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Overviews of humanitarian and early recovery coordination, funding mechanisms and strategies in Zimbabwe( Télécharger le fichier original )par Vedaste Kalima International Research and Studies Institute in International and European Relations ,Florida,USA - Stage Report, PhD 2010 |
2.11 Relation with the National and local authoritiesHumanitarian and Early recovery partners are systematically coordinating activities with national authorities at national and sub-national level and the UN Resident and Humanitarian Coordinator( RC/HC) is frequently acting as interface between the humanitarian and early recovery community and Governmental authorities. In Zimbabwe, Humanitarian and Early Recovery Partners are strengthening coordination through the organisation of regular meetings, contacts and bilateral consultations as well as coordinating their activities with established authorities directly, through relations with relevant bodies as well as exchanging relevant information with various line ministries engaged in activities on regular basis. Humanitarian and Early recovery partners are also indirectly coordinating with line ministries and relevant authorities through supporting the clusters and their members who in turn should be coordinating closely with those authorities. Where needed and appropriate, humanitarian and early recovery partners are advocating through the existing coordination mechanisms such as meeting, joint assessment etc... 2.12 Security and Contingency PlansAs per UN Department of Safety and Security (UNDSS) risk assessment, the whole country falls in phase 2 i.e. a region of low risk. However, this might change, especially if general elections are held any time in 2011 or later, resulting in sporadic violence that might have an impact on the implementation of all humanitarian or early recovery programmes. Apart from this, other natural hazards like a major flood or cholera outbreak may have impact, mainly on humanitarian and early recovery programmes since the government and non-government stakeholders may get occupied in the same. In the event of deterioration in the humanitarian and early recovery situation in Zimbabwe, partners would comply with all security measures determined necessary by the UNDSS. If such deterioration were to occur, partners would revise their operating procedures in the affected districts so as best to continue their functions. Currently, the security situation in the country remained generally calm though future developments are unpredictable and the interagency contingency plan has been updated in June 201020 and might be tested through a simulation exercise before end December 2010. 2.13 Communication, Visibility and InformationThe UN and Humanitarian Country Team developed an advocacy and communication strategy that include humanitarian and recovery issues affecting Zimbabwe and highlight financial contributions received. Also, the UN and Humanitarian Country Team conducted reporting training for the cluster coordinators in October 2010 and plans are underway to organise a media exercise to the Head of Agencies. Meanwhile, field trips and joint initiatives are being organised to highlight humanitarian and early recovery issues affecting the country. Working in collaboration with the United Nations Communications Group (UNCG) and UN agencies involved in humanitarian work, The RC/HC office through OCHA and UNDP offices is coordinating the collection, consolidation and dissemination of humanitarian and early recovery information about Zimbabwe through publications and reports. In addition, partner?s reports, maps and other information products are being disseminated within the humanitarian and early recovery community during coordination meetings and field visits, by e-mail, etc... and partners are also using their website to publish maps and situation reports. 20 OCHA Zimbabwe, Interagency Contingency plan, june 2010 3. Conclusion At the end of the 2 months of the stage period, and through the methodology set up at the beginning, I noticed that through the coordination and funding mechanisms and strategies in place in Zimbabwe, the humanitarian and Early Recovery planning and response provided by all stakeholders over the last four years contributed to saving lives across the sectors by responding to the cholera outbreak, providing food and agricultural assistance to vulnerable populations; and supporting vital social services including health, nutrition, water and education at a critical times. Access improved in 2009 and emergency response capacity was stepped up as cholera continued to spread and the food security situation deteriorated. While there continues to be room for improvement in the planning processes for emergencies, early recovery and engagement of all relevant humanitarian and development partners on transition, there has been increased synergy between the stabilization of the vulnerable population and the emergency rehabilitation and recovery work to be undertaken within the framework of the Short-Term Economic Recovery Programme (STERP). Significant progress was also made in support to the agriculture sector and targeted food aid support. These improvements, coupled with the general improvement in socio-economic situation resulted in reduction in food aid requirements from approximately 7 million people to the current 1.68 million. The level of support to schools with learning and teaching materials and support to the Water, Sanitation and Hygiene infrastructure also markedly improved. Health partners in conjunction with the government also made good progress towards prevention and response to disease outbreaks. There was also overall improvement in coordination of humanitarian and early recovery assistance across clusters/sectors while better resource mobilization led to enhanced donor support. However, the humanitarian and early recovery situation in Zimbabwe is still fragile due to the prevailing degradation of infrastructure in the basic sectors of health, water and sanitation, and food security. Humanitarian and early recovery efforts continue facing challenges that are rooted in the political and economic situation. The broader population remains vulnerable due to the above mentioned factors including to natural disasters (floods, drought) induced by climate change and have benefited only marginally from general improvements in the socio-economic situation. The country also faces continuing underlying economic and political challenges. The coalition government remains fragile over the slow implementation of the GPA and the political transition envisioned there under. While some early recovery activities are ongoing as part of humanitarian action, the lack of major funding for recovery and development remains one of the key hindrances to moving the country out of a situation of generalized humanitarian need. In light of the above context, OCHA and UNDP are maintaining a pivotal role in facilitating planning and response to and advocating for emerging and on-going humanitarian, early recovery and development needs in Zimbabwe. The OCHA and UNDP presence during this period of transition is key for establishing and strengthening coordination mechanisms at the national and regional level, mobilising timely resources for emerging needs and providing essential information management services.As indicated in the 2011 CAP workshop21, there is a need to link humanitarian activities with and complement development activities which aim at long-term human development and economic growth with focused humanitarian action which target socially marginalised households and communities as well as individuals and households that are vulnerable to a variety of risks in a manner that is targeted, pro-active, inspired by humanitarian and recovery principles and based on systematic needs and vulnerability assessments at the local level. As part of the transition planning, and considering the evolving context in Zimbabwe, consultation should be started by the RC/HC through OCHA and UNDP with other Heads of UN agencies and Programs, heads of mission for NGOs, the diplomatic community, and relevant state actors on aspects of the transition from humanitarian relief to early recovery and delivery of the remaining humanitarian activities in order to ensure that coordination and funding structures and strategies at local and national levels will continue to operate in a coherent and cost-effective manner. It is therefore necessary for the HC/RC through OCHA and UNDP ZIMBABWE to extensively consult all stakeholders, especially the Government of Zimbabwe, the UN Country and Humanitarian team, the donors, the Bureau for Crisis Prevention and Recovery Overview (BCPR)22 and The UN Development Operations Coordination 21 OCHA Zimbabwe, Report of the CAP 2011 work shop, 1rst to 2nd September 2010 22 http://www.undp.org/cpr/we are/we are.shtml » Created in 2001 by UNDP's Executive Board, the Bureau for Crisis Prevention and Recovery (BCPR) works around the world to restore the quality of life for men, women and children who have been Office (DOCO)23 before implementing a deliberate transition strategy which will allow all stakeholders to work under a unique coordination structure and the humanitarian community to progressively down size and phasing out their activities in the country, having put in place the appropriate mechanisms, raised commensurate awareness and enabled communities sufficiently to reduce tomorrow?s humanitarian caseload at the central and field level. The focus should remain on preparedness and capacity building, with a reduced element of direct delivery of assistance wherever possible. devastated by natural disaster or violent conflict. Operating through some 100 country offices, the Bureau provides a bridge between the humanitarian agencies that handle immediate needs and the long-term development phase following recovery. Carving stability out of chaos, BCPR continues to seek new ways of preventing conflicts and of doing business - faster, earlier and in riskier situations « 23 http://www.undg.org/?P=15 « The UN Development Operations Coordination Office (DOCO) promotes social and economic progress by helping UN organizations deliver coherent, effective and efficient support to countries. The Secretary-General created DOCO (formerly the Development Group Office) and the UN Development Group (UNDG) in 1997 to unite the UN system and improve the quality of its development assistance. Coordination leads to more strategic UN support for national plans and priorities, makes operations more efficient, reduces transaction costs for governments, and ultimately helps people attain the Millennium Development Goals and other internationally agreed development objectives.» Reference
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