Appeals & Response Plans
- South Sudan: Floods - Sep 2017
- East Africa: Armyworm Infestation - Mar 2017
- South Sudan: Cholera Outbreak - Jul 2016
- South Sudan: Food Insecurity - 2015-2018
- South Sudan: Cholera Outbreak - Jun 2015
- Sudan/South Sudan: Measles Outbreak - Mar 2015
- South Sudan: Kala-azar Outbreak - Sep 2014
- South Sudan: Floods - Aug 2014
- South Sudan: Cholera Outbreak - May 2014
- South Sudan: Measles Outbreak - Sep 2013
Maps & Infographics
Most read reports
- 'Anything that was breathing was killed': War crimes in Leer and Mayendit
- South Sudan: UK aid agencies warn that peace will only hold if the voices of all South Sudanese are heard
- Secretary-General calls revitalized agreement to resolve conflict in South Sudan ‘a positive and significant development’
- Breakthrough as humanitarian convoy reaches insecure areas in Wau, South Sudan
- Joint Statement on South Sudan for International Day of Peace 21st September
The materials contained in this supplementary document complement those found in the existing IRP Guidance Note on Recovery – Health. The discussions and case studies contained herein portray an expanded and oftentimes fresh perspective on many of the issues found in the original guidance note on several new and emerging issues for which there exist best practices and lessons learned.
In the face of climate change, the world continues to witness frequent and large-scale disasters. In the rst half of 2017 alone, 149 natural disasters occurred in 73 countries resulting in 3,162 deaths, affecting 80 million people and resulting in the estimated loss of US$32.4 billion.
What is CCCM? The common aim of the CCCM Cluster is to improve living conditions of displaced persons in humanitarian crises. The sector facilitates assistance and strengthens protection of the displaced and works with beneficiaries to attain durable solutions. Camp management is cross-cutting in nature and applies to all types of communal settings, including planned camps, collective centers, self-settled camps, reception or transit centers, and entails building relations with the host community.
A review of recent humanitarian interventions that support local markets in emergency contexts revealed a limited scope and breadth of this type of activity. While many agencies show good creativity and understanding of market systems in emergencies, most activities are in the form of small grants to traders, to help them recover and to facilitate access to markets for disaster-affected communities. Such support includes small and large, formal and informal traders, but does not often go beyond grants, although sometimes trainings and other “soft support” are provided.
The year 2015 marked the 10th anniversary of the Global Shelter Cluster, the inter-agency coordination mechanism for shelter response. During these ten years, coordination has improved in consistency, shelter responses have grown in scale, and there are more people with experience in shelter programming, but people continue to lose their dwellings and be displaced due to conflict and natural disasters. Global humanitarian shelter needs continue to greatly exceed the capacity and resources to respond.
This is the first consolidated presentation of the reported results of CERF funding, covering a full year of CERF allocations. As such, it serves as a pilot and will inform future CERF results reporting. This report was compiled on the basis of information provided by Resident Coordinators/Humanitarian Coordinators (RC/ HCs) and Humanitarian Country Teams (HCTs) in 66 consolidated reports covering the results of more than 450 CERF-funded projects.
ACTED has been mobilised in the Sud and Grand’Anse departments since hurricane Matthew hit the region on 4 October 2016 to provide emergency humanitarian assistance to affected populations. In all sectors, needs reached high levels: Matthew caused terrible damages, casualties and losses, destroying houses, infrastructure and crops, and leaving 1.4 million Haitians in need of humanitarian assistance.
2015 Annual Narrative Report of IASC Gender Standby Capacity Project
Project Overview and Management
Overview of the GenCap Project
The GenCap Project is as an inter-agency resource, which was established in 2007 under the Inter Agency Standing Committee (IASC) Sub-Working Group on Gender and Humanitarian Action (now the Gender Reference Group and Humanitarian Action). The Project aims to support humanitarian actors mainstream gender through three pillars:
Deployment of senior gender experts;
As we at Lutheran World Relief anticipate the tremendous humanitarian challenges we might face in the coming year, a quote from Desmond Tutu comes to mind: “Hope is being able to see that there is light despite all the darkness.”
Lorsqu’une communauté est frappée par une catastrophe ou lorsqu’une crise survient, il faut réagir vite a fin de protéger ses moyens d’existence. Quand ceux-ci sont principalement agricoles, ce qui est le cas de 70 à 80 pour cent des personnes dans les pays en développement, c’est alors la survie même des populations qui est en jeu.
At the sixty-eighth session of the World Health Assembly in May 2015, WHO Director-General Margaret Chan committed the Organization to creating a single, all-hazards emergency programme; to establishing a global health emergency workforce; and to raising a US$ 100 million contingency fund to enable rapid emergency response.
In conflict situations, such as those in Afghanistan and Somalia, simple communication technologies can help researchers and humanitarian organisations collect more accurate data on the effects of humanitarian aid. Electronic surveys taken with smartphones, for example, can automatically assess collected data and prevent implausible responses from being entered. This toolkit weighs the benefits – and the risks – of technology used in aid and development.
2015 was a year of transformation for the Emergency Telecommunications Cluster (ETC). The adoption of the ETC2020 Strategy in the first half of the year, radically expanding the vision, scope and approach of the cluster, set the network on a much more impactful, but challenging, trajectory. 2015 was characterised by the adoption and commenced implementation of ETC2020 as well as the most concurrent emergencies ever responded to; and the invaluable contributions of its members and partners without which, the ETC would not exist.
This mapping will be regularly updated :
Are you looking for :
- Accountability Working Groups at country or regional levels ?
2.Examples of inter-agency information and feedback mechanisms or call centers ?
3.Examples of inter-agency projects related to Accountability to Affected Populations ?
4.Examples of how accountability to affected population is integrated into Humanitarian Response Plans?
5.Examples of how accountability to affected population is integrated into key global reports ?
To reach the people we serve and assist partners, our supply chain operates a complex network of sourcing, contracting, storing and transporting food, goods and services. Our planning, logistics and procurement capacity is core to our success.
HUMANITARIAN AID AND THE SWISS HUMANITARIAN AID UNIT
Emergency aid and reconstruction measures supported by Switzerland directly benefit around three and a half million people a year.
Given their scale and tragic consequences, Swiss Humanitarian Aid has focused its attention on the conflicts in Syria and Iraq, South Sudan and the Central African Republic, and the Ebola epidemic in West Africa. (p. 8)
TECHNICAL COOPERATION AND FINANCIAL AID FOR DEVELOPING COUNTRIES