This presentation summarises the results of a global mapping study of NGO participation in humanitarian reform training initiatives, the objective of which was to conduct a mapping and analysis of existing and/or planned training initiatives on humanitarian reform (which includes the cluster approach, pooled funding, humanitarian leadership and general coordination) that are accessible to and targeted at NGOs. There are 3 main outputs from the research; (i) a humanitarian reform training matrix; (ii) a gaps and best practice toolkit; (iii) a research report. FOR FULL REPORT SEE (http://reliefweb.int/sites/reliefweb.int/files/resources/final-4-2012-building-a-better-response-research-report.pdf

1. Gaps & Good Practice in Training for Humanitarian Reform
Commissioned by USAID/OFDA and UN OCHA
Geneva, 26 March 2012
Andy Featherstone

2. Introduction to the OFDA/OCHA study
 Purpose – to contribute to a better understanding of
training & capacity building initiatives aimed at NGOs
in order to strengthen practice and foster participation
 Methodology - a quantitative mapping exercise and
qualitative research focusing on NGO participation in
humanitarian reform and training practices which
help and hinder this
 Outputs – (i) a searchable database with 405
humanitarian reform-related training events, (ii) a
research report, (iii) a Gaps & Good Practice Toolkit

3. Humanitarian Reform Training Practice
 Humanitarian Reform Mechanisms shoulder much of
the burden for reform-related training
 UNOCHA country offices play an important role in
capacity building for humanitarian reform
 INGOs with cluster responsibilities support training
but most deal with reform through internal
inductions. National NGOs learn on-the-job
 Interagency initiatives play an important role in
trialling good practice
 Some clusters sub-contract training to institutions a
few of which have significant expertise & experience

4. Gap Analysis
 Work to do in linking training to capacity needs
assessment and staff development
 Lack of coordination of training initiatives at the
country-level
 A need to strengthen strategic leadership and
teamwork within Humanitarian Country Teams
 The importance of addressing the partnership gap
 The need to engage front-line staff
 The importance of coordinating efforts to address
accountability to crisis-affected communities at the
cluster level

5. Good Practice (1)
 Supporting front-line staff and surge capacity in Haiti by
delivering needs-based training
 A sound approach to building regional and national staff
capacity by the Consortium of British Humanitarian
Agencies
 A high value placed on simulations which support
learning by doing & provide a safe space to make
mistakes
 Good practice in capacity assessment at the cluster
(Education) and organisational (ACT Alliance) level

6. Good Practice (2)
 Cascading training to front-line staff in the Education
Cluster
 Online training repositories and e-learning still in its
infancy but becoming more widespread
 Good practice in humanitarian partnership from the
NGOs and Humanitarian Reform Project, MERLIN,
OCHA and the Humanitarian Partnership Forum
 Emergency Capacity Building Project working with
clusters on accountability
 A proposal to strengthen HCT strategic leadership

7. 3 Key Messages…
 Prioritise Partnership and collaborative learning
 Foster a field focus
 Strengthen country-level capacity assessment and
coordination