Chapter Four - HAP International

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The 2008 Humanitarian Accountability Report 20. The Women’s Refugee Commission pilot projects while also supporting an impact evaluation focusing on reducing risk to gender-based violence through economic empowerment. The Women’s Refugee Commission also reviewed whether its advocacy on the transfer of children to the Office of Refugee Resettlement has been effective. 4. Addressing Complaints (Principle 6) The organisation has yet to institute a Complaints Handling Procedure, although contact information is available on fact sheets developed for beneficiary populations, translated as needed in local languages. Case Study Example: Good practice in humanitarian accountability and quality management – Summary version Example of obtaining input on reproductive health from beneficiary populations Mary (not her real name) has four children, aged 14, 12, 7 and 4. She lives with her husband and children in a makeshift hut that her husband built near her former home that was burned during the post-election violence. Mary is nine months pregnant. She does not know where she will deliver her child. She is anxious because she is unsure of what to do if she develops a complication. Her family does not have the money to take her to a health facility or pay for medical care so, if she can have a normal delivery, she will give birth at home. She will most likely deliver by herself, since there is no midwife in the community and the only traditional birth attendant in the area had fled with the violence. Mary was not aware of a clean delivery package that could help her give birth in a semi-clean environment at home. Even while she was living in the camp, she had not come across such a package. Plans with regard to: undertaking a baseline analysis, a certification audit, or mid term certification review A baseline analysis was requested from HAP in 2008, planned for January 2009 21. World Vision International Introductory comments: Over the course of 2008, there have been significant changes at field and institutional levels. At the field level, progress in World Vision’s Food Programming and Management Group (FPMG) performance on accountability was particularly strong, with an initial focus on pursuing certification evolving into a focus on intensive training and establishment of complaints and response mechanisms as the understanding of accountability grew. This culminated in the senior leadership of FPMG deciding that community complaints mechanisms would be part of the “go or no go” decision for all food projects by 2010. This will cover approximately 35 countries and effectively make complaints handling a normal expectation in World Vision’s humanitarian work. FPMG and H-Account have become significant partners with HAP at field level in an arrangement that has improved WV’s work, generated momentum for change and provided valuable learning for both parties. From early 2008, H-Account established the capacity to deploy to emergencies with the hiring of a second full time staff member. In response to Cyclone Nargis in Myanmar, H-Account was able to deploy to a large emergency response as part of the first wave. On an institutional level, the Humanitarian and Emergency Affairs branch of World Vision formed the Quality Assurance team to provide a formal place for Accountability where approaches can be combined with Design, Monitoring and Evaluation, Learning and Capacity Building. Most new initiatives to achieve organisational change now include elements of quality such as accountability to beneficiaries. Finally, WVI has established a Global Accountability Team to tackle beneficiary accountability issues across all programming (including development) and pursue wider accountability issues that H-Account needs to consider but has lacked the mandate to do so. 121 146
THE 2008 HUMANITARIAN ACCOUNTABILITY REPORT 21. World Vision International Key goal for 2008 Achievements / challenges / lessons learned 2009 objectives 1. Institutional Commitment (Principles 1, 2 & 7) Integrate humanitarian accountability into WV emergency response standards and strategies: a. Increased consistency in support to major emergencies will occur as the number of staff deployable to emergencies grows. b. Global accountability unit hires staff and develops work plan. In early 2008, World Vision hired a second Associate Director for Humanitarian Accountability, who specialises in the field set up of accountability systems and rapid deployment to sudden onset emergencies. Better accountability practices at field level are also being encouraged through a mix of direct H-Account support, stimulating field to field sharing of innovation and building supportive networks for practitioners. In September, World Vision held its first global humanitarian accountability meeting to bring 20 staff together to share experience and develop a community of practice. The intent is to build strong peer networks, deployable capacity and create internal advocates for accountability. Early signs of success came when one “member” integrated accountability into their health programme in DRC. a. Strengthen emerging Accountability Community of Practice in World Vision b. Global Accountability Team brings greater coherence to internal accountability mechanisms at an organisational level. c. Include accountability complaints and response mechanisms (CRM) in the “go no go” trigger decisions for the start of new food (FPMG) supported projects The staffing of the Global Accountability Unit was postponed due to budget cuts, but a Senior Director was hired to establish the function in World Vision and has begun to map out internal accountability streams. Test and document accountability methodologies: a. Lessons Learned events, and joint evaluations with IWG agencies continue. b. Sri Lanka accountability tools complied into a field tool kit that will be available in mid 2009. c. Development of a new country case study of accountability (probably Zimbabwe) d. Transparency International handbook finished and published. H-Account was able to expand its collaborative work to also include greater engagement with other HAP members and members of the UK based Disasters and Emergencies Committee (DEC). Between the IWG agencies, work also continued with joint feedback to several UN evaluations, the further development of a joint evaluations database and the launch of a joint needs assessment tool in Indonesia. Work with the IWG and DEC agencies greatly strengthened relationships and learning between HAP members and helped to make joint events such as the HAP General Assembly and Peer Support Group even more a. Work with phase II of the Emergency Capacity Building Project to collaboratively improve beneficiary accountability in at least three contexts. b. Publish and disseminate H-Account toolkit that contains updated versions of WV Sri Lanka tools and approaches that are applicable to multiple contexts. c. Produce at least one major case study of accountability in a field programme including video materials. 122 147
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Chapter Four - HAP International

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