Chapter Four - HAP International

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13. MERCY Malaysia • The refreshers’ other objective was to ensure common understanding of the meanings stated under this (different staff may have different interpretation on compliance). • Recruited a Webmaster dedicated to improving online information sharing. • Difficulty to track new developments/ improvements on the field, partly due to the nature of short-term projects (i.e. emergency response) and lack of comprehensive reporting. 3. Participation and Informed Consent (Principles 3 & 4) Increase awareness of staff and volunteers regarding the current accountability requirements and processes (through sharing of existing documented policies and procedure) aimed at encouraging better information sharing with identified stakeholders and increased beneficiaries participation. • Held refresher sessions throughout the year on the Benchmarks in order to start the “thinking process” for key staff to better share information and communicate transparently in the field. • Mapped out details for information sharing with different stakeholders of the organisation (stakeholders’ engagement matrix). • Actively advocating beneficiaries accountability with potential partners (via ADRRN network), leading to several member organisations interest to sign up as <strong>HAP</strong> member and subsequently request information on baseline analysis. • However, due to lack of documented guidelines, field staff came up with different interpretation for implementation. 4. Staff Competencies Sharing of accountability commitments with employees and volunteers, and revision of handbooks and new training suites • Engaged with a professional Human Resource consultant to identify gaps in staff competencies and rewards. • Held a meeting with all state chapters in Malaysia informing them of latest developments The 2008 Humanitarian Accountability Report • To improve compliance on information sharing on the field based on revised standard checklist. To set up systematic monitoring on the efforts made to improve beneficiaries’ participation and actively seeking the informed consent of those involved, which will provide valuable source of information to improve the existing processes. Finalise the Employee Handbook, Volunteer Handbook, yearly training strategy, incorporating key accountability commitments of the organisation. 97 122
THE 2008 HUMANITARIAN ACCOUNTABILITY REPORT 13. MERCY Malaysia 5. Complaints and Response Mechanisms (Principle 6) Pilot tested a complaint handling mechanism (CHM) at a selected programme in Malaysia, of which main findings from this exercise serves as input to fine tune the CHM framework • Engaged with the consultant to developed policies and procedures for CHM. However, it was revised to a generic framework for guideline purpose, thus allowing field findings to be easily incorporated into a workable CHM on the field. • Secured grant to develop a CHM into the Organisation IT system, which is now being developed by an IT Consultant • Staff buy-in into the value of CHM remains a challenge. The pressure to deliver surpass genuine appreciation of CHM. • To finalise the CHM framework and streamline the requirements into project proposal and the subsequent implementation checklist. • To revise HR procedures in order to facilitate effective staff grievances policy. • Major projects will include at least one survey with identified stakeholder(s) for feedback on aid/service provided by the organisation or its partners. 6. Continuous Improvement (Principles 5 & 7) Set up a functional M&E unit to track compliance, carry out evaluation on the quality of humanitarian projects and coordinate lessons learnt across the organisation – via training, revision of documents, etc. • The setting up of the M&E during the year was hindered by lack of suitable candidates to fill up the new vacancy. Management dilemma – internal recruitment vs. external recruitment • Set up a functional M&E department within the first half of 2009, so lessons learnt for continuous improvement can be captured more efficiently. • Active engagement with <strong>HAP</strong> in Myanmar Plans with regard to: undertaking a baseline analysis, a certification audit, or mid term certification review • A workshop aimed at setting up (measureable and achievable) indicators for accountability commitments made, involving all departments in the organisation has been planned in the first half of 2009. • A mid term audit is due in May 2009. • High priority will be given to implement the recommendations made by the Certification Auditors. Summary / Other comments Involvement of key staff remained the major factor in achieving the set goals. In addition to busy operational schedule, staff turnover (of key personnel) resulted in undocumented good practices. New staff require time to get on board with existing organisation practices and procedures, so they can pick up from where the previous staff left off. Some of the processes risk being lost when the key staff resigned. 98 123
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Chapter Four - HAP International

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