dg echo annual partner’s conference brussels, december 2009

DG ECHO ANNUAL PARTNER’S CONFERENCE BRUSSELS, DECEMBER 2009

1. Denial of the existence of humanitarian need or of entitlements to assistance as a matter of policy and/or standard practice

2. Impediments on the entry of agencies, personnel, goods into the country of operations 

3. Restrictions on or interference with the passage of agencies, personnel, goods within the country

4. Military operations and ongoing hostilities impeding humanitarian operations

5. Threats and violence against humanitarian personnel, facilities and assets

6. Interference during implementation of humanitarian activities7. Presence of mines and ERWs8. Physical environment9. Organisational security restrictions10. Restrictions on, or obstruction of, conflict affected populations access to

services and assistance

MAIN TYPES OF CONSTRAINTS ON ACCESS AS MAIN TYPES OF CONSTRAINTS ON ACCESS AS DEFINED BY OCHADEFINED BY OCHA

HUMANITARIAN CONCERNS

HUMANITARIAN CONCERNS

TOTAL - 1,549,874

DISPLACEMENT IN SOMALIA

DISPLACEMENT BY REGION AND NRC PRESENCE

Mapping of Actors

• Transitional Federal Goverment

• Alshebaab

• Hisbul Islam

• African Union forces

• Ahlu-sunna Waljama’

•Warlords imbedded in the TFG

•Mogadishu civil society group

•Mogadishu women association

•Hawiye Elders Committee •Somali Islamic Clerics

Who Controls Where in Mogadishu?

Contextual Analysis

• Prerequisite for quality programming • Reduces risk and presents mitigation options • Management tool to identify needs, priorities and access opportunities• Contributes to overall strategy, program design, advocacy, implementation and overall

effectiveness on delivery of aid• Represents credibility towards donors and other important stakeholders • Selling point to enhance the overall profile of the mission (NRC) and to attract new donors

358449979989

Who Controls Where in Mogadishu?

Numbers By Area

0

5

10

15

20

25

30

35

40

Area

Num

ber

OctoberNovember

Security Incidents Across Somalia

Incident Types

0

5

10

15

20

25

30

35

Type

Num

bers

October

November

Security Incidents by Type

Mogadishu by Area - November

Abdul Aziz Count4%

Bullahubey Count4% Dharkeynley Count

11%

Halwadaag Count4%

Hawlwadaag Count4%

Hodan Count30%

Kaaraan Count8%

Shibbis Count11%

Wadajir Count12%

Wardhiigley Count8%

Yaqshid Count4%

High Risk Areas in Key Locations

CHALLENGES

CHALLENGES

CHALLENGES

NRC Implementation Model

Gaining Acceptance and increasing Access in a complex Emergency Situation:

The NRC Model:

SHELTER TARGETS

HYGIENE & SANITATION TARGETS

DISTRIBUTION

EDUCATION

ACCESS: THE ACCEPTANCE MODELACCESS: THE ACCEPTANCE MODEL

INTERNAL FACTORS

NRC OPERATION (ACTIONS AND ACTIVITIES)

• PROGRAMME ACTIVITIES • TARGETED ADVOCACY• PRINCIPLED ENGAGEMENT • CONTEXTUAL ANALYSIS • FUNDRAISING / DONOR RELATIONS • SECURITY SET-UP• HR POLICIES AND IMPLEMENTATION

RESOURCES AND COMPETENCES

EXTERNAL FACTORS

PERCEPTION

ACCEPTANCE

ACCESS

1. Contextual Analysis

• Dynamic management tool to continually identify needs and access opportunities.

• Decision making tool: helps to set priorities and gives direction.

• Reduces risk: life saving!• Prerequisite for quality programming • Contributes to overall strategy, program design,

implementation and overall effectiveness on delivery of aid• Credibility towards donors and other important stakeholders • Powerful tool to increase the NRC profile and provides solid

documentation for advocacy

2. Two Steps Ahead

• To focus on not only what is seen but also what is unseen

• Maintain extensive networking capacity to understand and predict the political and security developments

• Ability to translate understanding of the context and access opportunities into practice

• Being proactive in planning and implementation to deliver aid effectively (continuous C. Planning)

3. Competent Local Staff

• Core elements, skills and motivation • Socialisation process and Organisational culture • Flexible utilisation of human resources ( all staff

takes part of all activities) • Inclusive approach in programming and decision

making • Diversified local staff to facilitate access ( All

clans) are represented • Capacity building

Recruitment of competent NRC

local staff Socialisation

process aimed at value

transformation

Internalization of

NRC values, procedures and

routines

Control Mechanisms +Monitoring and evaluation

Desired Organisational

cultureDECIPLINE

Desired organisational

culture

From Clan to “NRC”

• From NRC to beneficiaries • Beneficiaries and stakeholders take part activity design

and implementation • Most radical group al-shebaab are invited to witness

NRC implementation methodology • Gain acceptance based on fair allocation of resources• Gain acceptance from the community and beneficiaries

through determination and persistence • Bypass gate keepers in the settlements

4. Fair and transparent delivery of assitance

5.Working with all stakeholders

• The only way to negotiate access is the ability to work with all stakeholders on the ground

• All stakeholders should understand the importance of delivering assistance to the most vulnerable people

• Understanding the formal/informal boundaries of all actors

• The crucial role of the beneficiaries and host community

6. Holistic provision of services

• Quick and visible assistance with noticeable impact

• Targeting the same beneficiaries with different activities over time

• Continuous monitoring of the assistance provided

• Viable trust between the agency and beneficiaries

• IDPs are skeptical of aid agencies

7. Experence Based Methodology

• Lessons identified and learnt• All core activities developed experience based

methodology of implementation • Continues refining of the methodology by the

staff on the ground based on daily operational experiences

• Simple and to the point• Project managers are responsible for the

methodology

• Our ability to deliver fairly to all groups increases access and our security

• Beneficiary selection criteria‘s• NRC targets settlements where we can target all

beneficiaries • Blanket coverage reduces the risk of threats

from beneficiaries

8. Blanket Coverage

9. Opportunistic implementation of activities

• Identify and utilize windows of opportunities• Contingency planning• Ability to respond to emergencies whenever

access emerges • Development of response plans per sector• Monitoring and tracking on events on a daily

basis • Strategic contextual analysis to make sensible

implementation decisions

Beneficiaries Assisted 07-09

THANK YOU

ANY QUESTIONS?