HAP - Measuring Effectiveness in international development

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  • Processes through which individuals, organizations and states make decisions that affect others Mechanisms through which individuals, organizations and states seek to explain their decisions and actions Processes through which individuals, organisations and states raise concerns about, and seek redress or compensation for, the consequences of the decisions and actions of others Both Proactive and retrospective components- Accountability to who? Boss Donor Media Yourself But what about primary stakeholder? - Redressing the power balance and ensuring the beneficiary is the primary stakeholder.
  • Standard = tool Includes performance indicators linked to organisational processes and systems for accountability. Can be used to guide and measure action. Developed based on extensive consultation
  • . HQMS = A set of activities and processes that enable continual improvement in an agency’s performance in meeting the essential needs, and respecting the dignity, of disaster survivors Systematic, continual imrpovement, targeted. Includes designated resources, documentation etc Defining its quality management system helps an agency direct, control and measure performance against its commitments
  • Examples of different verbal and written means used by NGOs to share information: Chit / distribution card with items to be received (bangladesh) Microphone attached to bicycle (bangladesh) Painted signboard including number of beneficaries, devliverables, timeframe (bangladesh) Group meeting (Kenya) Picture from leaflet explaining to communities how they can raise complaints (Uganda) Empahise the importance of working with affected-communities, in particular vulnerable groups, to identify the most appropriate means of sharing information for the given context. Empahise the importance of porividing guidance to staff outlining what information should be shared with who, when and how etc in order to ensure a systematic rather than ad hoc appraoch.
  • Highlight consequences of: Affected-communities not understanding why some people have been selected for assistance. Beneficaries not knowing what the deliverables are
  • Examples of different verbal and written means used by NGOs to share information: Chit / distribution card with items to be received (bangladesh) Microphone attached to bicycle (bangladesh) Painted signboard including number of beneficaries, devliverables, timeframe (bangladesh) Group meeting (Kenya) Picture from leaflet explaining to communities how they can raise complaints (Uganda) Empahise the importance of working with affected-communities, in particular vulnerable groups, to identify the most appropriate means of sharing information for the given context. Empahise the importance of porividing guidance to staff outlining what information should be shared with who, when and how etc in order to ensure a systematic rather than ad hoc appraoch.
  • HAP - Measuring Effectiveness in international development

    1. 1. Measuring effective accountability through the HAP 2007 Standard DATE: 2 September, 2010 LOCATION: NIDOS AGM, Glasgow
    2. 2. Humanitarian Accountability involves… <ul><li>taking account of … . </li></ul><ul><li>giving account to … .. </li></ul><ul><li>being held to account by … .. </li></ul><ul><li>affected populations . </li></ul>The responsible use of power
    3. 3. Quality <ul><li>A quality service or product: </li></ul><ul><ul><li>responds to and satisfies the needs of intended beneficiaries </li></ul></ul><ul><ul><li>can be measured in terms of effectiveness, efficiency and impact. </li></ul></ul>Quality therefore is the features of a service or product that make it fit for purpose
    4. 4. HAP is a membership-based organisation Just a small selection of our membership
    5. 5. Challenge: how to measure against principles…
    6. 6. Benchmarks 1. Humanitarian Quality Management System 2. Information sharing 3. Participation And Informed Consent 4. Competent Staff 5. Complaints-handling 6. Continual Improvement
    7. 7. Benchmark 1 – Humanitarian Quality Management System
    8. 8. Benchmark 1: The agency shall establish a humanitarian quality management system
    9. 9. How organisational committments are implemented in practice & are continually improved against.
    10. 10. Benchmark 2 – information sharing
    11. 11. Benchmark 2: Information sharing The following information is publicly available to intended beneficiaries, disaster-affected communities, agency staff and other specified stakeholders: (a) organizational background; (b) humanitarian accountability framework; (c) humanitarian plan; (d) progress reports; (e) complaints handling procedures
    12. 12. <ul><li>Information is presented in a way that is accessible and comprehensible for beneficiaries and specified stakeholders </li></ul>
    13. 13. <ul><li>Disaster-affected communities are informed about the beneficiary selection criteria and deliverables </li></ul>? ?
    14. 14. <ul><li>“ If I learn about the items [in the relief package] it is good for me because if the value of the items is less than my one day ’ s work I will not go [to the distribution]. ” </li></ul><ul><li>M iddle - aged man Bagerhat District, Bangladesh after Cyclone Sidr (Jan 2008) </li></ul>
    15. 15. <ul><li>The name and contact details of the agency is on all publicly available information . </li></ul>I nformation about the relevant parts of its structure, including staff roles and responsibilities , is available. “ When we see someone doing something we think it is good, but actually we do not know.” Middle-aged m an , Bangladesh after Cyclone Sidr (Jan 2008)
    16. 16. Benchmark 3 – participation and informed consent
    17. 17. Benchmark 3: The agency shall enable beneficiaries and their representatives to participate in programme decisions and seek their informed consent “ I f you come here to give us something or not, at least you talk to some of us and ask us what we think ” B eneficiary man, Bangladesh , after Cyclone Sidr
    18. 18. <ul><li>Spe cify the processes use d to identify intended beneficiaries and their representatives - with specific reference to gender, age, disability and other identifiable vulnerabilities </li></ul>E nable intended beneficiaries and their representatives to participate in project design, implementation, monitoring and evaluation .
    19. 19. Benchmark 4 – Staff Competencies
    20. 20. Benchmark 4 – Staff Competencies <ul><li>D etermine the competencies , attitudes, and development needs of staff required to implement its humanitarian quality management system. </li></ul>
    21. 21. <ul><li>Statement of the competencies and attitudes required from staff </li></ul><ul><li>Staff are aware of the humanitarian accountability framework, their relevance and importance in it and their responsibilities in the implementation </li></ul><ul><li>System of review for staff - performance, competencies, behaviours and attitudes </li></ul><ul><li>Continual staff development to implement the HQMS </li></ul>
    22. 22. Benchmark 5 – Complaint Handling
    23. 23. Benchmark 5 <ul><li>Establish and implement complaints-handling procedures that are effective , accessible and safe for intended beneficiaries, disaster-affected communities, agency staff, humanitarian partners and other specified bodies </li></ul>
    24. 24. <ul><li>Ask intended beneficiaries and the host community about appropriate ways to handle complaints </li></ul>
    25. 25. <ul><li>Establish and document complaints-handling procedures </li></ul><ul><li>These should clearly state: </li></ul><ul><ul><li>the right of beneficiaries and other specified stakeholders to file a complaint </li></ul></ul><ul><ul><li>the purpose, parameters and limitations of the procedure </li></ul></ul><ul><ul><li>the procedure for submitting complaints </li></ul></ul><ul><ul><li>the steps taken in processing complaints </li></ul></ul><ul><ul><li>confidentiality and non-retaliation policy for complainants </li></ul></ul><ul><ul><li>the process for safe referral of complaints that the agency is not equipped to handle </li></ul></ul><ul><ul><li>the right to receive a response </li></ul></ul>
    26. 26. <ul><li>Ensure that intended beneficiaries, affected communities and its staff understand the complaints-handling procedures </li></ul>
    27. 27. <ul><li>Verify that all complaints received are handled according to the stated procedures </li></ul>Complaints
    28. 28. <ul><li>Establish and implement an effective and safe complaints handling mechanism for its staff </li></ul>
    29. 29. Benchmark 6 – Continual Improvement
    30. 30. <ul><li>Benchmark 6: E stablish a process of continual improvement for its humanitarian accountability framework and humanitarian quality management system </li></ul>
    31. 31. <ul><li>Specify processes used for continual improvement </li></ul><ul><li>Monitor and evaluate the agreed means to improve quality with respect to the Principles of Accountability and Principles for Humanitarian Action </li></ul>
    32. 32. How would the Standard work in your organisation? What would you need to do to meet the following benchmarks as part of a project? + Information sharing + Participation + Complaint Handling
    33. 33. <ul><li>What are the main strengths or benefits of the HAP Standard? </li></ul><ul><li>How can the HAP Standard be improved? </li></ul><ul><li>(e.g. clarity of application, language, format, content) </li></ul>
    34. 34. <ul><li>Vision </li></ul><ul><li>Mission </li></ul><ul><li>Mission: </li></ul><ul><li>To make humanitarian action accountable to its intended beneficiaries through: - self-regulation - compliance verification </li></ul><ul><li>- certification. </li></ul><ul><li>Vision: </li></ul><ul><li>Establish a humanitarian system championing the rights and the dignity of disaster survivors . </li></ul><ul><li>Founded in 2003 HAP is a partnership aiming to make humanitarian action accountable to beneficiaries . </li></ul><ul><li>HAP M embers : </li></ul><ul><ul><li>S eek to comply with and promote the HAP Principles of Accountability </li></ul></ul><ul><ul><li>A re committed to improve the quality and effectiveness of their work </li></ul></ul>

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