Building a More Prepared Humanitarian Team to Strengthen Emergency Response
From 16th to 20th March 2026, a group of Oxfam staff from various office locations gathered in Soroti City to enhance their capacity to plan, respond swiftly, effectively, and with dignity to emergencies.
Over the five intensive days, 15 members of the Humanitarian Emergency Team (HET) with representatives from various Oxfam in Uganda departments participated in a capacity-building training focused on Cash and Voucher Assistance (CVA), Standard Operating Procedures (SOPs), and the Emergency Response Protocol (ERP).
The training came at a critical time. Uganda continues to face complex humanitarian challenges, from climate-related disasters to refugee influxes and public health emergencies, all amid decreasing funding.
Preparedness is therefore not optional in this situation, but it is crucial to guarantee timely and well-planned responses. The sessions were designed to provide staff with practical tools, updated knowledge, and a shared understanding of how to respond in a coordinated and accountable manner.
What made the training particularly impactful was its practical and collaborative approach. Participants engaged in scenario-based learning that closely mirrored emergency response realities. They practised designing cash assistance programmes, navigating SOP workflows, and understanding rapid response mechanisms.
The importance of cross-departmental collaboration was strongly highlighted throughout the training. As Atibo, HR Coordinator, shared:
“I have come to understand why it is vital for all departments to be involved in the project cycle and to deepen their understanding of projects. This enables us to see how our roles fit in and what is needed, ensuring timely input and support. For instance, I now have a clearer grasp of cash voucher assistance modalities and some of the challenges, including those related to HR. I am better equipped to respond and incorporate these aspects into our planning. Humanitarian work demands flexibility, foresight, and strong planning to meet tight deadlines. Bringing together all key teams to develop an emergency response plan will ultimately help us respond more swiftly and effectively”
Participants also valued the depth and practical outcomes of the training. Dorah, the Media and Communications, reflected on her experience:
“Although the training was intensive, I appreciated how much we learned, particularly on aspects like Cash Voucher Assistance programmes. What stood out was that we didn’t just learn, we also created an Emergency Response Plan together, with everyone contributing. We also had a test at the end to assess our understanding of key concepts. While I personally don’t like tests, I found it to be an exciting addition that pushed us to give our best throughout the sessions.”
Beyond technical learning, the training fostered stronger collaboration across departments. Staff from program, finance, logistics, and other units worked closely together, breaking down silos and building a unified approach to humanitarian action.
Looking ahead, there is a clear need to strengthen systems that sustain this collaboration such as improving access to updated SOPs, promoting joint planning across teams, and maintaining a strong emergency roster and surge capacity for rapid deployment when crises occur.
Additionally, continuous market monitoring and strengthening MEAL systems will be key to ensuring that cash-based responses remain relevant, accountable, and responsive to community needs in diverse contexts. These forward-looking actions will help translate the gains from the training into consistent, high-quality emergency responses.
As disasters and emergencies continue to evolve, investments in capacity building like this ensure that humanitarian and program teams remain prepared to respond effectively, and in accordance with core humanitarian standards.