Chapter Four - HAP International

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The 2008 Humanitarian Accountability Report 3. CARE International with measuring compliance to assess whether CARE interventions fulfil our commitments to quality and accountability. for large-scale emergencies, independent evaluations and has piloted inter-agency peer reviews and humanitarian accountability reviews using CARE’s HAF as a key reference point. effectively advance CARE’s humanitarian accountability agenda. 4. Addressing Complaints (Principle 6) Complaints/feedback systems are established in accordance with benchmark 5 in CARE’s HAF during all major emergency responses. Despite variation in application by field managers and initial resistance from some field staff concerned about time pressures, such systems were successfully implemented in all major responses. CARE encountered some challenges in operating complaints systems in Bangladesh as many of CARE’s activities were implemented through partners. Expand complaints systems beyond major emergencies as part of the rollout of CARE’s HAF and capture appropriate learning. Case Study Example: Good practice in humanitarian accountability and quality management – Summary version With support from one specialist from CARE’s Standing Team of quality and accountability and HAP field deployment, CARE Myanmar was one of the first international agencies to develop a community feedback system during the response to cyclone Nargis that addressed accountability issues. An independent evaluation not only found a good degree of compliance with CARE’s HAF, but that CARE also made concerted efforts to share their learning on accountability systems through active participation in the Accountability Network, presentations during workshops, and circulation of guidelines and lessons learned. Progress in / highlights from the field (if not otherwise covered above) CARE UK is part of a 3-year inter-agency project (with Action Aid, CAFOD, CARE, IRC UK, ICVA, Oxfam GB and SAVE UK) to promote the NGO perspective in donor and UN humanitarian reform processes. The project will focus on five main focus countries (Afghanistan, DRC, Zimbabwe and Ethiopia), supplemented by a lower level of engagement in five secondary countries. CARE will be the lead agency on rolling-out this project in Afghanistan. The project focuses on addressing two main themes from the NGO perspective: humanitarian financing and coordination. The project also has three crosscutting themes: accountability (to beneficiaries), partnership (UN-NGO, NGO-NGO) and impact (i.e. seeking ways to ensure that reforms result in improved programme quality and better outcomes for beneficiaries, not just in changes in funding mechanisms and UN agency roles). To date, mapping studies are being completed in the four main (plus Sudan) countries to identify key challenges and recommendations on ways forward. The project now needs to focus on deepening the look at accountability issues as part of this baseline, which will include working with known leaders in this field such as HAP as well as learning from other initiatives. Plans with regard to: undertaking a baseline analysis, a certification audit, or mid term certification review At this stage, CARE’s intention is to complete the HAP baseline process during the next few months, involving CARE’s principal lead members and our International Secretariat, and subject to arranging schedules and securing the funds needed. 71 96
THE 2008 HUMANITARIAN ACCOUNTABILITY REPORT 4. Christian Aid Introductory comments: Christian Aid continues to demonstrate a strong commitment to improving its accountability to all stakeholders. A review of our 2007 head office baseline audit was conducted in September 2008 with a stronger focus on preparing for HAP Certification as the decision has now been made for Christian Aid to apply for HAP Certification in the first half of 2009. Christian Aid (CA) continues to focus on building downward accountability in to all of our systems across both humanitarian and development work, and to develop field level experience with CA staff and partners in taking forward the issues of improving accountability to those we are aiming to assist. Accountability to our partners and to the communities we aim to assist is a key priority for both CA’s Humanitarian Division in 2009 and within Christian Aid’s 5 year strategic plan. Key goal for 2008 Achievements / challenges / lessons learned 2009 objectives 1. Institutional Commitment (Principles 1, 2 & 7) Ensure understanding and commitment to adhere to accountability principles within CA humanitarian programmes • Emergency Officer Accountability recruited within Humanitarian Division • Accountability work identified in work plans of all Humanitarian Division staff for 2009 • Accountability Framework drafted • Sessions on quality and accountability in May 2008 Humanitarian Division conference for establishing shared commitment and way forward for quality and accountability within CA’s humanitarian work (including DRR) • HAP Standard included into Programme Management Induction for all CA programme staff • Accountability session incorporated into Global Welcome corporate induction • Introductory sessions/facilitated self assessment processes undertaken in 4 countries • Work relating to HAP including on the workplan of the CA Corporate Accountability Group • Accountability issues incorporate into key CA programme management systems development • Accountability indicators incorporated into CA ‘Strengthening the Organisation’ corporate strategy • Accountability identified as key focus area in Humanitarian Division 2009 workplan • Finalise Accountability Framework • Achieve HAP certification in 2009 • By end 2009 all CA international department staff and all humanitarian partners will know about the HAP Standard and its implications for their work. • Development of materials and tools to communicate the accountability initiative within CA and to partners • Accountability introductory sessions included in all regional/divisional conferences in 2009 • Develop Disaster Management capacity building strategy for CA staff and partners including a module on quality and downward accountability 72 97
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