CBPF 2021-2022
Contribution ID : SE-0-SE-6-14442This website displays open data about Swedish aid, which shows when, to whom and for what purpose Swedish aid is paid out, as well as what results it has produced. This page contains information about one of the contributions financed with Swedish aid.
Sida has supported the CBPFs since the establishment of the very first fund in Angola, already back in 1999. Since then, Sida has been one of the largest donors to the CBPFs. During 2019, the CBPFs received 956 million USD in financial contributions to respond to humanitarian needs in 18 countries. The CBPFs fund UN, NGOs and the Red Cross/Red Crescent Socie...
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Sida has supported the CBPFs since the establishment of the very first fund in Angola, already back in 1999. Since then, Sida has been one of the largest donors to the CBPFs. During 2019, the CBPFs received 956 million USD in financial contributions to respond to humanitarian needs in 18 countries. The CBPFs fund UN, NGOs and the Red Cross/Red Crescent Society. During the years, the CBPFs has increased its funding to local actors. In 2014 they reached 11% with direct funding, compared to todays 31 %. CBPFs are locally managed by the UN Office for the Coordination of Humanitarian Affairs (OCHA) under the leadership of the Humanitarian Coordinator and in consultation with the humanitarian community. Advisory Boards oversee the Funds, providing advice on key decisions, and ensuring efficient and effective management. The daily management of the funds is overseen by a Fund Manager, monitoring officers and financial officers. At the global level, the Pooled Fund Working Group brings together key stakeholders (representing donors, NGOs and UN agencies) to provide policy guidance. The main value added of the CBPF will be ensuring an efficient humanitarian response due to the specific strengths the fund entails: 1) Proximity to the response: The CBPFs aims to address humanitarian needs through a structure with high degree of local expertise of both the humanitarian situation and the humanitarian actors on the ground. 2) Humanitarian Coordination: The CBPF has a strategic objective of ensuring the implementation of the Humanitarian Response Plan and its various components/ programmes. The Humanitarian Coordinator can hence direct funding to critical components in the HRP that are underfunded. The Humanitarian Coordinator can also at any time direct humanitarian funding to sudden onset emergencies or quickly deteriorating crises, through the quick funding mechanism called “Emergency Reserve”. The overall coordination is naturally strengthened by the fact that the ultimate authority of the mandate lies with the Humanitarian Coordinator who is the overall coordinator of the UN lead humanitarian response in any given country. 3) Reach the best placed actors, which in many cases are local actors who has the expertise and humanitarian access. The CBPF can support local actors in responding to the humanitarian needs. This has been particularly useful when local actors have shown to have the local expertise needed to adequately formulate smaller local responses and also having humanitarian access to areas not accessible by international actors. During 2019, the CBPF allocated 25% directly to local actors and in some countries up to 50% is allocated directly to local partners. Moreover, the CBPFs aim to ensure that projects consider the specific needs and constraints faced by women, girls, boys and men. The CBPFs do so by promoting sound gender analysis and gender integration in all projects. The Pooled Fund Disability Inclusion Contact Group composed of independent experts advise on how to improve the funds' work with people with disabilities. This is to ensure that disability inclusion is taken into account in all CBPF processes. Some of the funded projects aim to strengthen resilience of affected population, although this is not the main objective of the contribution. OCHA as a central actor in the humanitarian system has a good understanding of the contexts OCHA and the CBPFs work in, including good understanding of the conflict, power dynamics, root causes and drivers of conflict. At CBPF level there is a mandatory part in the project template that implementing partners needs to show an understanding of the context and analyse the humanitarian consequences for the beneficiaries, including do-no-harm, based on multi-sectoral needs assessments.
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Result
The synthesis report describes a few overarching priorities in 2022. One example of these priorities is localisation. A second example one is the pursuit to complement Central Emergency Refiel Fund (CERF) allocations with CBPF funding. And a third is the utilisation of the pooled funds to promote anticipatory action. Out of the achievements in 2022, a few are highlighted below: • With $1.3 billion, donor support surpassed the previous record from 2021. The 19 active humanitarian funds could thereby provide life-saving assistance and protection to 47 million people around the world. • In 2022, the revised global guidelines were finalised. While a more thorough assessment of these guidelines has been made elsewhere, it should nonetheless be mentioned here as an achievement of 2022. • The CBPFs have continuously aimed to reach the most vulnerable persons. The synthesis report highlights that out of all people who were reached, 4 million were people with disabilities. • The CBPFs have also supported women and girls. Not only does the report state that 24 million people reached with support were women and girls, but also that $58 million were allocated to projects addressing gender-based violence. Moreover, $55 million were also provided to women-led/women's rights organisations. • Efforts to promote localisation have sustained and, although only marginally, direct funding to local organisations continued to increase. In 2022, $345, or 28% of the total amount allocated, were channeled to local organisations. • Lastly, the funds' use of cash and voucher assistance saw a significant increase in 2022. A total of $188 million were allocated for different forms of cash assistance, which represented 16% of all allocated funding. Examples of results per fund Democratic Republic of the Congo Humanitarian Fund (DRC HF) In 2022, the DRC HF assisted around 1 million people, of which 56% were women and girls, with a total amount of $46.4 million. The fund's allocations were in line with priorities in the Humanitarian Response Plan and focused on geographically relevant areas. Moreover, a substantial amount, 53 per cent of the allocated funding, was channeled through local organisations. The fund has overall performed rather well according to the fund performance indicators. However, in areas such as allocation timeliness and use of cash modalities, the fund did not meet the target. A highlight from the fund's allocations has been the assistance to survivors of gender-based violence (GBV) and prevention of GBV. For example, the report describes that the DRC HF directly funded $3.5 million to support GBV core projects. This dedicated funding has enabled partners to provide medical referrals, psychosocial support referrals, psychosocial support and legal support to 4000 girls, 2700 boys and 420 men. Occupied Palestinian Territories Humanitarian Fund (oPt HF) There was a decrease in total allocations in 2022 compared with 2021, from $27.8 million to $21 million. The report nonetheless demonstrates that the oPt Humanitarian Fund (oPt HF) continues to be a relevant and strategic humanitarian fund, delivering good results, CBPF funding is prioritised in line with the HRP and continues to be both a strategic instrument through the standard allocations and a rapid response mechanism through its reserve allocation. The geographical focus of the fund is relevant as well as balanced between areas of concern. For example, during the allocation process, further escalation in Gaza in August 2022 triggered a top-up of $0.8 million to rehabilitate 400 partially damaged homes. In 2022, 28 per cent of funding was channeled directly through national partners. An extra 12 per cent of funding was indirectly channeled to national partners as sub-implementers. Important, local partners are also empowered at the strategic and technical levels, for example by being equally represented among implementing organisations in the Advisory Board. Syria cross-border Humanitarian Fund (SCHF) The SCHF allocated a total of $140.7 million that assisted 2.9 million people in 2022. The fund has continued to focus on supporting the most vulnerable people. For example, out of all the people reached with support, one million were people with disabilities and 1.6 million were internally displaced persons. National organisations directly received 51 per cent of all allocations. The fund also continued to promote affected populations' possibility to be involved in all project phases and completed an inclusion project that focuses on ten cross-cutting priorities. Some of these are language, participation, funding, validation of needs and plans, and inclusion. These priorities jointly aim to promote active listening and responding effectively to the needs and concerns of affected people, to ensure that their voices are included in all planning and advocacy.
The United Nations Humanitarian Reform initiative (2005) and the Inter-Agency Standing Committee (IASC) Transformative Agenda (2012) put increased emphasis on humanitarian financing as a critical component towards resourcing principled humanitarian action in a predictable and consistent manner. More specifically, the IASC Transformative Agenda focuses on improving the timeliness and effectiveness of the collective humanitarian response through stronger leadership, more effective coordination structures, and improved accountability. In this context, CBPFs provide a link between the pillars of the Transformative Agenda and humanitarian activities on the ground by supporting humanitarian response planning, mobilizing resources, promoting accountability and serving as a vehicle for setting strategic funding priorities for coordinated humanitarian action. The CBPFs are instrumental in delivering OCHAs mandate to mobilize and coordinate effective and principled humanitarian action in partnership with national and international actors. CBPFs are guided by the fundamental humanitarian principles of humanity, impartiality, neutrality and independence. CBPFs are also in line with recognized international standards as determined by the Inter-Agency Standing Committee (IASC) and humanitarian financing principles as codified under the Good Humanitarian Donorship (GHD) Initiative. The CBPFs allocate funding based on identified humanitarian needs and priorities at the country level in line with the Humanitarian Programme Cycle (HPC). Allocations go to UN agencies, national and international non-governmental organizations (NGOs) and Red Cross/Red Crescent organizations. To avoid duplication and ensure a complementary use of available CBPF funding, allocations are made taking into account other funding sources, including bilateral contributions. In addition to the fundamental humanitarian principles that guide CBPFs and all humanitarian action, CBPFs are grounded in four specific principles that underpin their functioning: 1) Inclusiveness: A broad range of humanitarian partner organizations (UN agencies and NGOs) participates in CBPF processes and receive funding to implement projects addressing identified priority needs. 2) Flexibility: The programmatic focus and funding priorities of CBPFs are set at the country level and may shift rapidly, especially in volatile humanitarian contexts. CBPFs are able to adapt rapidly to changing priorities and allow humanitarian partners to identify appropriate solutions to address humanitarian needs in the most effective way. 3) Timeliness: CBPFs allocate funds and save lives as humanitarian needs emerge or escalate. 4) Efficiency: Management of all processes related to CBPFs enables timely and strategic responses to identified humanitarian needs. CBPFs seek to employ effective disbursement mechanisms, minimizing transaction costs while operating in a transparent and accountable manner. Together with these principles, CBPFs have three expected outcomes: 1) Improve effectiveness of the humanitarian response by directing funding towards priority humanitarian needs. Priority needs are identified through an inclusive and participatory process, which includes national actors (e.g. NGOs). 2) Strengthen the leadership of the HC, while leveraging his/her humanitarian coordination role. 3) Mobilize resources and support coordination in support of the humanitarian planning framework (HRP/HPC). These outcomes lead to the overall operational impact of CBPFs, i.e., the provision of timely, coordinated, principled assistance to save lives, alleviate suffering and maintain human dignity.
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