaluation Questions 7 3.3.2. Stakeholder Groups and System Levels 2.3. Data Collection 7 Prioritized by the ECB Project 41 2.3.1. Desk Review Analysis 7 3.3.3. Alignment of ECB and Broader HEA Priorities 41 2.3.2. HEA Stakeholder Survey 8 3.3.4. Relevance of ECB Project and HEA Community Priorities 41 2.3.3. Materials Use Survey 8 3.3.5. Stakeholder Targeting and Capacity Building Success 41 2.3.4. Key Informant Interviews 9 3.3.6. Stakeholder Targeting and Sustainability 42 2.3.5. Constraints and Limitations 9 3.4. What Worked and Didn’t Work and Why 43 3. FINDINGS 11 3.4.1. ECB Project Governance 43 3.1. What Competencies Were Prioritized? 11 3.4.2. The Consortium Model 43 3.1.1. Capacity Building Competencies 3.4.3. Continuation of Activities at Country Level 44 Prioritized by the HEA Community 11 4. CONCLUDING REMARKS 47 3.1.2. Competencies Prioritized by the ECB Project 13 4.1. WHAT Emergency Response Competencies 3.1.3. Alignment of ECB Project and HEA Community Priorities 13 Did the ECB Project Build? 47 3.1.4. Critical but Neglected Competencies 15 4.2. HOW Did the ECB Project Build Capacities 3.1.5. Competency Prioritization and Capacity Building Success 15 for Emergency Response? 47 3.2. How Did the ECB Project Approach Capacity Building? 22 4.3. WHO Did the ECB Project Target for Capacity Building? 49 3.2.1. Capacity Building Approaches Prioritized 4.4. Looking to the Future 49 by the HEA Community 22 REFERENCES 51 I 4 Acknowledgments This study would not have been possible without the support and involvement of various ECB Project stakeholders, beneficiaries and partners at national, regional and global levels who acted as respondents and facilitated the study to successful completion. Many thanks to everyone who provided feedback. Their positive re- sponse ensured that this study reflects a wide variety of perspectives. The evaluation team is grateful to the Bill & Melinda Gates Foundation, in partic- ular, Ms. Valerie, Bemo, Ms. Amanda Lanzarone and Ms. Daya Levin, as well as the ECB Project secretariat for their support and constructive feedback in executing this study. This report does not necessarily reflect the views of the commissioning Bill & Melin- da Gates Foundation and has not been edited to its official publication standards. Feedback or questions should be addressed to Ky Luu at [email protected]. Disaster Resilience Group Evaluation Team members Ky Luu, JD: Team Leader Apollo M. Nkwake, PhD, CE: Lead Evaluator Margie Ferris Morris, MSc: Evaluator Steven Hansch, MA: Evaluator Matesa Gago, MPH: Coordinator Eric Corzine, MBA: Evaluator Justin Marcello, MA: Reviewer Graduate Research Assistants Tim White, MA Bonnie Haskell Editor Wendy Hammond III Abbreviations ACAPS Assessment Capacities Project PAHO Pan American Health Organization AIM Accountability and Impact Measurement PDRA Participatory Disaster Risk Assessment ALNAP Active Learning Network for Accountability and PROCOSI Programa de Coordinación en Salud Integral (Integral Performance in Humanitarian Action Health Coordination Program), a Bolivian network of BMGF Bill & Melinda Gates Foundation non- profit organizations CBHA Consortium of British Humanitarian Associations SCF Save the Children Federation CDMP Comprehensive Disaster Management Project, Bangladesh UN United Nations CEP R&R Country Engagement Plans Review and Revision UNDP United Nations Development Program CLR Consortium Learning Review UNOCHA UN Office for the Coordination of Humanitarian Affairs CRS Catholic Relief Services USAID United States Agency for International Development CSAS Consortia Self- Assessment Study VIDECI Vice Minister of Civil Defense, Bolivia DFID UK Department for International Development (UK aid) WASH Water, sanitation and hygiene DRG Disaster Resilience Group WFP World Food Program DRM Disaster risk management WHO World Health Organization DRR Disaster risk reduction WVI World Vision International ECB Emergency Capacity Building Project ECHO European Commission Humanitarian Organization ENHAnce Expanding National Humanitarian Ability training program Other Terms GHP Global Humanitarian Platform GEG Impact Measurement and Accountability in Emergencies: CARE International The Good Enough Guide International humanitarian and development organization and ECB Project lead HAP Humanitarian Accountability Project Caritas Internationalis HEA Humanitarian emergency assistance Confederation of 164 Catholic relief, development and social service organizations HPN Humanitarian Practice Network, Overseas Development Institute IFRC International Federation of the Red Cross and Red Crescent Societies ECBinter- ‐active IASC Inter- Agency Standing Committee Regional Learning Conferences hosted by the ECB Project in Bangladesh, Bolivia, ICT Information and communication technology Horn of Africa, Indonesia and Niger for project agencies to share collaborative work INGO International non-governmental organization and training experience, focusing on the project’s core themes of accountability IRC International Rescue Committee, an IWG member and impact measurement, disaster risk reduction and national staff development ISDR UN Office for Disaster Risk Reduction IWG Inter- Agency Working Group (ECB agencies plus IRC) Nethope JNA Joint needs assessment New- generation information technology collaboration of 33 international NGOs KIRA Kenya Initial Rapid Assessment and ECB collaborator LNGO Local non- governmental organization People in Aid MCI Mercy Corps International Membership organization that improves organizational effectiveness in the hu- M&E Monitoring and evaluation manitarian and development sectors M&L Management and leadership (core skills for ENHAnce) NGO Non- governmental organization Sphere Project NSDP National Staff Development Program Voluntary initiative of humanitarian response practitioners to improve the quality ODI Overseas Development Institute of humanitarian assistance, author of the Sphere Handbook, Humanitarian Charter OFDA USAID Office of Foreign Disaster Assistance and Minimum Standards in Humanitarian Response V Executive Summary Over the past decade, the global humanitarian agenda has moved from saving learning on accreditation systems, best practices, staff retention and surge lives and providing basic services in emergencies toward building resilience to cri- capacity with humanitarian networks, platforms and fora. The National Staff ses. In 2005 the United Nations launched a process to improve the effectiveness Development Program (NSDP) and other training initiatives were created to of the humanitarian response. As a result, in 2011, the United Nations (UN) Inter- increase national agency staff capacity to lead and manage emergency pro- Agency Standing Committee (IASC) agreed on a set of actions focusing on stron- grams. Evaluation respondents rated the quality of the materials and training ger leadership, more effective coordination and improved accountability. This highly and reported remarkable improvement in staff and member agency transformation requires new competencies and approaches to capacity building. surge capacity and staff confidence. In 2003, seven relief and development organizations conceived a project to Although the ECB Project did not articulate partnerships/collaboration/coor- strengthen the capacity of the humanitarian and emergency assistance (HEA) dination as a theory of change for capacity building, it drew on the strengths community to deliver humanitarian aid. The resulting Emergency Capacity Build- of global humanitarian organization partnerships and collaborated with local ing (ECB) Project aimed to improve the quality and effectiveness of emergency agencies, governments, international organizations and the UN. Local partner- preparedness and response by improving field-level capacity, collaborating with ships were a cornerstone of the project in Phase II to build the capacity of other partners and organizations and enhancing resources for field set- up, com- national governments and local agencies to respond to emergencies. The trust munication and training. These initiatives focused on the themes of (1) staff ca- and respect the consortia built in each country made them effective agents pacity building, (2) accountability and impact measurement and (3) disaster risk for change, accomplishing more than any one agency could do on its own. reduction and climate change adaptation. In Phase I, the project conducted re- search and produced field tools and guidelines. In Phase II, interventions were im- Disaster risk reduction (DRR) was integrated into project proposals in Phase I. plemented through consortia in Bolivia, Bangladesh, the Horn of Africa, Indonesia In Phase II, DRR training and joint needs assessments brought groups together and Niger. to address a common problem, strengthening relationships
Load more

Recommended publications
  • The Sphere Project
    ;OL :WOLYL 7YVQLJ[ +XPDQLWDULDQ&KDUWHUDQG0LQLPXP 6WDQGDUGVLQ+XPDQLWDULDQ5HVSRQVH ;OL:WOLYL7YVQLJ[ 7KHULJKWWROLIHZLWKGLJQLW\ ;OL:WOLYL7YVQLJ[PZHUPUP[PH[P]L[VKL[LYTPULHUK WYVTV[LZ[HUKHYKZI`^OPJO[OLNSVIHSJVTT\UP[` /\THUP[HYPHU*OHY[LY YLZWVUKZ[V[OLWSPNO[VMWLVWSLHMMLJ[LKI`KPZHZ[LYZ /\THUP[HYPHU >P[O[OPZ/HUKIVVR:WOLYLPZ^VYRPUNMVYH^VYSKPU^OPJO [OLYPNO[VMHSSWLVWSLHMMLJ[LKI`KPZHZ[LYZ[VYLLZ[HISPZO[OLPY *OHY[LYHUK SP]LZHUKSP]LSPOVVKZPZYLJVNUPZLKHUKHJ[LK\WVUPU^H`Z[OH[ YLZWLJ[[OLPY]VPJLHUKWYVTV[L[OLPYKPNUP[`HUKZLJ\YP[` 4PUPT\T:[HUKHYKZ This Handbook contains: PU/\THUP[HYPHU (/\THUP[HYPHU*OHY[LY!SLNHSHUKTVYHSWYPUJPWSLZ^OPJO HUK YLÅLJ[[OLYPNO[ZVMKPZHZ[LYHMMLJ[LKWVW\SH[PVUZ 4PUPT\T:[HUKHYKZPU/\THUP[HYPHU9LZWVUZL 9LZWVUZL 7YV[LJ[PVU7YPUJPWSLZ *VYL:[HUKHYKZHUKTPUPT\TZ[HUKHYKZPUMV\YRL`SPMLZH]PUN O\THUP[HYPHUZLJ[VYZ!>H[LYZ\WWS`ZHUP[H[PVUHUKO`NPLUL WYVTV[PVU"-VVKZLJ\YP[`HUKU\[YP[PVU":OLS[LYZL[[SLTLU[HUK UVUMVVKP[LTZ"/LHS[OHJ[PVU;OL`KLZJYPILwhat needs to be achieved in a humanitarian response in order for disaster- affected populations to survive and recover in stable conditions and with dignity. ;OL:WOLYL/HUKIVVRLUQV`ZIYVHKV^ULYZOPWI`HNLUJPLZHUK PUKP]PK\HSZVMMLYPUN[OLO\THUP[HYPHUZLJ[VYH common language for working together towards quality and accountability in disaster and conflict situations ;OL:WOLYL/HUKIVVROHZHU\TILYVMºJVTWHUPVU Z[HUKHYKZ»L_[LUKPUNP[ZZJVWLPUYLZWVUZL[VULLKZ[OH[ OH]LLTLYNLK^P[OPU[OLO\THUP[HYPHUZLJ[VY ;OL:WOLYL7YVQLJ[^HZPUP[PH[LKPU I`HU\TILY VMO\THUP[HYPHU5.6ZHUK[OL9LK*YVZZHUK 9LK*YLZJLU[4V]LTLU[ ,+0;065 7KHB6SKHUHB3URMHFWBFRYHUBHQBLQGG The Sphere Project Humanitarian Charter and Minimum Standards in Humanitarian Response Published by: The Sphere Project Copyright@The Sphere Project 2011 Email: [email protected] Website : www.sphereproject.org The Sphere Project was initiated in 1997 by a group of NGOs and the Red Cross and Red Crescent Movement to develop a set of universal minimum standards in core areas of humanitarian response: the Sphere Handbook.
    [Show full text]
  • Review of the World Food Programme's
    Review of the World Food Programme’s Humanitarian and Development Effectiveness 2006-2011 SYNTHESIS REPORT MARCH 2012 Canadian International Development Agency (CIDA) 200 Promenade du Portage Gatineau, Québec K1A 0G4 Canada Telephone: 819-997-5006 / 1-800-230-6349 (toll-free) For the hearing- and speech-impaired: 819-953-5023 / 1-800-331-5018 (toll-free) Fax: 819-953-6088 Website: www.cida.gc.ca/evaluations-e E-mail: [email protected] © Her Majesty the Queen in Right of Canada, 2012 Cette publication est aussi disponible en français sous : Revue de l'efficacité de l'aide humanitaire et du développement du Programme alimentaire mondial Printed in Canada Review of the World Food Programme’s Humanitarian and Development Effectiveness 2006-2011 SYNTHESIS REPORT MARCH 2012 Acknowledgments CIDA‟s Evaluation Directorate wishes to thank all who contributed to this review for their valued input, their constant and generous support, and their patience. Our thanks go first to the independent team from the firm, Goss Gilroy Inc., made up of co-team leaders Ted Freeman and Sheila Dohoo Faure and analysts Danielle Hoegy, Molly McCreary and Kofi Kobia. Michelle Guertin, CIDA Evaluation Manager, substantially revised the report, bringing it to its present form. The Evaluation Directorate would also like to thank the management team of CIDA‟s International Humanitarian Assistance Directorate (Multilateral and Global Programs Branch) at Headquarters in Gatineau for its valuable support. Our thanks also go to the representatives of the WFP for their helpfulness and their useful, practical advice to the evaluators. CIDA would also like to thank the Policy and Operations Evaluation Department of the Netherlands Ministry of Foreign Affairs for its interest in this approach to assessing the development effectiveness of multilateral organizations and for its specific support of this review.
    [Show full text]
  • The State of the Humanitarian System Effective, and Predictable
    The humanitarian system has a fundamental responsibility to continually assess its ability to save lives and alleviate human suffering. The IFRC, as a global network, shares many of the issues and challenges identified by this initiative. I welcome this report for its ambition to THE STATE OF THE assess overall achievements on a regular basis and believe it will help individual organizations and networks to reflect on and improve their own performance. We have learned from our participation in the initiative and we hope it will continue to grow and strengthen over the HUMANITARIAN SYSTEM years to come. Bekele Geleta, Secretary General of the IFRC Assessing performance and progress I warmly welcome this first State of the Humanitarian System report because it shows deep A pilot study commitment towards self improvement within the humanitarian system. I encourage this effort to be sustained over time so that it can gradually live up to its potential to further improve the quality of services provided by all humanitarian actors. The ICRC remains committed to lead its own self improvement and to contribute to that of the humanitarian system as a whole. Angelo Gnaedinger, Director General of the ICRC Thanks to the collective efforts by members of the humanitarian community over the past five years, the humanitarian system has made significant strides in becoming increasingly rapid, SYSTEM HUMANITARIAN THE OF STATE THE effective, and predictable. That said, much more still needs to be done. ALNAP’s first State of the Humanitarian System report is unique in its scope and well researched. Findings such as these will contribute to the humanitarian community’s collective efforts to take stock of where we stand, face up to global challenges, and to decide how we can make more difference to the lives of people affected by emergencies.
    [Show full text]
  • UNHCR Handbook for Emergencies Emergencies
    Handbook for UNHCR Handbook for Emergencies Emergencies United Nations High Commissioner for Refugees Case postale 2500 CH-1211 Genève 2 Dépôt Third Edition Comments on the Handbook for Emergencies and requests for additional Copies should be addressed to: The Emergency Preparedness and Response Section UNHCR Headquarters Case Postale 2500 CH – 1211 Genève 2 Dépôt Switzerland Téléphone: + 41 22 739 83 01 Fax: + 41 22 739 73 01 Email: [email protected] Handbook for Emergencies © United Nations High Commissioner for Refugees, Geneva Third Edition February, 2007 ISBN This document is issued by the Office of the United Nations High Commissioner for Refugees for general distribution. All rights are reserved. Reproduction is authorized, except for commercial purposes, provided UNHCR is acknowledged. I Using the Handbook II Chapters may be located quickly by using the key on the contents page. Particular subjects may be located by using the index. The handbook is structured as follows: Section One summarizes UNHCR’s mandate of international protecdtion and the aim and principles of emergency response; Section Two deals with emergency management; Section Three covers the vital sectors and problem areas in refugee emergencies, including health, food, sanitation and water, as well as key field activities underpinning the operations such as logistics, community services and registration. The chapters in this section start with a summary so that readers, who might not need the full level of detail in each of these chapters, can understand the basic
    [Show full text]
  • Shifting Mindsets
    Shifting Mindsets Creating a more flexible humanitarian response Alice Obrecht FLEXIBILITY ALNAP is a global network of NGOs, UN agencies, members of the Red Cross/ Crescent Movement, donors, academics, networks and consultants dedicated to learning how to improve the response to humanitarian crises. www.alnap.org About the authors Alice Obrecht is a Senior Research Fellow at ALNAP. Suggested citation Obrecht, A. (2019) Shifting Mindsets: Creating a more flexible humanitarian response. ALNAP Study. London: ODI/ALNAP. ISBN: 978-1-910454-94-7 © ALNAP/ODI 2019. This work is licensed under a Creative Commons Attribution-non Commercial Licence (CC BY-NC 4.0). Front cover photo credit: EU/ECHO and Save the Children. Editing by Hannah Caddick Communications management by Maria Gili Graphics by Tim Harcourt-Powell Typesetting by Alex Glynn Design by Soapbox, www.soapbox.co.uk 2 Shifting Mindsets: Creating a more flexible humanitarian response Contents Acknowledgements 5 Abbreviations and acronyms 7 Executive summary 9 About this report 13 Part I: A framework for flexibility in humanitarian action 16 Section 1: Flexibility in humanitarian action and its importance 18 1.1 Common sense but hard to do 18 1.2 What kind of flexibility are we talking about? 19 1.3 Organisational flexibility and its implications for response-level flexibility 20 1.4 Understanding the demand for humanitarian flexibility 23 1.5 The flexibility challenge within humanitarian response 25 Section 2: A framework for understanding humanitarian flexibility 27 2.1 Choosing strategies
    [Show full text]
  • Ecb Project Case Study
    ECB PROJECT CASE STUDY NGOs traditionally compete for funds; what happens when they join forces to raise money together? Catherine Gould and Katy Love September 2011 1 The big NGOs traditionally compete for funds; what happens when they join forces to raise money together? 1. Six NGOs began with $5 million in the bank; and $7 million still to find… CARE International, Catholic Relief Services (CRS), Mercy Corps, Oxfam, Save the Children, and World Vision International have come together in a unique collaboration to build field, agency, and sector level emergency preparedness and response capacity. The Emergency Capacity Building (ECB) Project aims to improve the speed, quality, and effectiveness of the humanitarian community in saving lives, improving welfare, and protecting the rights of people in emergency situations. In 2008, following a first phase of the ECB Project, the Bill and Melinda Gates Foundation accepted a proposal from the six NGOs worth $12.3 million for a further five‐year joint programme. Stepping outside their traditional grantmaking strategy to support this innovative project, the Gates Foundation provided $5 million of core funding and the agencies pledged to fundraise together the remaining $7.3 million. While CARE USA manages the contract with the Gates Foundation, the other five agencies signed a memorandum of understanding (MOU) outlining the project’s management structure and ways of working for the five‐year joint venture. This case study recounts the agencies’ attempts to together close the $7.3 million funding gap, while launching and sustaining a $12 million programme. Three years in, the ECB Project is almost fully funded, but it has not always been a smooth journey… 2.
    [Show full text]
  • Simulations in the Humanitarian Sector; the ECB Simulation Initiative
    Simulations in the humanitarian sector; the ECB Simulation Initiative Connections UK 4th September 2013 www.ecbproject.org What is the ECB Project? _________________________________________________________________ • The Emergency Capacity Building Project •5 year collaboration amongst six of the worlds largest international non-governmental organisations •Improve the speed, quality and effectiveness of emergency response through targeted staff capacity building initiatives (national level) •Phase II runs from 2008 - 2013 What is capacity building? _________________________________________________________________ • An individual skill or organisational improvement process such as; -A self guided learning process -Training, workshops, meetings or seminars -Coaching or mentoring -Undertaking (and acting on) evaluations / AARs -Joint actions -Recruiting more staff -Simulations How do simulations build capacity? _________________________________________________________________ • Simulations provide an excellent opportunity to -Build relationships, -Test individual competencies -Provide a safe learning space for participants to try out new behaviours or approaches -Lead to organisational or individual improvements •Simulations provide staff a safe space to succeed (and fail) Why do we need to build capacity? _________________________________________________________________ •Disasters are increasing in frequency and intensity (Feinstein Centre and UNEP) •UN estimates by 2025, 50% of the worlds population will live in disaster prone locations
    [Show full text]
  • More Than Just Luck: Innovation in Humanitarian Action
    More than just luck: Innovation in humanitarian action Alice Obrecht and Alexandra T. Warner HIF-ALNAP research on successful humanitarian innovation This report presents the synthesised findings from 15 case studies, undertaken by ALNAP in partnership with ELRHA’s Humanitarian Innovation Fund (HIF). It is produced as part of a broader research partnership between ALNAP and ELRHA that has sought to define and understand what successful innovation looks like in the humanitarian sector. The outputs of this research are aimed at humanitarian organisations interested in using innovative practices to improve their performance, as well as organisations outside the humanitarian sector, such as academic institutions or private companies, seeking to engage in innovation in humanitarian action. The Humanitarian Innovation Fund (HIF) supports organisations and individuals to identify, nurture, and share innovative and scalable solutions to the challenges facing effective humanitarian assistance. www.humanitarianinnovation.org ALNAP is a unique system-wide network dedicated to improving humanitarian performance through increased learning and accountability. www.alnap.org Suggested citation Obrecht, A. and T. Warner, A. (2016) ‘More than just luck: Innovation in humanitarian action’. HIF/ ALNAP Study. London: ALNAP/ODI. © ALNAP/ODI 2014. This work is licensed under a Creative Commons Attribution-Non Commercial Licence (CC BY-NC 3.0). ISBN 978-1-910454-43-5 Publication and communications managed by Alex Glynn Copy edited by Roo Griffiths Design and typesetting by Jeni Burnell and Chloé Sanguinetti MORE THAN JUST LUCK: INNOVATION IN HUMANITARIAN ACTION I Acknowledgments First and foremost the authors wish to thank the project leads for the 15 HIF-funded innovation projects that were examined in this research.
    [Show full text]
  • Best of UNICEF Research Retrospective: Documenting Impact
    Best of UNICEF Research Retrospective: Documenting impact and lessons learned Any part of this publication may be freely reproduced if accompanied by the following citation: United Nations Children’s Fund, Office of Research – Innocenti, Best of UNICEF Research Retrospective: Documenting impact and lessons learned, UNICEF Office of Research – Innocenti, Florence, 2019. The views expressed within this publication are those of the individuals interviewed and do not necessarily represent the views of UNICEF. This publication has not been edited to official publication standards and UNICEF accepts no responsibility for errors. The maps in this publication are stylized and not to scale. The maps do not reflect a position by UNICEF on the legal status of any country or territory or the delimitation of any frontiers. © United Nations Children’s Fund (UNICEF), 2019 Front cover: © UNICEF/UNI160424/Ose Written by: Scriptoria (www.scriptoria.co.uk) Report conceptualization, data collection and coordination: Jorinde van de Scheur, Alessandra Ipince, Emanuela Bianchera and Kerry Albright (UNICEF Office of Research – Innocenti) Design and layout: bounford.com Best of UNICEF Research Retrospective: Documenting impact and lessons learned UNICEF Office of Research - Innocenti The Office of Research – Innocenti is is UNICEF’s dedicated research centre. It undertakes research on emerging or current issues to inform the strategic directions, policies and programmes of UNICEF and its partners, shape global debates on child rights and development, and inform the global research and policy agenda for all children, and particularly for the most vulnerable. Office of Research – Innocenti publications are contributions to a global debate on children and may not necessarily reflect UNICEF policies or approaches.
    [Show full text]
  • Working Together in the Field for Effective Humanitarian Response 1
    WORKING TOGETHER IN THE FIELD FOR EFFECTIVE HUMANITARIAN RESPONSE 1 Working together in the field for effective humanitarian response Background paper 30th ALNAP Annual Meeting 3 –4 March, Berlin Annual Report 01 Main Pattern ALNAP is a unique system-wide network dedicated to improving the performance of humanitarian action through shared learning. www.alnap.org Have you read the ALNAP discussion starter that accompanies this study? An electronic copy of the study, the discussion starter and other related resources are available on the ALNAP website at www.alnap.org/meeting2015. Suggested citation Saavedra, L. and Knox-Clarke P. (2015). Working together in the field for effective humanitarian response. ALNAP Working Paper. London: ALNAP/ODI. © ALNAP/ODI 2015. This work is licensed under a Creative Commons Attribution- Non Commercial Licence (CC BY-NC 3.0). ISBN 978-1-910454-16-9 Publication and communications managed by Maria Gili Edited by Roo Griffiths Copy edited by Alex Potter Design and typesetting by Jeni Burnell and Maria Gili Contents Abbreviations and acronyms 4 1. Introduction 5 2. Coordination in context: are humanitarians moving closer together or further apart? 6 2.1 An increasingly atomised humanitarian system? 6 2.2 Potential benefits of working together 9 2.3 Potential challenges of working together and critiques of greater coordination 16 3. Understanding inter-organisational collaboration: different typologies 18 3.1 The spectrum of humanitarian coordination: different levels of working together 18 3.2 Factors influencing position on the spectrum 22 4. The current situation: structures for working together 26 4.1 Coordination by governments 26 4.2 The IASC humanitarian coordination system 28 4.3 NGO relations: consortiums and country networks 33 4.4 NGO partnerships 37 4.5 NGO families 40 4.6 Working with non-traditional actors 41 5.
    [Show full text]
  • Lessons Papers: a Methods Note
    Lessons Papers: A Methods Note by Neil Dillon and Leah Campbell ALNAP is a unique system-wide network dedicated to improving humanitarian performance through increased learning and accountability. www.alnap.org About the authors Neil Dillon is a Research Fellow at ALNAP Leah Campbell is a Senior Research Officer at ALNAP Acknowledgements The authors would like to thank the three main reviewers of this Methods Note: Roxani Krystalli at the Feinstein International Center, Elizabeth Parker (independent) and Karen Peachey at CaLP. Your comments and feedback throughout the drafting process were invaluable. Appreciation also goes to each of the interviewees who gave their time to discuss the issues and challenges of evidence synthesis in the humanitarian sector. Thanks are also due to the ALNAP Secretariat. To Paul Knox-Clarke and Alice Obrecht for their comments on early drafts, and to Tim Harcourt-Powell for his help in delivering the final product. All mistakes and shortcomings in the paper are the authors’ own. © ALNAP/ODI 2018. This work is licensed under a Creative Commons Attribution-non Commercial Licence (CC BY-NC 4.0). Suggested citation: Dillon, N. and Campbell, L. (2018) ALNAP Lessons Papers: A Methods Note. ALNAP Methods Note. London: ALNAP/ODI Copyediting by Deborah Eade Bibliographic editing by Renée Goulet Communications management and typesetting by Tim Harcourt-Powell ALNAP would like to acknowledge the financial support of Irish Aid in carrying out this initiative. ISBN: 978-1-910454-63-3 Contents 1. Introduction 1.1 Objectives of the Method Note 4 1.2 ALNAP Lessons Papers to date 5 1.3 The Evolving Evidence Landscape 8 2.
    [Show full text]
  • ECB Project Case Study
    ECB Project Case Study Simulating the worst to prepare the best: a study of humanitarian simulations and their benefits David Hockaday, Daniel Barnhardt, James Staples, Pamela Sitko and Odile Bulten May 2013 www.ecbproject.org/simulations ECB Project Simulation Case Study Table of Contents Page Executive Summary 03 1. Introduction 05 2. What is a simulation and why use them? 06 3. Case Studies 09 3.1 UNHCR 09 3.2 The national Government of Madagascar 10 3.3 All levels of government in the Philippines 12 3.4 INGOs and the ECB Project 13 3.5 World Vision in the Philippines 15 3.6 The Harvard Humanitarian Initiative 16 4. Comparisons and Learning 18 5. Conclusions 22 About the Authors 25 Acknowledgements 25 About the Emergency Capacity Building Project 25 2 ECB Project Simulation Case Study Executive Summary The idea for this collaborative paper came from the development of an Emergency Capacity Building (ECB) Project simulation case study. During preliminary research for this first case study it became apparent that simulations are being used widely across the humanitarian sector, in a variety of contexts and involving numerous stakeholders. It became clear that the industry is placing increasing value on simulations as valuable staff capacity, preparedness and relationship building exercises. While the Inter-Agency Standing Committee (IASC) Sub Working Group on Preparedness is working on a set of agreed definitions and terms, there is currently little agreement on a common language amongst stakeholders to describe the process of simulation design and delivery. Section 2 of this case study attempts to address some of that confusion by defining some of the basic rules and language used.
    [Show full text]