Strategy drivers. Vision, mission and values. Objectives: Build, Deliver, Lead. Recent achievements. Regional perspectives.

Transcription

1 Emergency Risk and Crisis Management Donor briefing 14 April

2 Outline Strategy drivers Vision, mission and values Objectives: Build, Deliver, Lead Recent achievements Regional perspectives Funding Way forward: Plans and priorities 2

3 ERCM strategy drivers (I) Increasing needs:. 75 million people in need $18.8 billion required $2.1 billion for the Health Sector/Cluster (only 6% funded) Decreasing humanitarian health capacities Investing in risk management approach 3

4 ERCM strategy drivers (II) Increasing protection concerns: attacks on health workers/facilities Humanitarian Reform: emphasis on collective action WHO's reform: speed, capacity, quality, efficiency & accountability 4

5 ERCM vision and mission Vision: Collective action to minimize the health impact of emergencies and disasters Mission: WHO builds the capacities of Member States to manage risks of emergencies and to minimize their health impact. When national capacities are overwhelmed, WHO leads and coordinates the international and local health response to provide effective relief and recovery to affected populations. 5

6 Values Humanitarian principles Partnership Gender and vulnerability sensitivity Quality Accountability 6

7 7 Implementation objectives

8 Build Objective 1: BUILD the capacity of Member States to manage the risks of emergencies and to mitigate their health consequences Assessing risks and capacities Strengthening preparedness for response across all hazards Implementing the Safe Hospitals Initiative Integrating health into intersectoral EDRM strategies and plans 8

9 Deliver Objective 2: DELIVER effective humanitarian response, and health cluster leadership, in acute and protracted emergencies, in support of Member States Maintaining readiness of all WHO offices Responding collectively in a timely and effective manner 9

10 Lead Objective 3: LEAD and coordinate global efforts for EDRM-H and humanitarian health action Leading the Global Health Cluster (GHC) partnership Leading the Foreign Medical Teams (FMT) initiative Documenting best practices, guidance and standards to promote quality Expanding advocacy 10

11 Prerequisites for success Core emergency staff Strong programme design and management Continuous technical support to country offices Information and communications Improved financial and administrative procedures Sustainable resources 11

12 12 What has been achieved so far?

13 Geographical scope of WHO s work in emergencies 2013 present 13

14 Objective 1: Build Emergency Disaster Risk Management for Health (EDRM-H) Health at the center of the Sendai Framework for Action WHO commitments are consistent with the Sendai goals Key components are Emergency preparedness plans Safe Hospitals 14

15 Objective 2: Deliver WHO graded emergencies since graded emergencies over 150+ reported monitored events 15

16 Objective 2. Deliver WHO READINESS Emergency Response Framework (ERF): Critical Functions & time-bound Performance Standards for graded emergencies. Readiness Checklists Surge partnerships SOPs, training, exercises Information platform & tools to support response & track performance RESPONSE 54 graded emergencies since 2013 (11 since Jan - 8 G2). Currently 5G3, 9G2, 12 G1, but also 11 protracted emergencies Health cluster coordination Needs assessments, HeRAMs, health trends Strategic Response Plans Medicines / supplies Quality & coverage of services PDNA & PCNAs - leading health sector recovery 16

17 Objective 3: Lead Advocate against attacks on health workers Guidance development Humanitarian Policies development with IASC, ISDR Foreign Medical Teams (FMT) initiative 17

18 Objective 3: Lead the Health Cluster The global coordination platform for effective emergency health action Collective action & accountability 45 global partners Over 250 country partners 21 IASC activated Health Clusters & 6 cluster-like Strengthens national and global capacity to respond to, recover from and prepare for health emergencies. 18

19 Health Cluster: achievements & priorities Partner coordination & surge Diversify partners to enhance service support models: ECHO funded delivery capacity & geographical NGO Consortium reach Adoption of cluster functions & principles in cluster-like contexts: Syria, Myanmar Health Cluster Professional Development Strategy & Training Programme Develop cadre of high performing Health Cluster Coordinators Increase surge capacity to fill core cluster functions Secure sustainable resources for coordination HC partners a central component of Global Health Emergency Workforce 19

20 Regional perspectives Achievements and challenges Consequences of underfunding Intervention of WHO regional advisors for emergency risk management 20

21 Funding requirements and gaps ERCM one of four programme areas most underfunded for US$ 20 million funding gap for US$104 million budget The most urgent funding needs are at country and regional levels 21

22 ERCM core funding needs by region $40 $ Budget Funds available Funding gap $30 US$ millions $25 $20 $15 $10 $5 $0 AFRO AMRO EMRO EURO SEARO WPRO HQ Funding gap 9,168, ,011, ,225 2,336, ,547 3,044,845 Funds available 28,450,730 4,536,507 16,159,032 2,677,693 4,183,857 2,458,911 24,855,155 22

23 2014: WHO requirements and gaps in Strategic Response Plans Appealed for US$ 617 million in 30 countries with Strategic/Humanitarian Response Plans. Received US$ 214 million (35%). Some appeals = no funding. 2015: Appealing for US$ 500 million in 32 countries. Received 6% of funding. Implications of limited funding Unable to deliver on four critical functions Unable to fulfil obligations as Health Cluster lead 23

24 The way forward: priorities Build Deliver Support priority countries to implement EDRM-H policy Safe hospitals index implemented Institutionalize the ERF, strengthening focus on quality, accountability and predictability Implement WHO readiness programme in high risk countries Contribute to broader WHO reform process and EBSSR to improve systems, processes, and structures to strengthen emergency work. Lead Advocacy to stop attacks on health care assets, incl. standard methodology for data collection Finalize global registration and quality assurance system for FMTs Strengthen health cluster capacity 24

25 25 Questions & Answers