This case study traces the collaboration of seven international humanitarian NGOs in Asia as part of the DEPP's Transforming Surge Capacity project. It identifies the enabling factors that have allowed the involved organisations to collaborate and produce an innovative inter-agency roster for Asia. It also captures what partners have learned from collaborating at a regional level.
In May, Start Network member ALIMA contained an Ebola outbreak in the DRC, with support from the Start Fund. Read ALIMA's account of the response here.
International Medical Corps, with funding from the Start Fund, has been working in Yemen to provide an emergency response to the cholera crisis, providing life-saving support with the goal of averting this entirely preventable outbreak.
The Start Network will soon begin testing blockchain technology in delivering humanitarian finance, through its partnership with Disberse, a start-up social enterprise. This pilot aims to tackle inefficiencies in the delivery of funds by making the distribution of aid fast and completely transparent.
The Start Network’s vision is a humanitarian system in which funding will be dependable and predictable, responses are based on humanitarian need and context-appropriate. For this to become reality, the Start Network needs to evolve into a global, decentralised 'network of networks'.
A Reuters article explores the Start Network's Drought Financing Facility initiative in Pakistan and how it could result in more rapid, effective and large-scale response to protect drought-hit communities.
Mutual trust is vital in collaboration, and collaboration is what the Transforming Surge Capacity Project aims to achieve, to ultimately improve the quality of emergency responses in Asia.
The Disasters and Emergencies Preparedness Programme (DEPP) is a three-year, £40m programme jointly implemented by the Start and CDAC Networks that aims to significantly improve the quality and speed of humanitarian response in countries at risk of natural disasters or conflict related emergencies. This programme is very much aligned with sector-wide discussions around the need to shift the focus of aid investment towards crises prevention, preparedness and building national humanitarian capacity in order to reduce the damage caused by disasters. In the past year, the DEPP has transitioned from its initial set-up phase to active implementation, and projects are now beginning to collect evidence around the many successes, challenges and results of their activities. This year’s DEPP Learning Report, produced by the DEPP Learning Project at Action Against Hunger, explores the extent to which the programme is leading to the changes it has set out to make. It does this by highlighting examples of key learning, reflections, successes and challenges from the 14 projects that make up the DEPP. This piece is aimed at both DEPP stakeholders as well as other humanitarian actors with a vested interest in emergency preparedness and response.
The Asia regional roster was set up as part of the Transforming surge capacity project. The aim was to facilitate, through pre-agreed memoranda of understanding, easy deployment of skilled humanitarian staff across organisational boundaries.
How multiple agencies coordinated during the European Refugee Response to ensure that efforts were not duplicated and to ensure refugees received more consistent and reliable information.
