Source · Select Committees · International Development Committee
Recommendation 51
51
Rejected
Prioritise security risk management fund grants to catalyse pooling of activities.
Recommendation
The security risk management fund we recommend should prioritise grants that catalyse the pooling of activities–ensuring the best value for money and maximum reach. For example, this could include funding for pooled Hazardous Environment Awareness Training, in-country NGO forums, shared access to security advisors, mental health first aid training, and so forth. (Recommendation, Paragraph 99) 56
Government Response Summary
The government partially agrees on the value of collaborative approaches but rejects the recommendation to establish a new security risk management fund. They state they already fund pooled resources like INSO and are exploring support for GISF, and have a history of supporting consortia.
Government Response
Rejected
HM Government
Rejected
Partially Agree. We agree that collaborative approaches to risk management and shared security services can enhance cost efficiency and effectiveness. In our view, support for important common services and collaborative approaches does not require the establishment of a new security risk management fund. We fund the International NGO Safety Organisation (INSO) as a pooled resource in multiple countries to provide risk analysis and training for international and local partners. We are also exploring funding support for the Global Interagency Security Forum (GISF) who play a key role in enabling shared security services for INGOs. The FCDO also has a long history of supporting consortia, whereby partners work in partnership to combine reach, expertise, and share resources to enhance impact. As mentioned previously, the HAVEN consortium in Ukraine is a good example of a partnership that enhances safety and security outcomes. Other UK-funded consortia have relayed that partners shared security assessments, and security analysis, to enhance safe humanitarian access. Consortium models can also enable funding to be quickly moved between partners, if required, to respond to unanticipated needs or contextual shifts.