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- 2. Contents Objectives Accountability Core Humanitarian Standard HAP Benchmarks I. Establishing and delivering on commitments II. Staff competencies III. Information Sharing IV. Participation V. Handling Feedback and Complaints VI. Monitoring Evaluation and Learning Knowledge Check
- 3. Objectives • Describe the background of accountability and what it means in practice • Describe Core Humanitarian Standards • Understand key elements of information sharing • Understand key elements of participation • To introduce key steps to setting up a complaints and feedback mechanism
- 4. What is Accountability Accountability is about… •Recognizing our power •Responsible use of that power •Handing over some of that power to the beneficiaries of our work
- 5. Do people whom we seek to assist look like this? Or like this?
- 6. TO BE OF GOOD QUALITY? What does it mean for our programme to be of good quality? Accountability Quality
- 7. Initiatives People In Aid ALNAP HAP Good Enough Guide SPHERE STANDARD CHS
- 8. Tool : how accountable are you? this tool can help you check whether you are providing people affected by the emergency with basic information about your agency and the project. By asking people what information they have received, you can check how they see you and whether you are providing the information they need at the right time in the right way
- 9. Checklist Basic information Yes No 1 Background information about the NGO 2 Details of the current project 3 Project contact information Reports on project implementation 4 Regular reports on project performance 5 Regular financial reports 6 Information about significant project changes Opportunities for involvement 7 Dates and locations of key participation events 8 Specific contact details for making comments or suggestions 9 Details of how to make complaints about the NGO’s activities
- 10. Obligations We hold ourselves accountable to both those we seek to assist and those from whom we accept resources Principle 9, Code of Conduct of the Red Cross and Red Crescent Movement and NGOs in Disaster Response
- 11. HAP (Humanitarian Accountability Partnership) benchmarks 1. Establishing and delivering on commitments 2. Staff competency 3. Sharing information 4. Participation 5. Handling complaints 6. Learning and continual improvement
- 12. 1: Establishing and delivering on commitments The organization shall produce a written accountability framework The organization shall implement its accountability framework through a management system
- 13. 2. Staff competencies • The organization ensures that staff have competencies that enable them to meet the organization's commitments • The organization shall regularly and consistently review and act on staff performance • The organization shall have in place a staff code of conduct
- 15. What is Information Sharing The organization ensures that the people it aims to assist and other stakeholders have access to timely , relevant and clear information about the organization and its activities.
- 16. Benefits • 1.Improve impact and effectiveness trust , understanding, participation. work together cohesively , and coordinate efforts. • 2.Reduced level of corruption and fraud Criteria of selection Beneficiary list Sharing Project budget
- 17. What information to provide? Information type Descriptions About the organization Our name , who we are and what we do , contact details ,relevant structure About the project Project objectives , donor and any partners , project plan ,beneficiary selection criteria ,beneficiary list ,progress report , financial summary , Exit strategy Feedback and complaint - Right to give feedback and make a complaint - How to give feedback and make a complaint Right - Non discrimination - Right to receive aid free of harassment - Free to express opinion , feedback and complain
- 18. What information will not be provided Depending on the context , it may be necessary to keep the following information confidential: Name and details of supporters, partners and staff Any thing that can compromise safety and security of project staffs and beneficiaries Information that could damage the organization reputation
- 19. How information will be provided? • Ways: Public meetings , posters/leaflets , Information board , focus group discussion , radio , newspaper ,use of drama/other forms
- 20. 4. Participation • Listens to the people to assist, incorporating their views and analysis in programme decisions. • The organization shall work with communities to improve how we meet requirements • Participation is about having the opportunity to express a view, influencing decision-making and achieving change.
- 21. Ways
- 22. Benefits • Contributes to their personal development • Opportunities to bring about positive change • Increased motivation and self-esteem • Leads to better decision-making and outcomes • Increased credibility and accountability – attracts more funding for our work
- 23. 5. Handling Feedback and Complaints • .
- 24. A complaint A complaint is an expression of dissatisfaction. Requires response
- 25. Feed back is a positive or negative statement of opinion about our programmes and the behaviour of our staff and
- 26. Complaints category Category 0 Request for information Category 1 Request for additional assistance Category 2 Minor dissatisfaction with AAH activities (e.g., missing items from kits, lack of follow-up, etc) Category 3 Major dissatisfaction of program activities (e.g., issues about our programme approach, poor quality items, beneficiary selection issues, safety of children/adults being put at risk, etc) Category 4 (require fast tracking approach Sensitive complaints such as Fraud, sexual exploitation, Abuse, etc Category 5 (require fast- tracking approach) Gray category-Security Treat on ACF’s staffs
- 27. Scope of our CRM We can deal with complaints about: • The project (what we do and how we do our work) • The behavior of our staff and representatives (including partner staff, contractors/consultants, community committee members).
- 28. Key steps in setting up complaint and response mechanism . Secure organizational commitment Consult children and carers on objectives and best approach Design CRM guidelines and agree on roles Set up the CRM infrastructure and train staff Inform community on how to complain Acknowledge receipt of complaint Enter into a database Resolve informally OR Formally, by investigation Respond, report to complainant and community on action taken Record response, make changes and share learnings A Complaint is made !
- 30. What does it look like?
- 31. Examples of different types of CRMs How about your context? • Suggestion boxes • Beneficiary reference groups • Information Centres • Hotlines • Mobile centres • Community Help Desk • Text messaging • Feedback email accounts
- 32. 6. Learning and Continual Improvement • The organization learns from experience to continually improve its performance. • The organization shall define and document processes to learn effectively, including from monitoring, evaluations and complaints. • The organization shall ensure that learning, including on accountability, is incorporated into work plans in a timely way
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- 40. KNOWLEDGE CHECK
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Editor's Notes
- The HAP 2010 Standard in Accountability and Quality Management has six benchmark areas as follows: 1. Delivering on commitments: The organisation sets out the commitments that it will be held accountable for and how they will be delivered. 2. Staff competency: The organisation ensures that staff have competencies that enable them to meet organisational commitments. 3. Sharing information: The organisation ensures that people it seeks to assist and other stakeholders have access to timely, relevant and clear information about the organisation and its activities. 4. Participation: The organisation listens to people it aims to assist, enabling them to provide regular feedback and influence or make programme decisions at different stages. 5. Handling complaints: The organisation enables people it aims to assist and other stakeholders to raise complaints and receive a response through an effective, accessible and safe process. 6. Learning and continual improvement: The organisation learns from experience to continually improve its performance.
- The SOP also outlines how it shall implement these commitments and improve upon them. The accountability SOP is put into practice through a quality management system. For an organization to be held accountable by its stakeholders, it must describe what its commitments are and how these will be delivered to all relevant stakeholders, most importantly to the people it aims to assist
- Humanity and respect for crisis-affected communities are fundamental attributes in a humanitarian or development worker. However these need to be matched with the knowledge and skills necessary to perform a job effectively and efficiently. In many circumstances, staff members’ skill sets need to be developed in accordance with their roles and responsibilities
- If an organization does not share information appropriately , It can contribute to Confusion and delay, waste , Increased insecurity ,sexual exploitation and abuse
- 1. Accessible , understandable and appropriate: We need to make sure we share this information in languages, formats and media that can be easily understood by the children and communities we work with. 2. Timely ,safe & verifiable
- Here are definitions from HAP It is a specific grievance of anyone who believes that the organization has failed to meet a stated commitment or who has been negatively affected by AAH programs or its staff. It primarily includes concerns about the standards of service, actions or lack of action by AAH or its staff and representatives, which include partner staff, volunteers, contractors/consultants, community committee members or anybody directly involved in the delivery of our work.
- Listen, learn, act, looking at work with the CHS at organisational level Strengthening our ability to listen to, use and respond to feedback from communities
- The Core Humanitarian Standard on Quality and Accountability
- Briefly present on different types of CRMs. Mobile centers were used in Myanmar where staff would park a car near a distribution. One staff would stay in the car with an information board and talk to people who approach them, the other staff would walk along the distribution line and ask people a set of questions on their satisfaction about the program. Beneficiary reference groups were set up by Tearfund in Kenya. They are a group of respected members of community selected by the community. They act as liaisons between the community and us– people go to them to express complaints and feedback and they work with us to resolve the complaints.