Resources

This report explores the role that specialized service providers like H2H actors can play in supporting the next generation of Anticipatory Action programmes, by providing key contributions that expand the capabilities available to AA actors, particularly in the scope and diversity of data and information solutions.

Humanitarian data, Information Management (IM), assessments, and analysis are fundamental to the effective planning, delivery, and accountability of humanitarian aid. The decisions based on these data impact millions of people affected by crises. It is critical these decisions are grounded in an informed and impartial understanding of needs and context, ensuring that the humanitarian narrative is driven by evidence rather than political agendas. As specialised H2H organisations committed to providing independent data and analysis, we welcome the increased focus on these issues, particularly within OCHA’s review of its IM and analysis functions. This is an important opportunity to strengthen the sector, and we encourage OCHA to recognise and enhance the role of technical partners in fostering collaboration, partnership, and joint ownership.

The humanitarian sector has begun to recognise the significance of shifting operational decision making and leadership to local and national partners, albeit slowly. This report highlights some of the key experiences of national and international humanitarian professionals with partnerships and localisation and their reflections on them. Several key themes emerge, including the lack of conceptual clarity about localisation and its ambitions; the absence of a unified vision and voice on whether and how to implement approaches; localisation as a topdown policy priority that may not translate well in the field; and donors’ failure to revise their internal processes to allow more risk taking and more direct funding to go to national actors despite their ambitions to do so.

This strategy seeks to distil from consultation with the membership and other stakeholders, the central network functions1 that the H2H network aims to fulfil in the next three years, and the focus areas that will contribute to this. To further guide our action, we have developed a set of simple rules2 for each priority area of the strategy, to aid decision making in the face of strategic choices and changes in the external context. Finally, we have outlined what success will look like at the end of the period, to aid measurement and accountability.

This systematic review assessed the evidence of the Humanitarian to Humanitarian (H2H) organisation model’s effectiveness in action; its alignment with the broad strategic aims of the network; and, its contribution to humanitarian action globally. To conduct this review, Bodhi Global Analysis systematically reviewed the H2H body of evidence - in the form of documentation and key informant interviews (KIIs) - against the Review Questions (RQs). Assessment utilised a systematic quantitative document review (against RQs and internal/external criteria), and qualitative synthesis.

The H2H Network has activated its fund to provide rapid funding for specialized member agencies and coordinate services to strengthen the response, building on local capacities, knowledge and expertise. | Le Réseau H2H (H2H Network) a activé son mécanisme de financement en lançant un appel à propositions à destination de ses membres. Les membres du réseau H2H fournissent des services techniques spécialisés qui s'appuient sur les capacités et les expertises locales et qui s’intègrent à l’écosystème humanitaire déjà présent.