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September 2008 Slide 1
The Emergency Response Fundin the Central African Republic
Humanitarian and Development Partnership Team
Central African Republic
Humanitarian and Development Partnership Team CAR | www.hdptcar.net
September 2008
Source: FTS (2008)
2004 2006
Funding to CAP projects increases from $3m in 2004 to more than $85 by August 2008
2005
Humanitarian funding increases
2007
$9.8m
$69.3m
$2.9m
$23.9m
Humanitarian and Development Partnership Team CAR | www.hdptcar.net Slide 2
$85.4m
Aug 08
HUMANITARIAN CONTEXT
September 2008 Humanitarian and Development Partnership Team CAR
Paoua
Bangui
Kaga-Bandoro
Bambari
Birao
Ndélé
SibutBouar
Bossangoa
Humanitarian presence multiplies – January 2007
Bozoum
500 kmSource: HDPT CAR / Mar 08
HUMANITARIAN CONTEXT
Slide 3
September 2008 10/04/23Humanitarian and Development Partnership Team CAR
Paoua
Bangui
Bambari
Birao
Ndélé
SibutBouar
Sam Ouandja
Bossangoa
Humanitarian presence multiplies – September 2008
Bozoum
Bocaranga
500 kmSource: HDPT CAR / Aug 08
Mbrés
Kaga-Bandoro
Kabo
Gordil
HUMANITARIAN CONTEXT
September 2008 Slide 5Humanitarian and Development Partnership Team CAR | www.hdptcar.net
HUMANITARIAN CONTEXT
Why is the ERF relevant to the context in CAR?
Donor environment: only one humanitarian donor with presence in country. ERF
provides an opportunity for donors to engage in CAR with little administrative investment
through a well structured mechanism which insures accountability, inclusiveness, and
relevance
The pattern of the crisis, mainly a protection crisis, does not allow for exhaustive, clear-
cut sector needs assessments and the design of typical humanitarian response projects..
The flexibility of the ERF responds to this context.
CAR is a land-locked, ill-equipped country with a poor road network and beneficiaries are
spread all over the north. This means high programme set-up costs with low cost
effectiveness. The ERF is crucial to cover start-up costs.
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The design of the ERF in CAR responds to a specific context
September 2008 Slide 6
Two major objectives for the Emergency Response Fund
Enable NGOs and UN agencies to respond
quickly and effectively to worsening situation by:
Making funds available to cover start-up costs
Making funds available in cases of rapidly changing circumstances and humanitarian needs where gaps need to be filled and other donor mechanisms are unavailable
Making funds available for priority, underfunded CAP projects
Ensure humanitarian needs are addressed in
collaborative spirit, fostering understanding and
coordination within and between clusters and
humanitarian organisations
Respond to needs, support coordination
ERF OBJECTIVES
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A
B
Support start-up, cover gaps
C
Humanitarian and Development Partnership Team CAR | www.hdptcar.net
September 2008 Slide 7
ERF objectives in line with CAP strategic priorities
Enhance the protection of people affected by violence in the north of CAR by
(a)stepping up the presence of humanitarian organisations amongst affected communities,
(b)using a human-rights based approach in all sectors, and
(c)extending the geographical coverage of ongoing protections projects.
Provide timely and adequate emergency assistance to people who are deprived of their
rights – while effectively incorporating gender aspects and HIV/AIDS prevention and
response – especially in the following sectors: education, health, food security,, and water,
sanitation, and hygiene.
Ensure coherence and complementarities between humanitarian assistance, early
recovery, and development programmes by reinforcing national and communal capacities.
Strategic objectives for humanitarian action in 2008
ERF OBJECTIVES
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Humanitarian and Development Partnership Team CAR | www.hdptcar.net
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September 2008 Slide 8
A simple funding mechanism
ERF supports projects in CAR in all humanitarian sectors
HC, supported by cluster leads and OCHA, manages ERF, UNDP administers ERF
No funding ceiling, but grants expected up to $300,000 to be used within 26 weeks
International NGOs accredited with Government of CAR and UN agencies may submit
project proposals to respective cluster or, via OCHA, to the ERF Advisory Board
Project proposals follow same one-page format used in the CAP
Project proposal selection occurs continuously
HC will only consider proposals based on recommendation of relevant cluster (or the
Advisory Board for cross-cluster projects)
Simple, standardized design to allow rapid response
ERF MECHANISM
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Humanitarian and Development Partnership Team CAR | www.hdptcar.net
September 2008 Slide 9
Clearly defined roles and responsibilities
NGOs and UN agencies– Discuss proposals within cluster and, cluster lead sends endorsed projects to HC
– Send final, standardized report to UNDP and HC within two months of project’s end
Humanitarian Coordinator, supported by OCHA– Oversees work of clusters and Advisory Board, ensuring projects are first vetted by them
– Makes final selection, forwards proposal to UNDP for disbursement
– Ensures projects receiving ERF grants are included in CAP
– Ensures NGOs and UN agencies monitor activities (supported by clusters)
– Reviews ERF each quarter with support from OCHA and Advisory Board
UNDP– Disburses funds within 5 working days of signature, monitors use via financial statements sent to HC
Advisory Board– Review cross-cluster proposals and review ERF quarterly
Overall coordination of projects is ensured by clusters, Advisory Board and HC
ERF ROLES AND RESPONSIBILITIES
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B
C
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Humanitarian and Development Partnership Team CAR | www.hdptcar.net
September 2008 Slide 10
ERF Flowchart: project cycle from submission to approval
Submits project
Calls Advisory Board meeting (multisector, coordination, security projects)
NGO / UN
Cluster
HC
OCHA
Cluster lead consults members on single sector projects
Advisory Board
Considers multisector, coordination, security projects
Recommends project
Rejects project
Recommends project
Rejects project
Makes final decision
May appeal to HC if project rejected
Informs NGO of HC decision> next slide
Humanitarian and Development Partnership Team CAR | www.hdptcar.net
ERF PROJECT SELECTION
September 2008 Slide 11
ERF Flowchart: project cycle from approval to final report
Approves project
Informs NGO/UN agency of HC decision
Drafts contract
Submits work plan and signed contract (with bank details)
Completes work plan and signs contract
Disburses 1st tranche
Submits int. financial and progress report*
Disburses 2nd tranche project > $100
Submits final report
Supports drafting of work plan, reports, etc.
Submits intermediary financial report
Disburses 3rd tranche project > $200
HC
UNDP
NGO / UN
OCHA
Humanitarian and Development Partnership Team CAR | www.hdptcar.net
ERF PROJECT ADMINISTRATION
September 2008
Sweden
United Kingdom
Netherlands
Norway
$1.1m
$2.7m
$2.2m
ERF contributions by donor
ERF now 4th channel of humanitarian funding in CAR
• Total funds received
$12,029,057
• Total funds engaged
$10,454,197 for 66 projects
NGOs: 66%, UN: 34%
• Rejected or withdrawn projects
11 projects at a value of $2,489,795
Funding and project status as of August 2008
Ireland
$4.0m
EMERGENCY RESPONSE FUND
$1.9m
September 2008 Slide 13
Bangui
Kaga-Bandoro
Birao
Ndélé
Sam Ouandja
Bossangoa
UNDSS
Bocaranga
500 kmSource: HDPT CAR / Feb 08
UNHAS
Bozoum
Bouar
Ouanda-Djallé
Ngaound.Paoua
IPHD
THE ERF AT WORK
Humanitarian and Development Partnership Team CAR | www.hdptcar.net
Projects funded by the ERF since April 2007
September 2008 Slide 14Humanitarian and Development Partnership Team CAR | www.hdptcar.net Photo: Pierre Holtz for OCHA
ERF AT WORK
Displaced people in Kabo now haveaccess to safedrinking water
September 2008 Slide 15Humanitarian and Development Partnership Team CAR | www.hdptcar.net Photo: Pierre Holtz for OCHA
ERF AT WORK
Medicines aredelivered to thehospital inNgaoundayein the farnorthwest
September 2008 Slide 16Humanitarian and Development Partnership Team CAR | www.hdptcar.net
LESSONS LEARNT
One year ERF in CAR – key lessons learnt
HC plays central role, which requires specific training skills, in-depth knowledge of
financial rules and sustained dedication
Inclusiveness of the ERF mechanism requires a strong commitment from all
stakeholders ( HC, clusters, Advisory Board, OCHA, UNDP, donors, etc.). If one fails, the
whole mechanism is blocked.
Consultations of stakeholders for the design of ERF objectives, scope and rules and
dissemination of all supporting material, including FAQs, through the HDPT intranet
helped bringing about an overall consensus, which in turn convinced donors.
ERF perceived as NGO-oriented, which cannot directly access the CERF
More donors have engaged in CAR thanks to the opportunity without substituting routine
bilateral funding.
ERF eases NGO implementation and programme start-up. It enhances NGO access to
bilateral medium-term funding, allowing them to better balance support and programme
costs in their proposals.
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