OCHA s Management Response Plan (MRP) to Evaluation of the Common Humanitarian Fund Country Report: Central African Republic
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1 OCHA s Management Response Plan (MRP) to Evaluation of the Common Humanitarian Fund Country Report: Central African Republic Prepared by: Le Beux Anne-Sophie, OCHA, Head of HFU August Cleared by: Aurélien Agbénonci HC, Salima Mokrani- OCHA HoO ai, Aboubakar Koulibaly UNDP CO August Tracked by: Name, Position, Unit Date OVERALL COMMENTS: THIS MANAGEMENT RESPONSE PLAN (MRP) TO THE CHF CAR INDEPENDENT EVALUATION HAS BEEN DEVELOPED ON THE BASIS OF CONSULTATIONS HELD WITH THE FUND S MAIN STAKEHOLDERS (CHF ADVISORY BOARD, CHF DONORS AND THE CLUSTERS COORDINATORS). MOST PROPOSALS ARE ACCEPTED OR PARTIALLY ACCEPTED. CONNECTIONS BETWEEN DIFFERENT RECOMMENDATIONS TOUCHING UPON SIMILAR ISSUES HAVE BEEN CROSS REFERENCED. IN ADDITION, FOR EACH RECOMMENDATION, A NARRATIVE HAS BEEN PROVIDED EITHER TO SHARE AN UPDATE ON THE PROGRESS MADE SINCE THE IN-COUNTRY EVALUATION VISIT TOOK PLACE IN THE LAST QUARTER OF 2014 OR AN EXPLANATION VIS-À-VIS THE CLASSIFICATION CHOSEN. ACTIVITIES PROPOSED IN THIS MRP WILL BE FURTHER INCORPORATED IN HFU WORKPLAN FOR AND. UPDATES ON THE PROGRESS MADE ON THE IMPLEMENTATION OF THE PROPOSED ACTIVITIES WILL BE MADE EVERY JANUARY AND JUNE OF EACH YEAR OVER THE NEXT TWO YEARS. NOTE: HFU IS UNDERSTOOD AS THE JOINT UNIT (OCHA AND UNDP) FORMING THE CHF TECHNICAL SECRETARIAT. WHEREVER POSSIBLE, UNDP OR OCHA HAVE BEEN IDENTIFIED AS RESPONSIBLE FOR TAKING THE LEAD IN THE PROPOSED ACTIVITY. EVALUATION RECOMMENDATION 1 1 : In coordination with donors, develop a strategy for longer-term humanitarian response planning through the CHF in CAR. This should address significant challenges such as protection and foster longer term commitment from donors. The responsibility to develop a humanitarian response planning lies with the humanitarian coordination mechanism inclusive of the clusters, the Humanitarian Country Team (HCT) and OCHA through the development of the Humanitarian Response Plan (HRP). While the CHF can play a role to feed into the development of this strategy, it is rather a user of the plan to inform the strategic framework for allocating funding. The proposed activities look at ways the CHF can benefit from strategic planning processes at the country level. The proposed activities focus on the key aspect of the recommendation to foster longer term commitment from donors for the CHF. To address this challenge, it is important to note the specificity of the CAR context whereby CHF donors are not present in country. Protection related activities are covered under recommendation #14. Donors commitment 1. Continue the efforts initiated in to improve regular communication with donors through t the development of alternative solutions, notably the virtual information sharing platform to keep them abreast of CHF activities strategy and funding needs. 2. Support the Humanitarian Coordinator fundraising activities for 1. Every quarter 2. As 1.HC, HoO, Advisory Board, HFU, donors 2. HC, HFU/OCHA 1 Please consult OCHA s website on Evaluation for sample MRPs. If you need assistance in filling out the MRP, please contact Ms. Tijana Bojanic, the evaluation manager for the CHF Evaluation. 1
2 the CHF Strategic planning 3. In addition to work within the framework of the HRP for, benefit from the development of the UNDAF to be launched in 2017 and use the analysis to be carried out to inform the CHF allocation strategy in 4. Develop a resource mobilization plan specific to the operational and seasonal context in CAR to better advocate for key funding needs. required 3. Over the next two years 4. February 3.HC, AB/UNDP 4. HC, HFU/OCHA, OCHA, Clusters EVALUATION RECOMMENDATION 2: Improve the efficiency of the CHF project allocation, disbursement and implementation process. Enhance the rapid response capacities of CHF funding by tracking of timeliness, clear analysis and related action plan between UNDP and OCHA for shortening some steps of the process, notably disbursement, to ensure a fast process for the reserve allocations in particular. Strengthen the administrative process by ensuring that efficient procedures are defined, clearly documented (guidance/ handbook/notes), explained (regular workshops), communicated and planned with the CHF recipients. This includes creating adequate supporting tools (price index, clear guidance on logistics / transportation / security financing etc.) Clarify the respective roles of OCHA and UNDP to improve integration and collaboration in accordance with CBPF guidelines, through specific mapping and action plan. The decision to turn the CHF Technical Secretariat into a joint unit was taken in Efforts to strengthen this joint approach have been revived recently through the development of TORs for the unit. The recommendation to develop adequate supporting tools will also be subject to availability of funding to recruit a consultant to carry out these activities. Training activities are taking place but taking into account the high turnover of partners staff in CAR (6-month average) and will be reinforced. Links with recommendation #6. 1. Finalise the set-up and roll out of the different modules of the Grant Management system to improve the tracking of the different phases of the project cycle 2. Track and analyse the timeliness of the allocation processes (standard and reserve) 3. In line with the CBPF guidelines and the UNDP addendum, develop the CAR operational handbook and disseminate it to partners 4. After the CHF Second standard allocation, develop a lessons learnt exercise with CHF stakeholders to explore ways to improve the CHF processes for future allocations to be presented to the HC and the CHF Advisory Board 5. Continue and improve the existing training activities for partners by developing a training strategy and calendar 6. Finalize and adopt the terms of reference of the joint unit and develop a mapping and action plan for this unit to identify key roles and responsibilities between UNDP and OCHA taking into account the CBPF guidelines. 7. Explore opportunities to develop a price list to provide adequate support to partners and strengthen the CHF accountability 1.May 2. After each allocation 3.June 4.December 5.February 6.September 7.March 1.HFU/OCHA+UNDP 2.HFU/OCHA+UNDP 3.HFU/OCHA+UNDP 4. HC, HFU/OCHA+UNDP, Clusters, Advisory Board 5. HFU/OCHA+UNDP 6. HFU/OCHA+UNDP, OCHA, UNDP, CHF recipients 7.HFU/UNDP EVALUATION RECOMMENDATION 3: Demonstrate the unified nature of the HFU by establishing a unified funding stream for the performance of the CHF related tasks, possibly that covers actual costs rather than assigning a percentage-based fee. 2
3 Management Response: Rejected The funding of both the UNDP and OCHA component is based on policies managed at Headquarters level, which cannot be changed at the country level. EVALUATION RECOMMENDATION 4: In light of the current crisis and the sharp increase in CHF funding for support of humanitarian efforts, take action to define human resource needs planning and put in place the appropriate staffing in the HFU, at both UNDP and OCHA level, to ensure that all CHF related functions will be carried out efficiently and effectively. This should come from the mapping of roles and responsibilities defined above. Efforts already ongoing, links with recommendations #2 1. Review the staffing and capacity of the joint unit and adapt the cost plan accordingly for submission and approval of the Advisory Board January OCHA HQ, OCHA + UNDP CAR, HC, AB, HFU/OCHA+UNDP EVALUATION RECOMMENDATION 5: Ensure the availability of qualified human resources for project monitoring, reporting and evaluation. This should produce increased field visit frequency and improve follow-up of past recommendations. Make additional use of specific technical expertise, possibly international, for sectoral review of CHF funded projects. An internal review of the functioning of the fund should be carried out every two years. Since the evaluation took place at the end of 2014, the two vacant M&R positions have been filled between March and August. Links with recommendations #2,3 and 4. OCHA CAR considers this recommendation is now implemented. The internal review of the functioning of the fund is being covered by two audits. UNDP conducted an audit in which is currently being implemented and OCHA CAR is scheduled to be audited by OIOS in. 1. Review, update and strengthen the current M&R framework in line with the new CBPF guidelines 2. Assess the progress made on the roll-out of the CBPF M&R plan and report to the HC and the Advisory Board 1. March 2. April and September 1.HFU/OCHA+UNDP, AB, HC Cluster leads 2.HFU/OCHA+UNDP, AB, HC 3
4 3. Assess options and modalities to call on external expertise to carry external technical reviews of CHF funded projects. 4. Review with UNDP options to strengthen financial monitoring (financial spot checks) and improve triangulation with programmatic results and findings on funded projects in line with the roll-out of UNDP addendum to the CBPF guidelines 3. July 4. April 3. HFU/OCHA+UNDP, AB, HC 4. HFU/OCHA+UNDP, AB, HC EVALUATION RECOMMENDATION 6: As a means to strengthen the management of organizational and institutional risks, promote the implementation of joint capacity assessments and registration of CHF partners, possibly from the HACT format, as a standard interagency tool, and partner performance index. The roll-out of the HACT process in CAR was initiated in 2013 and came to a halt with the crisis which unfolded at the end of Efforts are currently underway to relaunch this initiative which is in its early stages and will come to fruition in the course of. Alternative mechanisms are being explored to bridge the gap until a fully developed HACT system is in place in the country. The high turnover of staff observed in partners structure requires the organization of regular training and refreshers. The performance index has been developed and used for the first time during the second standard allocation in July/August. 1. Further the development of the performance index which first iteration was developed and used under the second standard allocation in July for the first standard allocation in 2. Develop a strategy to carry out a new capacity assessment of CHF partners if possible in line with the HACT system 3. Improve the communication with partners by developing the operational handbook and relevant associated financial guidelines and welcome package for all new CHF partners. This will be further followed-up by regular training for new members in partners organisations 1.February 2. April 3. April 1.HFU/OCHA+UNDP, UNDP, OCHA, Clusters 2.HFU/UNDP, UNDP, UN agencies 3. HFU/ OCHA+UNDP, UNDP EVALUATION RECOMMENDATION 7: Reinforce the documentation of the results by defining clearer performance and results indicators, with the involvement of the different categories of cluster members and strengthen the systematization of reporting routines. Connected to recommendation #2 and 12 Performance indicators are better tracked with the set-up of the performance index which takes into account, among other parameters, the timeliness of submission of reports. The full roll-out of the GMS will also support these efforts. 4
5 1. Finalize the roll out of the reporting module for the GMS to improve data collection and management and reporting routines in line with the new CBPF guidelines 2. Update the CHF performance and results indicators based on the new Strategic Response Plan in inclusive of aspect relevant to cross cutting issues. 3. Develop a monitoring and reporting guidance for partners based on the CBPF guidelines 1. December 2. January 3.December 1.HFU/OCHA, OCHA HQ, 2.HFU/OCHA+UNDP, clusters, partners 3. HFU/OCHA EVALUATION RECOMMENDATION 8: Address communities most acute needs by fostering integration of resilience into long-term humanitarian response in the CAR, and strengthen linkages with preparedness and longer term development programmes. The CHF is primarily a humanitarian funding tool and this recommendation is taken from this angle. A humanitarian context such as in CAR calls for an increased analysis of how to integrate in humanitarian programming elements of resilience. The evaluation report provides an analysis of what has been done by the CHF in CAR. Over the last year, new funding mechanisms are being set-up in CAR to take the lead in stabilization and recovery activities, notably the Bekou fund, the Peacebuilding fund and the CAR MPTF fund. Resilience, as defined for humanitarian contexts includes individual and communities ability to predict, withstand, and recover from conflict and climaticbased shocks. This is distinct from resilience programming that attempts to make the links between recovery and development. 1.Take into account other funding streams when developing CHF standard allocation strategy papers to allow better linkages with CHF activities with transition and resilience financing in accordance with the HRP strategy 1. February and August 1.HFU/OCHA, HC, AB, other funds EVALUATION RECOMMENDATION 9: Strengthen the level of financial control during the monitoring visits, with a clearer definition of UNDP s role in the process to ensure and document the follow-up of the results and recommendations. The strengthening of the financial monitoring of the CHF is a key priority for and. This monitoring work is understood throughout the project management cycle. The upcoming UNDP guidelines should provide additional guidance on how UNDP can improve and expand its financial monitoring activities as part of its Managing Agent function. To strengthen its financial control mechanisms, the CHF Advisory Board has recently agreed to deduct one per cent out of each NGO implemented grant to cover audit costs. This funding will lead to a review of the audit practice in CAR to ensure that more projects are audited according to a risk based approach. 5
6 1. Review the existing financial monitoring systems and develop ways to increase the level of financial controls and information-sharing. A presentation will be made to the AB. 2. Review of the audit practice and develop an implementation plan in CAR further to the AB decision to allocate one per cent to cover the audit of all CHF projects 3. Develop a methodology to carry out financial spot-checks 4. Roll-out the financial module in the GMS to improve data management and triangulation 1.April 2.February 3.April 4.March 1.HFU/UNDP, UNDP, AB, HC 2. HFU/UNDP, UNDP, AB, HC 3.HFU/UNDP 4. HFU/UNDP +OCHA EVALUATION RECOMMENDATION 10: Conduct a general audit of the CHF administration and management in CAR covering both UNDP and OCHA, as an assurance measure in light of the increase of funding. OCHA and UNDP as UN agencies are subject to internal oversight audit systems, OIOS and OAI respectively, and other mechanisms established by their governing bodies. Most recently, in the first quarter of, UNDP has completed the follow-up of the audit exercise. In that sense a formal audit does not seem to be likely to happen in the short term for UNDP. OIOS is going to carry out an audit of the OCHA office in CAR in, that will include the CHF. Links with recommendations #2,3,4 and The CHF CAR will be audited by OIOS in 1. Q2 1.OIOS, OCHA CAR EVALUATION RECOMMENDATION 11: Update the 2009 Concept Note, which serves as terms of reference of the CAR CHF. In line with the CHF workplan the update of the programming documents is a key priority in and, as part of the rollout of the CBPF guidelines. It is intended to develop this document after the second standard allocation and the lessons learned exercise in. 1. Update the 2009 Concept Note in line with the CBPF guidelines to develop the OCHA CHF CAR operational Manual and disseminate to partners 1. April HFU/OCHA+UNDP, AB, HCT EVALUATION RECOMMENDATION 12: Improve data collection systems, including the quality and consistency of data collected through the cluster system in order to strengthen evidence and baselines for humanitarian needs, in interaction with the other CHFs. This recommendation can be associated with recommendation #7 for the CHF efforts to improve data collection systems. Efforts to improve baselines and assessments for humanitarian activities are part of an ongoing process carried out by the coordination mechanisms which in turns benefits the CHF. 6
7 1.Carry out the review of CHF indicators in line with the new SRP to ensure alignment with clusters strategies and data collection systems 2. Include data on assessment and identified needs in the allocation strategy papers 3. Pursue efforts through improved data collection systems to demonstrate the contribution of the CHF to clusters results through the GMS at the reporting stage 1. January 2. First standard allocation 3. Q1 Annual report All activities: OCHA CAR, including its HFU, clusters, partners EVALUATION RECOMMENDATION 13: As a means of improving the technical support of clusters to CHF processes and ensuring the performance of the allocation process, strengthen cluster coordination and technical support to clusters through adequate resources and reducing staff turnover. The global CBPF policy does not recommend for the CHF to support funding of coordination activities, however, from a CHF perspective, a number of activities are already being carried out and could be further developed and carried out on more regular basis to strengthen the clusters involvement in and participation to the CHF processes. 1. Continue providing training and guidance to all incoming new clusters coordinators 2. Develop a series of guidelines for clusters to better explain their roles during the project cycle 3. Develop a lessons learnt exercise after each allocation 1..As needed 2.First standard allocation 3. December and next allocations 1. IASC, AB, HC, UN agencies, OCHA CAR 2. HFU 3. HFU EVALUATION RECOMMENDATION 14: In every CHF project assess and promote inclusion of cross-cutting issues such as gender sensitivity, accountability to affected populations, do no harm, and community mobilization in project design and execution, with the support and involvement of relevant experts. Disseminate guidelines on how to conduct a simple conflict sensitivity analysis, and include it as part of the project proposal with a grade. Specific workshops on Do No Harm / conflict sensitivity analysis, and practical tools to carry out the analysis should be promoted, with participation of NNGOs. The CHF CAR has already embarked on assessing and promoting cross-cutting issues, notably gender and protection mainstreaming. The CHF CAR is working closely with the GenCap Advisor as well is involved in the recently formed Protection Mainstreaming Working Group (PMWG) led by the Protection Cluster. Activities of the group will include specific efforts to train cluster coordinators and partners. 1. Carry out a gender audit of the CHF CAR and develop a plan of action on how the integration of gender issues can be further improved in the programme cycle 1. June 1.HFU/OCHA, GenCap advisor 7
8 2. Develop specific guidance for partners on protection mainstreaming 3. Set-up with the PMWG a monitoring strategy on the integration of PM aspects in the programme cycle 4. Include gender and PM aspects in the CHF partners training activities 2. October 3. July 4. For each allocation 2.HFU/OCHA, PMWG 3. HFU/OCHA, PMWG 4. HFU/OCHA, PMWG, GenCap EVALUATION RECOMMENDATION 15: Develop guidance and tools (in addition to the HNO) for use in CHF allocation processes in order to strengthen the identification and targeting of most vulnerable categories of populations in need of assistance. This could also take the form of a short concept note with practical recommendations for identifying vulnerable groups, mapping vulnerabilities covered (or not covered) by the CHF with related indicators by sector and location. Efforts are already ongoing to improve the quality of proposals around beneficiary targeting. Allocation papers will make specific reference to this aspect. 1. On the basis of the HNO and ongoing coordination activities, improve the targeting of beneficiaries 1. First standard allocation 1.HFU, OCHA CAR, OCHA HQ, clusters, partners EVALUATION RECOMMENDATION 16: Foster local capacity building through promoting support to NNGOs and partnerships, after analysis of the most effective methods and results of the INGO/NNGOs partnership. Ensure synergies with local governance and humanitarian governance interventions, and advocate for such a support if they do not exist. OPPORTUNITIES FOR IMPROVEMENT A few initiatives are ongoing, funded notably by the CHF and other actors to improve the capacity building of NNGOs. Efforts will continue to further the collaboration with national organisations. 1. Review the results of the capacity building imitative funded by the CHF in the first allocation and engage with partners and clusters involved in such activities. Design a way forward on the basis of the findings 2. Strengthen the capacities of national actors through the CHF training activities (see recommendation#2 on training) 1.February 2.May 1.HFU, OCHA CAR, UNDP, clusters 2.HFU, OCHA CAR, UNDP, clusters EVALUATION RECOMMENDATION 17: Support complementarity and coordination between the different funding sources available (humanitarian, resilience and development), based on their comparative advantage, as well as coordination with organizations and funds out of the UN system, considering the increased number of humanitarian stakeholders in country. These efforts and approaches /strategies for complementarity should be reported in the CHF publications (annual report and bulletins). 8
9 OPPORTUNITIES FOR IMPROVEMENT Over the last year, new funding mechanisms are being set-up in CAR to take the lead in stabilization and recovery activities, notably the Bekou fund, the Peace-building fund and the CAR MPTF fund and activities have been initiated to improve linkages between these funding instruments. The CHF CAR has also been invited to participate in the National Coordination Forum on Aid in CAR. The HFU has also initiated activities to support information sharing among donors contributing to the funding of humanitarian activities in CAR. 1. Develop efforts and approaches to enhance complementarity with other funding streams through meetings 1. May OCHA CAR, other international organizations, CAR government EVALUATION RECOMMENDATION 18: Support experience sharing with other countries at the cluster level, and by the HFU, including sharing good practices, lessons learned and strengthening technical guidelines by sector. OPPORTUNITIES FOR IMPROVEMENT While noting the value of this recommendation, the lead in this recommendation does not fully pertain to the remit of the CHF CAR. 1. Participate in CBPF workshop in 2. Contribute to initiatives led by OCHA HQ to exchange good practices, lessons learned 1. November 2. Ongoing 1.OCHA HQ, HFU/OCHA 2.OCHA HQ, IASC, HFU/OCHA 9
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