National and local capacity is critical to successful risk management. Humanitarian organizations already work with Governments to manage crisis risk, but their role is rarely systematic and their services are difficult to access outside crises, which is when everyone is focused on response. Governments and humanitarian organizations need to build a better-defined, less-politicized and longer-term relationship. There needs to be better analysis of the risks that lead to crises and more effective systems to respond when risks are identified. This can include more sophisticated risk models and triggers, as well as forums to share analysis and address risks. Joint analysis and planning between humanitarian and development organizations are critical. The timing of humanitarian and development planning also needs to be aligned. There is insufficient assistance for people to prevent and mitigate crises and increase resilience. The majority of humanitarian aid comprises material assistance (food, water, shelter, health care), even when crisis has become the norm. Good programming helps people address risk in a holistic way, addressing current and future challenges. Social-protection mechanisms, such as cash-transfer programming, need to be dramatically scaled up.
Not enough funding goes to riskmanagement activities. Prevention-andpreparedness funding comprised less than 0.5 per cent of all international aid over the past 20 years, and most came from humanitarian budgets. Assistance to prevent crises rarely goes to the people and countries most at risk. New funding mechanisms are not required, but funding based on objective and shared assessment of crisis risk is essential. Insurance and other risk-transfer tools offer opportunities to better manage crisis risk. There is insufficient leadership in humanitarian organizations to improve risk management. Aid agencies need to honestly examine their organizational structures , incentives, processes and culture. Senior leaders need to champion and be accountable for managing crisis risk, and concerted advocacy is needed to bring it to the attention of decision makers. The 2016 World Humanitarian Summit and post2015 development agenda offer excellent opportunities to do this. This report presents a humanitarian perspective on a challenge that goes far beyond the humanitarian sector. The shift from cure to prevention is ultimately a political challenge that requires the will and efforts of Governments, development organizations, civil society, private companies and many others. This report is intended to start a global dialogue, to change the way we do business. We cannot afford not to do so.
5
5