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The 2008 Humanitarian Accountability Report 16. Oxfam GB Introductory comments: Some significant progress was made in 2008, with good practice identified and shared across the programme, an encouraging uptake of a matrix for mapping and planning, and Real Time Evaluations beginning to result in action plans with follow-up. Fundamental questions still exist: does Oxfam GB undertake more of the same or different approaches? Commitment appears to be there, but how much is it actually in practice? How to demonstrate the value of accountable ways of working? Some exciting external commitments have continued, gathering and using increasing knowledge. Staff focused on humanitarian accountability will be integrated into a new team, focusing on overall improvement in the quality and impact of Oxfam GB’s (OGB) programme, with increased accountability to people and communities a major aspect. This team will work across all (not just humanitarian) aspects of OGB’s programme work. Key goal for 2008 Achievements / challenges / lessons learned 2009 objectives 1. Institutional Commitment (Principles 1, 2 & 7) a. Accountability Report Update Published b. Complete Peer Review with SCHR agencies—work towards implementing recommendations c. Writing, disseminating and putting into practice an Open Information Policy, Complaints Policy (and guidelines), Partnership Policy and Evaluations Policy d. A working definition for the whole organisation exists and is beginning to be shared across divisions, regions and country teams. a. Done. It is challenging having different parts contributing to different agendas—improvement still needed in joining-up internally. b. Almost complete, report pending. Our peers see institutional commitment at a number of levels and in the field. Initial challenges to OGB will be to develop more concerted leadership and messaging that accountability to communities is valued, and will be recognised and rewarded c. All written and disseminated. Ongoing work to ensure their value is understood and applied in day-to-day work. d. Achieved. a. A different approach will be adopted next year, more integrated and possibly beginning to use GRI indicators. The accountability report needs to become central to our reporting. b. Recommendations due in April, to be discussed and decisions made which to adopt. Implementation of this. c. Further dissemination in their own right through concerted work by a large ‘accountability group’ and integration into support work of OGB’s programme accountability. d. Further dissemination of the definition as part of mapping and support work of OGB’s programme accountability. 2. Accountability in humanitarian action (Principles 3,4,6 & 7) a. A greater number and variety of relevant tools and case studies are available to programme staff. Related training materials are produced and used. The relationship between participation and accountability in OGB is clarified and shared with staff. b. One country per region is working to improve a. A matrix exists that clearly states what accountability to communities and individuals looks like to Oxfam. This is used as a baseline-mapping tool for action planning by countries. A tool kit to support the matrix, using OGB and others’ experience to date exists and is beginning to be used by country programmes—across the a. A more concerted engagement is needed within regional and country teams. Humanitarian Support Personnel and Humanitarian Advisory and Desk staff will be utilised to achieve this. b. Further work on the remaining region and closer, more concerted support given to 105 130
THE 2008 HUMANITARIAN ACCOUNTABILITY REPORT 16. Oxfam GB four dimensions of programme accountability: information sharing; participation; learning and evaluation and feedback mechanisms, i.e. working to the matrix c. All training workshops and field trips carried out to improve the accountability of OGB programmes include relevant partner organisations. d. Countries who ‘get’ accountability are working in innovative ways that lead to greater practical understanding and results. This knowledge is gathered and shared internally and externally. programme and not solely in humanitarian responses. Adoption is slower than would have been hoped. b. More or less on track – one region still to nominate a country that is willing and able to take this on. c. This has been the case to date and works well. The multiple ‘types’ of partnerships we engage in and the impossibility of a ‘one size fits all’ approach remain taxing but interesting. d. This is only ongoing in one country/region so needs more effort and attention. those already implementing. Lessons and learning to be shared. c. Partners to continue to be invited to all training and support events. Continued analysis of how OGB and partnership and accountability to beneficiary communities interact. d. More concerted effort to be made on this during 2009. 3. Monitoring and Evaluation (Principle 5) a. All RTEs include evaluations of programme accountability. Lessons learned from RTEs followed up with those responsible b. Practical guidance on how to include authentic beneficiary voices in monitoring and evaluation activities is produced. c. Further work with development programme staff to include beneficiary voices in monitoring activities in a systematic and effective way. a. On track. Although ‘accountability’ as strictly defined by OGB is not a benchmark within the RTE format—beneficiary satisfaction and appropriateness are. Lessons are being summarised and used more widely, programme action plans exist as follow-up to RTEs. b. This is still ongoing—the One World Trust carried out specific research within our Horn/East/Central Africa region. Learning needs to be shared more widely. c. Ongoing—as above. a. Increase liaison with those closely involved with M&E to increase profile of accountability to be included into RTEs. All countries that undergo an RTE will be obliged to write and adopt an action plan based on findings and recommendations. b. More learning from HECA and more learning from South Asia who are to employ a consultant to explore the idea of Lean Management Systems within an NGO context. c. By the end of 2009 guidelines will exist. 4. Addressing Complaints (Principle 6) The majority of humanitarian programmes start to implement the complaints policy. This has not yet taken off. Many programmes have ad hoc complaints procedures—some function very well. They follow, explicitly, the guidance available to ensure that the policy is enacted in a coherent and useful way across our humanitarian response. 50% of humanitarian programmes will be implementing an effective complaints mechanism by the end of 2009. Case Study Example: Good practice in humanitarian accountability and quality management – Summary version Extract from OI Case Study of Relief Project in Bao Yen, Vietnam. 106 131
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