Chapter Four - HAP International

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The 2008 Humanitarian Accountability Report 12. Medair Every week, beneficiaries’ suggestion letters were collected from the drop-boxes; by May, 30 suggestions had been received concerning the following topics: Watsan (5), Watsan/ Construction (2), Watsan Health (2), Non-Medair (4), Health (2), Construction (7), Communications, Thank you notes (3). Each suggestion was responded to with a letter, which the Village Development Council gave to the beneficiaries with a copy of the form they put in the drop-box. Involvement of Village Development Council (VDC): Before implementing the signboards, Medair informed the VDC about them, and asked them to promote the drop-box. Signboards are always implemented with someone from the VDC, so that they can be explained again to them. If after four weeks no or only a few suggestions had been received (< 5 letters), Medair promoted the drop-box once more. In collaboration with the VDC, a plan was made for the new promotion, such as a meeting with beneficiaries in a church. Archive: All original beneficiaries’ letters were put in a binder, organized by village, with a number corresponding with an excel sheet (in English), which gives an overall view of the BAP programme in a timeframe and a short translation of the letters of beneficiaries. Medair’s answering letters are in Bahaisa Indonesia and are archived on the BAP manager’s computer. Any promises are documented in the excel sheet. Photographs were taken of every signboard site, which were filed on the BAP manager’s computer in village folders. Sample Letter: ‘Based on what we had seen in the project site of Pustu construction, all of woods and timbers that provided by contractor for construction are bad quality. Those timbers are not strong enough and they can get rotten within a short time. Therefore we would like Medair to follow and to recheck as soon as possible before they will install those timbers.’ Plans with regard to: undertaking a baseline analysis, a certification audit, or mid term certification review N/A Progress in / highlights from the field (if not otherwise covered above) / challenges • SDS appointed an IRS as Quality Assurance Officer at the end of 2008 whose responsibilities include BA. AFG is appointing an IRS with similar responsibilities in 2009. All other Medair country programmes have staff tasked with BA except the new programme in Somalia, where Medair is working through a respected local partner. • A key challenge being faced in some Medair country programmes is the development of manageable ways to respond to feedback from tens of thousands of beneficiaries using limited staff capacity on the ground. This issue will be explored during 2009. Summary / Other comments Medair continues to make steady progress with beneficiary accountability. Medair endeavours not to keep it at a theoretical level, but to put it into practice as well. The focal point for beneficiary accountability at the head office is within the operations department and close to programmes. Progress has been made with mainstreaming BA both in the country programmes and at every level of the organisation. 95 120
THE 2008 HUMANITARIAN ACCOUNTABILITY REPORT 13. MERCY Malaysia Introductory comments: MERCY Malaysia is a non-profit organisation established in 1999 to provide medical relief and sustainable health related development for vulnerable communities. It officially changed its registered name from Malaysian Medical Relief Society to MERCY Malaysia effective from 4 November 2008, together with a new logo and a new address for its head office in Kuala Lumpur, Malaysia. The organisation is a member of the <strong>International</strong> Council of Voluntary Agencies (ICVA) and the Asian Disaster Reduction & Response Network (ADRRN). It is an NGO with Special Consultative Status with the United Nations Economic and Social Council (ECOSOC) and is an implementing partner with UNFPA and UNHCR. Realising the importance of disaster preparedness and risk management in addressing the climate change challenges, the organisation officially set up a Disaster Risk Reduction (DRR) Department in the early 2008 as part of its main humanitarian activities. During the year, MERCY Malaysia provided humanitarian assistance in Afghanistan, Bangladesh, Cambodia, China, India, Indonesia, India, Malaysia, Myanmar, Sudan and Yemen. Key goal for 2008 Achievements / challenges / lessons learned 2009 objectives 1. A humanitarian quality management system (Principles 1, 2, 5 & 7) To continue developing the remaining key policies and procedures identified in 2007/2008 HQMS workplan, covering all departments in the Organisations (with exception of DRR department). • The Constitution and HAF were reviewed during the year to accommodate recent developments in the Organisation, including the inclusion of Principles of Partnerships as an additional commitment in HAF. • Lack of dedicated human resource to be involved in documenting policies and procedures remained as one of the main challenge. • Delay in full implementation also contributed to new key staff having to spend a substantial time to be updated with relevant institutional knowledge already existed within the organisation. To bring the development of HQMS back on track. 2. Information, Communication, Transparency (Principle 3) Internal advocacy to promote understanding within the organisation, through information sharing and trainings, leading to better implementation of Principle 3 in the field. • Completed a workshop with professional consultants to finalise the revision of stakeholders’ engagement matrix, which will be streamlined into operational activities. • Develop a communication strategy (based on stakeholders’ engagement matrix) to deliver on wider and effective information sharing across different stakeholders. 96 121
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