IASC Priorities of 2011 -Christelle Loupforest, Head of the - PowerPoint PPT Presentation

IASC Priorities of 2011 -Christelle Loupforest, Head of the IASC/ECHA Secretariat Christelle Loupforest Head of the IASC/ECHA Secretariat Sub-Working Group on Gender and Humanitarian Action Sub-Working Group on Gender and Humanitarian Action Annual Face-to-Face meeting Thursday, 13 October 2011, 10:00 a.m. – 10:30 a.m. Labouisse Hall UNICEF New York Labouisse Hall, UNICEF, New York Inter-Agency Standing Committee (IASC) Slide 1

Contents  IASC Principals Reform Agenda  5 Priorities  IASC Architecture IASC A hit t  IASC Working Group  Opportunities  Follow up  Contacts Inter-Agency Standing Committee (IASC) Slide 2

IASC Reform Agenda: 5 Priorities 1. Humanitarian Leadership and Coordination 1.1 Leadership 1.2 Cluster Coordination 2. Accountability for Performance 3. Accountability to Affected People 4. Building National Capacity for Preparedness 4 B ildi N ti l C it f P d 5. Advocacy and Communications 5. Advocacy and Communications Inter-Agency Standing Committee (IASC) Slide 3

1. Humanitarian Leadership & Coordination 1.1 Humanitarian Leadership  Every new major emergency response is reviewed to ensure it has Every new major emergency response is reviewed to ensure it has the required leadership.  Where gaps in senior, experienced humanitarian leadership are g p p p identified, these will be addressed quickly.  The Humanitarian Coordinator (HC) is equipped to lead a country-level humanitarian response, with the full and active support of the Humanitarian Country Team.  The pools of available experienced and competent HCs  The pools of available, experienced and competent HCs, cluster coordinators and other emergency managers and advisers are expanded, and IASC organizations have flexible h human resource arrangements that allow for their rapid t th t ll f th i id deployment. Inter-Agency Standing Committee (IASC) Slide 4

1. Humanitarian Leadership & Coordination 1.2 Cluster Coordination  Pre trained cluster coordinators are deployed to ensure that  Pre-trained cluster coordinators are deployed to ensure that clusters are operational immediately after a new emergency.  Clusters stay focused on their core task of ensuring the best  Clusters stay focused on their core task of ensuring the best possible results from cluster members’ collective resources. The clusters analyze and fill gaps, and employ the most effective strategies to achieve results.  Clusters hand over coordination activities to national counterparts as soon as possible. ibl Inter-Agency Standing Committee (IASC) Slide 5

2. Accountability for Performance  All humanitarian response managers in international humanitarian organizations understand and are held accountable for their part in creating the most effective collective response to an emergency the most effective collective response to an emergency.  Pooled-funding instruments are backed by well-articulated sector or cluster strategies that maximize the benefits from the resources available to humanitarian organizations.  IASC organizations develop and implement ways to hold each other mutually accountable for their effective performance in preparedness mutually accountable for their effective performance in preparedness, planning and coordinated action, consistent with humanitarian and partnership principles.  Humanitarian needs are quickly assessed to provide a combined, agreed and accurate analysis. Information is collected regularly, and reports are issued on the outputs and outcomes of international humanitarian action. Updates are made available to national authorities and donors. Inter-Agency Standing Committee (IASC) Slide 6

3. Accountability to Affected People p  Populations affected by emergencies influence international  Populations affected by emergencies influence international humanitarian actors’ planning (especially front-line operational partners) and can influence the implementation of programmes of assistance and protection. Feedback and complaints from affected populations are heard and acted upon. Inter-Agency Standing Committee (IASC) Slide 7

4. Preparedness  Building National Capacity for Preparedness  Prior to an emergency, international humanitarian organizations understand the capacity of national authorities and civil society to respond to emergencies. th iti d i il i t t d t i They work with these groups during emergencies and help to develop their response capacity between emergencies.  Prior to an emergency, national authorities and civil society understand the international humanitarian response systems and how to work with them. Inter-Agency Standing Committee (IASC) Slide 8

5. Advocacy & Communication  All donors, particularly major donors, understand the need for humanitarian organizations to uphold humanitarian principles. Donors understand how the principles support effective Donors understand how the principles support effective humanitarian action through increased acceptance and access to populations in need.  Donors engage their humanitarian and development departments to create stakeholder consensus on how to close funding gaps for emergency preparedness and early recovery with support from emergency preparedness and early recovery, with support from IASC organizations, as needed.  The IASC communicates with donors what can and cannot be e SC co u ca es do o s a ca a d ca o be expected from international humanitarian response.  IASC organizations engage the media to communicate proactively a balanced picture of achievements and challenges during emergencies, including the limits of international response. Inter-Agency Standing Committee (IASC) Slide 9

Inter-Agency Standing Committee (IASC) Slide 10

IASC Working Group  Next meeting: 16-18 November 2011 in New York  On the agenda: – I. Making CAPs more Strategic – II. Preparedness Financing – III. IASC Principals Reform Agenda – IV. Integration – V. IASC Subsidiary Bodies – 2012 Work Plans – VI. Needs Assessment Inter-Agency Standing Committee (IASC) Slide 11

IASC Working Group  Session on 17 November from 14h00 – 15h30:  As a follow-up to the rationalization of subsidiary bodies at WG79, the Working Group will consider the draft 2012 work plans (and revised TORs, where relevant) for each of the IASC l ( d i d TOR h l t) f h f th IASC Sub Working Groups and Task Forces, and endorse the continuation of each group and work plan, making requests for amendments as appropriate.  Any issues not resolved within the subsidiary bodies will be raised and addressed. Inter-Agency Standing Committee (IASC) Slide 12

Opportunities for the SWG  Aligning Gender SWG Workplan with the Principal's Reform  Creating synergies with other IASC Subsidiary Bodies  Partnership with UN Women Partnership with UN Women  Reviewing the co-chair arrangements  Participate in the development of an IASC Product Dissemination Strategy Inter-Agency Standing Committee (IASC) Slide 13

Follow -up Actions  Progress Report on 2011 Activities – Deadline: 14 October 2011  Work Plan covering January to December 2012  Work Plan covering January to December 2012 – Deadline: 31 October 2011  2011 Annual Report – Deadline: 13 January 2011 y Inter-Agency Standing Committee (IASC) Slide 14

Contact IASC Secretariat Focal Points for Gender - Please also refer to the IASC Focal Points in other organizations  In Geneva  In New York  Mark Prasopa-Plaizier  Christelle Loupforest  prasopa-plaizier@un.org  loupforest@un.org Inter-Agency Standing Committee (IASC) Slide 15