FOOD SECURITY CLUSTER COORDINATOR CASH TRANSFERS BRIEFING PACKAGE Cash Cap Support JANUARY 4TH 2017 FOOD SECURITY CLUSTER 2 COORDINATOR CASH TRANSFER BRIEFING PACKAGE Content A. Introduction 1. Support service delivery 1.1. What do I have to put in place? 1.2. What do I need to know? 1.3. Which resources do I have access to? 2. Inform and support strategic decision-making of the HC/HCT for the humanitarian response 2.1. What do I have to put in place? 2.2. What do I need to know? 2.3. Which resources do I have access to? 3. Plan and implement cluster strategies 3.1. What do I have to put in place? 3.2. What do I need to know? 3.3. Which resources do I have access to? 4. To monitor and evaluate performance 4.1. What do I have to put in place? 4.2. What do I need to know? 4.3. Which resources do I have access to? 5. Contingency planning and emergency preparedness 5.1. What do I have to put in place? 5.2. What do I need to know? 5.3. Which resources do I have access to? 6. Advocacy 6.1. What do I have to put in place? 6.2. What do I need to know? 6.3. Which resources do I have access to? 7. Cross cutting issues 7.1. What do I have to put in place? 7.2. What do I need to know? 7.3. Which resources do I have access to? B. Conclusions C. Annexes 1. Key resources 1.1. Support Service Delivery 1.2. Inform and support strategic decision – making 1.3. To plan and implement cluster strategies 1.4. Preparedness and contingency planning 1.5. Advocacy 1.6. Crosscutting issues 3 FOOD SECURITY CLUSTER A. Introduction The gFSC aims to contribute actively to provide guidance and tools for national food security clusters to adequately coordinate cash interventions among cluster/sector partners and to ensure equally and consistently consideration of cash alongside other forms of humanitarian assistance in the food security sector. Supporting Food Security Cluster Coordinators (FSCC) is crucial to enable them to better coordinate food security interventions and modalities of assistance with relevant stakeholders in country and improve their ability to engage and contribute to multi sectorial initiatives in cash transfer programming. FSCC are key drivers to foster the uptake of cash transfers in emergency responses when delivering their core functions. This document takes into account the inherently multipurpose nature of cash and part of a multi actor agenda and intends to contribute actively to identifying critical issues that require multisectorial responses1. The present document aims to be part of FSCC’s briefing package. The briefing package consists of resources that provide greater clarity and guidance to those assigned to lead and manage the Food Security Clusters in countries with humanitarian crises. As a first attempt to systematize the mainstreaming of cash transfer programming within food security cluster functions, this document was developed based on and in line with: (i) Food Security Cluster Coordination Handbook, 2012 (ii) IASC Reference Module for Cluster Country Coordinator at country Level, revised July, 2014 (iii) Strategic Note, Cash Transfers in Humanitarian Contexts. Prepared for the Principals of the Inter-Agency Standing Committee by The World Bank Group, June 2016 (iv) Mainstreaming AAP and Core People- related issues in the HPC through cluster system (v) Operational guidance and toolkit for multipurpose cash grants, 20162. In addition, defining coordination arrangements for cashbased programming is work in progress. Guidance in this briefing package is non-prescriptive and likely to evolve, as cash coordination is further being developed. This document may be used – discussed and adapted within the FSC (or other sectors) and inter cluster coordination mechanisms to get agreement on specific functions and responsibilities in the country context. The briefing package has been structured as follows: The document is divided in seven (7) sections. Each section represents FSCC core functions3: (i) Support service delivery (ii) Inform and support strategic decision making (iii) planning and implement cluster strategies (iv) Monitor and evaluate performances (v) build national capacity in preparedness and contingency planning (vi) to support robust advocacy (vii) Ensuring appropriate attention to priority cross-cutting and cross-sectoral issues. Within each core function, there are checklists aiming to guide the FSCC to answer three questions to deliver cluster Coordination core functions ensuring equally and consistently consideration of cash alongside other forms of humanitarian assistance4: (i) What do I have to put in place? Key tasks, roles and responsibilities that FSC is expected to carry out (ii) What do I need to know? Key competences required for the coordination team to be able to carry out the above-mentioned tasks5 (iii) Which resources do I have access to? Recommended key resources to consider when carrying out the above-mentioned tasks 6 To establish a systematic process mainstreaming CTP within food security cluster functions, the following framework can be identified throughout the whole document. That means, listed tasks, competences and resources deemed to: (i) (ii) (iii) 3 Adapted from: (i) Food Security Cluster Coordination Handbook, 2012 (ii) Reference Module for Cluster Country Coordinator at country Level, revised July, 2014 4 Tasks, responsibilities, competences and key resources listed in this document are only the ones relevant to CTP. Therefore, other tasks, responsibilities, competences and key resources related to delivering quality humanitarian assistance (regardless of the modality), are assumed but not represented here (Adapted from CALP’s competences framework, Annex 2) 5 The key competences are built upon the CALP’s competence framework (refer to Annex 2). The competences have been redefined to be able to carry out the tasks and responsibilities defined and in close coordination with FSCCs. When adapting task and responsibilities to each context, required competences would also need to be changed accordingly. The list of competence required can also orient Capacity Building Plans for FSCC. For FS partners, it is recommended to refer to CALP’s competence framework and capacity building initiatives. 6 1 Strategic Note, Cash Transfers in Humanitarian Contexts. Final draft prepared for the Principals of the Inter-Agency Standing Committee. The World Bank Group, June 2016, p.20 2 The referred documents are the ones in which the BP has based on. However, all the key documents stated in Annex 1 has been used to develop the g BP. 4 be relevant to FS sector (food security lens) enable FSCC to carry out their functions within the IASC architecture (Cluster lens) strengthen their ability to engage in joint multisectorial responses and synergistic interventions (multi sectorial lens)7 The key documents pre-selected are available in a USB format, but it is recommended to follow Community of Practices, social networks and CALP´s digital library for updated resources. 7 What the process aims is a people-centred approach wherein operational efficiencies can be gained when many agencies/sectors use cash to meet needs (inter-sector coordination of CBIs, including MPGs) and within-sector coordination to ensure the provision of a holistic approach. MPG toolkit COORDINATOR CASH TRANSFER BRIEFING PACKAGE 5 SUPPORT SERVICE DELIVERY COORDINATOR CASH TRANSFER BRIEFING PACKAGE 1. Support service delivery8 1.1. 1. 2. 3. 4. 5. 6. 7. 8. 9. What do I have to put in place? (Cluster) Coordination team9 Ensure that the CC and partners have the competences required 10 to mainstream CTP within the Food security sector, engage in multisectorial responses and exploit, whenever, possible, linkage with social protections systems11. Guided by the HCT, the FSCC should participate actively in inter cluster coordination platforms, reviewing existing sectoral and multisectorial coordination mechanisms strategies related to CTP with relevant stakeholders to identifying gaps and ensure delivery effectiveness; adapting it over time to reflect the evolution of the crisis being responded to the capacities of local actors and the engagement of development partners..12 If possible, establish a clear, formal agreement with CWG on the sharing of FSC responsibilities and accountability systems in multisectorial and sectorial cash responses Identify any known and potential key FS stakeholders and encourage them to consider cash alongside other forms of humanitarian assistance in their situation and response analysis participating actively in FSC and CWG, if such exists. 13 When defining ToR for the FS cluster set up, ensure to include the mechanisms needed to consider cash alongside other forms of humanitarian assistance in situation and response analysis process and if possible, establish formal inter linkages with CWG, if such exists. Represent the Cluster in CWG, contribute to jointly identifying critical issues that require multisectorial responses, engaging actively in multipurpose cash grant discussions, and plan the relevant synergistic interventions with the other clusters concerned Facilitate interactions between humanitarian and development stakeholders (incl. social assistance stakeholders) at strategic, technical, and operational level. Proactively invite stakeholders from the private sector (i.e. banking and mobile services) to participate in these discussions. Working with CWG, if such exists, with UN agencies, donors and partners and local authorities to develop consensus on shared cash terminology, technical standards and guidelines building on what is already defined as well as adapted to context and local language. Bringing stakeholders involve in Social protection and private sector can enrich the discussion. Work with partners and CWG to establishing roles and responsibilities that will best facilitate the scaling up of cash by individual agencies as well as identify entry points for common programming. Clear entry points should be defined, starting with a range of processes around targeting, the identification of beneficiaries, appropriate cash ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ 8 Provide a platform that ensures service delivery is driven by the Humanitarian Response Plan and the agreed food security strategic priorities considering equally and consistently cash alongside other forms of humanitarian assistance. (i) Set up coordination mechanisms to optimize the effectiveness of the assistance delivery (ii) Developing mechanisms to eliminate duplication of service delivery (iii) Manage cluster information to facilitate an effective FSC response ensuring that the best possible information is available whenever needed for planning, management and advocacy purposes, including identifying gaps that need to be filled in the humanitarian food security response (considering national food security capacities). (iv) Ensuring appropriate attention to priority cross-cutting and cross-sectoral issues (Section 7) 9 At country level (FSCC, IM) 10 Refer to CC competence profile and adapted to country context “What I need to know section” Make sure it is captured it in the FSCC TORs. For FS partners, use CALP’s competence framework.What do I need to know? 11 In general, humanitarian actors should demonstrate the rationale for not using existing national systems to provide assistance. The World Bank Group, June 2016.p.13 12 “Lack of effective coordination is also intrinsic to the challenge of making cash a viable method of response” Refer to CALP’s ongoing project White paper on cash coordination, September, 2016 as part of the Increasing the Uptake of Multi-Purpose Cash Grants in Emergency Responses for a More Efficient and Effective Humanitarian Action, ERC project, 2016-2018 (CaLP, OCHA, Mercy Corps, DRC, Save the Children-lead agency-). 13 Defining coordination arrangements for cash- based programming is work in progress. As cash coordination is further developed, make sure food security cluster establish formal and informal channels of communication with existent cash coordination mechanisms. 7 FOOD SECURITY CLUSTER modalities, payment platforms, and management and information systems (or social registries)14 10. Update content on Food Security Cluster country operations webpage and Cash Atlas, contributing to raises awareness of the role of cash in the food security situation and response (whether sectorial, multi sectorial or through MPGs). 11. Be responsible for the information management system, ensuring to provide key information for the food security sector for cash modalities and contributing to optimize efforts across sectors tackling challenges of interoperability, common programming, and strengthening linkage to government IM systems 1.2. ☐ ☐ What do I need to know? Relevant competences to equally and consistently consider cash when delivering Cluster Coordination core functions – “Being able to” 1. Describe how cash transfer programming can support the different phases of ☐ humanitarian response, including preparedness and contingency, response and recovery 2. Describe how cash transfer programming supports the different dimensions and ☐ interventions in the FSL sector: food security 15, food assistance16, livelihoods17, resilience18, livestock19, agriculture20, social protection21, seasonality22, nutrition sensitive23, etc.) 3. Describe common obstacles and possible solutions to scale and timeliness of CTP ☐ 4. Describe what cash transfers are, and the guiding principles for CTP ☐ 5. Describe and understand core CTP modalities and definitions including MPGs ☐ 6. List and define key types of CTP transfer mechanisms ☐ 7. Identify the role of markets in FSL interventions ☐ 8. List the main advantages and disadvantages of different CTP modalities for achieving ☐ food security outcomes 9. Explain how CTP links to key international humanitarian frameworks, standards and ☐ principles (such as SPHERE, LEGs, and Core Humanitarian Standards) 10. Describe how CTP can reinforce links between relief, recovery and development ☐ interventions 11. Describe linkages of humanitarian cash based response and social protection ☐ Understand what Social protection (key terms) is and how it is interrelated with FSL and nutrition outcomes of the response Understand the potential role for humanitarian actors in scaling up social protection systems for humanitarian response 12. Identify examples of critical issues that require multisectorial responses 14 ☐ The World Bank Group, June 2016.p.11 At food consumption, calorie intake, dietary diversity, food gap, etc. 16 Humanitarian food assistance is a holistic response to victims of a humanitarian crisis, which, besides the direct provision of food, also uses a wider range of tools, such as the provision of services, inputs or commodities, the use of multi-purpose assistance such as cash or vouchers, and fostering skills or knowledge (ECHO, 2015) 17 Cash transfers are being used in interventions whose primary objective is to enable the support and recovery of livelihoods (CALP, Cash and livelihoods) 18 The role of cash transfer in reducing the vulnerability of poor people in the long-term by building their capacity to absorb climate shocks and adapt to risks (BRACED, 2016). The extent to which cash transfer programmes can support a resilient food system. Such a system is understood to encompass four pillars: (i) increasing food availability, (ii) improving food access, (iii) improving nutritional adequacy of food intake an d (iv) enhancing crisis prevention and management (ODI, 2013) 19 The use of cash transfers within the livestock sector (LEGS, 2015) 20 Exploring the linkages and strengthening coordination between social protection, agriculture and rural development (FAO,2014) 21 The role of food assistance in social protection (WFP, 2012) and the need social protection systems to be shock responsive (OPM, 2015) 15 22 23 Design features like timing and frequency of transfer are key on specific outcome indicators. Maximizing the nutritional impact of Humanitarian Food Assistance (ECHO, 2015) 8 COORDINATOR CASH TRANSFER BRIEFING PACKAGE 13. Understand why it is important to coordinate CTP 14. Describe the challenges and opportunities of CTP coordination 1.3. ☐ Define the key types of cash coordination structures/models Explain the need for both technical and strategic coordination Describe the roles and responsibilities of different stakeholders in CTP coordination Describe ways to minimize duplication and gaps between CBIs, in kind and MPGs and promote complementary approaches Describe challenges and illustrate examples on how to overcome them on how cash interventions are channeled through inter cluster coordination 15. Identify examples of common programming (around targeting, the identification of beneficiaries, payment platforms, appropriate cash modalities and management and information systems (or social registries)24 and different approaches to gain efficiency and effectiveness in the humanitarian response 16. Describe ways of ensuring that information management systems provide key information for the food security sector for cash assistance and how to contribute to optimize efforts across sectors tackling challenges of interoperability, common programming, and strengthening linkage to government IM systems25 ☐ Describe key terms and dimensions of coordination Describe key elements that need to be coordinated across sectors and multisectorial ☐ ☐ Identify key concerns around data protection (beneficiary privacy) Outline examples of FS and CTP information management systems Identify challenges on information management systems across sectors and MPGs Which resources do I have access to? Key resources to equally and consistently consider cash when delivering Cluster Coordination core functions – “what resources can I have access to”- Refer to annex C.1.1 Networks and Community of practices (CoP) – refer to Annex C.1.1 ☐ Live in twitter – refer to Annex C.1.1 ☐ Events and Updates – refer to Annex C.1.1 ☐ Thematic: Coordination – refer to Annex C.1.1 ☐ Thematic: Social Protection – refer to Annex C.1.1 ☐ Thematic: Advocacy – refer to Annex C.1.1 ☐ Thematic: Information management – refer to Annex C.1.1 ☐ Thematic: Multipurpose Cash Grants – refer to Annex C.1.1 ☐ 24 25 (The World Bank Group, June 2016) This competence can be reinforced, transferring the competences to the Information manager, though it is the FSCC who leads the process. 9 INFORM AND SUPPORT STRATEGIC DECISION-MAKING COORDINATOR CASH TRANSFER BRIEFING PACKAGE 2. Inform and support strategic decision-making of the HC/HCT for the humanitarian response26 2.1. 1. 2. What do I have to put in place? (Cluster) Coordination team Foster, whenever possible, bringing together CLAs and FS partner’s technical expertise and other resources available for multisectorial assessments with clear links between needs assessments, response analysis (including cash feasibility), and the response plan as required27. Lead FSC Partners in joint, gender-sensitive situation analyses and response analyses, including the identification of gaps in FS sector response, duplications, obstacles, intersectoral linkages, multisectorial perspective and in prioritizing FS needs and responses ensuring that all type of assistance modalities are considered alongside the analysis (be it in-kind, cash, vouchers, a combination of modalities or MPGs). 2.1. working with FSC Partners, CWG and other clusters to adapt to the local context the Multi- ☐ ☐ ☐ Cluster Initial Rapid Assessment (MIRA)28, ensuring market assessments are included, in order to guide initial inter-sectoral prioritization, deciding if MPGs are an appropriate and feasible humanitarian response option and initial planning of humanitarian FS interventions ensuring that all assistance modalities are equally and consistently considered (be it in-kind, cash, vouchers or a combination of modalities) 29 2.2. working with FSC Partners, CWG and other clusters to provide an understanding of the most ☐ pressing needs of affected populations, the most affected areas and most affected groups bringing FS technical expertise and other resources to analyze available information on the food security (FS) situation, risks, resources, responses and gaps, and the ongoing monitoring of these key aspects30 26 Preparing needs assessments and analysis of gaps (across and within clusters, using information management tools as needed) to inform the setting of priorities considering equally and consistently cash alongside other forms of humanitarian assistance. Identifying and finding solutions for (emerging) gaps, obstacles, duplication considering equally and consistently cash alongside other forms of humanitarian assistance. Formulating priorities on the basis of analysis considering equally and consistently cash alongside other forms of humanitarian assistance. Ensuring appropriate attention to priority cross-cutting and cross-sectoral issues (Section 7) 27 The needs assessment process is largely conducted with a sectoral lens, with analysis often reflecting narrow agency mandates instead of a consistent and cohesive multisectorial view. Cash transfers have highlighted the need to broaden the scope and uptake of such cross-sector approaches, and point to the information and process gaps to be addressed to inform appropriate responses. The IASC has recognized the challenge of sector-driven assessments and created the IASC Needs Assessment Task Force, whose aim, among others, is to develop a set of tools and products harmonizing and promoting crosssector needs assessment initiatives. Specifically, the task force has developed two main tools: The IASC Needs Assessment Task Force (i) The MultiCluster/Sector Initial Rapid Assessment (MIRA) Manual to undertake a joint multisector assessment in the earliest days of a crisis or change, and guide subsequent in-depth sectoral assessments (ii) The Humanitarian Dashboard to consolidate needs assessment and response information, and present a shared analysis of a humanitarian situation. The World Bank Group, June 2016. p.7 28 Improving coordinated needs assessments in urban areas, without which the humanitarian community will not be able to ensure the quality and accountability of urban response itself. ACAPS, 2015 Urban and rural populations use cash assistance differently. According to the evaluation of Christian Aid and partners on their cash programmes, clear differences in the use of cash were found between rural and urban areas. People in urban locations had greater shelter, fuel, water, debt and small business needs, whereas in rural areas 28% more people prioritized food (HPN 05/2012). ACAPS, Haiti, October 10th, 2016 29 The Vulnerability Assessment of Syrian Refugees conducted in 2013, 2014, and 2015 in a multi-agency joint approach The effort represents a best practice in terms of joint approaches, not without challenges. (The World Bank Group, June 2016) 30 Agencies who want to achieve sector-specific outcomes may use different vulnerability frameworks. If an MPG has multi-sectoral goals, work together from the beginning to find commonalities and reconcile differences, otherwise there is a risk of undertaking VA in such a way that it does not reflect the concerns of different agencies and sectors socio-economic perspective . Operational guidance and toolkit for multipurpose cash grants, Vulnerability Analysis from a crisis-specific 11 FOOD SECURITY CLUSTER 2.3. working with CWG in the quantification of needs of goods and services (recurrent, one off and/or seasonal) – i.e. Minimum Expenditure Basket – bringing FS technical expertise and other resources.31 2.4. Leading and working with FSC Partners and CWG to quantify needs of good and services to achieve food security and livelihood outcomes (recurrent, one off and/or seasonal) -food basket, livelihood components, daily rates, etc.- 32 2.5. working with FSC Partners, CWG and other clusters to provide an understanding of the physical disruption (and capacity) of markets and infrastructure to supply essential goods and services in the affected population bringing FS technical expertise and other resources for assessing the capacity of markets to supply food, agricultural inputs or other commodities in a timely, accessible and safe manner, for assessing when a CT injection would stimulate a new or better functioning supply chain; or when a CT intervention would contribute to increase the impact of long‐term measures to achieve food and nutrition security 2.6. Participate actively in multisectorial gap analysis, priority setting and the development of a crisis response strategy identifying which needs can be covered with cash assistance (whether food based or MPS) . 2.7. Working with FSC Partners in assessing whether there is a link between social and humanitarian assistance in this context and during this crisis and to what extent National Social Protection Programmes can be considered for cash emergency responses (Shock Responsive Safety Nets) for multisectorial and/or food security and livelihoods purpose.33 2.8. working with FSC Partners to facilitate and coordinate complementarity CTP assessment and situation monitoring activities including in depth CTP sector assessments as needed to inform overall FS problem and cash response analyses; 2.9. Working with FSC partners to assess operational feasibility for different cash response options. 2.10. Ensuring efficient use and pooling of available CTP assessment and monitoring resources (human, financial & material) where possible among Partners; 2.11. compiling and keeping up-to-date data on Who is doing What Where and When (4W) ensuring cash modalities are reported (be it cash, vouchers, a combination of modalities including in kind34) 3. 4. Join other cluster coordinators, CWG coordinator (if such exists) and the OCHA team leader in preparing inter-sectoral and multisectorial recommendations for consideration by the HCT, defining entry points for common programming in cash responses Mobilize FSC Partners disaggregate by modalities (be it in-kind, cash, vouchers, combination of modalities and MPGs35) when reporting. . 2.2. ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ What do I need to know? 31 A consensus around what constitutes the MEB can be a foundation for sector-specific interventions, which may use cash and in-kind goods and services to achieve sector-specific objectives (MPG toolkit, p. 22). Refer to Webinar: New developments and challenges from a multisectorial/multipurpose perspective: setting up the transfer value at https://goo.gl/UWYkSN. 32 Refer to Webinar: New developments and challenges from a multisectorial/multipurpose perspective: setting up the transfer value at https://goo.gl/UWYkSN. 33 Refer for Interagency Social protection assessments. ISPA is a set of practical tools that help countries improve their social protection system by analyzing its strengths and weaknesses and offering options for further action 34 35 How to report MPG within the IASC architecture is still under definition and still on ad hoc basis. How to report MPG within the IASC architecture is still under definition and still on ad hoc basis. 12 COORDINATOR CASH TRANSFER BRIEFING PACKAGE Relevant competences to equally and consistently consider cash assistance when delivering Cluster Coordination core functions – “Being able to” Need Assessment and vulnerability analysis 1. Identify the main needs assessment issues relevant to CTP, and demonstrate an ☐ understanding of the key terms and concepts 2. Identify key concepts of vulnerability analysis, who cannot meet their needs and why from a sectorial and multi sectorial perspective. 36 3. 5. ☐ Outline recommended approach for multi-sector market analysis Outline recommended approach for food security and livelihood market analysis Describe key factors that can affect market performance and how these may influence the choice of response option (e.g. environmental factors, infrastructure issues, market integration, competition etc.) ☐ Describe how market analysis contributes to quality programming Identify the steps needed for markets assessments process with the ability to prepare and plan for an assessment and bring together required technical expertise Outline different approaches to market analysis and different types of market systems Describe key factors that can influence the performance of a market system ☐ Describe the process or frameworks37 to identify the prevalence and severity of food insecurity and malnutrition in the area and how cash is related Understands basic concepts of economic insecurity, socioeconomic vulnerability, its nature, scope, depth, and causes Describe how vulnerability analysis informs (i) The appropriateness of a cash transfer to meet multisectoral and sectoral needs (ii) Gaps Analysis and the transfer value (iii) Targeting criteria and strategies (iv) Complementary programming Market assessments Explain why market analysis is a critical step in making recommendations for response options 4. Explain value of conducting needs assessment within inter-cluster processes (e.g. MIRA) List the opportunities and risks related to meeting multiple sector objectives/needs with CTP Describe the appropriateness of CTP to meet multi-sector needs Describe the appropriateness of CTP to meet food security and livelihood needs. Identify the steps needed for assessment process, with the ability to prepare and plan for an assessment and bring together required technical expertise Identify appropriate tools for conducting a needs assessment Describe key characteristic of an urban and rural space and how this is related to CTP Ability to interpret an assessment report to inform response option analysis ☐ Identify key stakeholders engaged in market assessment within a response Identify key market related information to be collected Identify appropriate tools for conducting a market assessment Interpret baseline and emergency affected market assessment data to facilitate discussion for analyzing response options Describe how market conditions can influence the recommendations for response options 36 Agencies who want to achieve sector-specific outcomes may use different vulnerability frameworks. If an MPG has multi-sectoral goals, work together from the beginning to find commonalities and reconcile differences, otherwise there is a risk of undertaking VA in such a way that it does not reflect the . concerns of different agencies and sectors Operational guidance and toolkit for multipurpose cash grants, Vulnerability Analysis from a crisis-specific socio-economic perspective 37 The Food and Nutrition Security Conceptual Framework informs not only the selection of indicators for analysis and use in geographical targeting, but also the design of field assessment instruments and the organization of standardized reporting formats. Identify the prevalence and severity of food insecurity and malnutrition in the area. (i) Estimate how many people are affected. (ii) Determine where the affected people are located. (iii) Describe the coping strategies utilized by the various population groups, and identify any that may have a negative impact on lives or livelihoods. (iv) Describe the foodinsecure and/or malnourished population in terms of their individual and socio-economic characteristics – gender, ethnicity, etc. - and livelihoods. (v) Establish the reasons why people are food-insecure and/or malnourished by identifying factors that are associated with food insecurity and malnutrition. (vi) Determine whether food insecurity and nutrition problems are chronic or transitory. (vii) Develop scenarios for the next three, six and twelve months, and use these to forecast the evolution of the food security and nutrition situation if no intervention is made. Consider: the severity of current food insecurity and malnutrition; factors associated with food insecurity and malnutrition; chronic and transitory issues; the likelihood of future shocks; the resilience and vulnerability of individuals and households to future shocks. Evaluate the need or otherwise for external assistance. Consider: ongoing and planned interventions by government or other agencies; - the role of food aid through in kind, voucher, cash or combination of modalities, and complementary interventions to MPG and whether each modality is appropriate in this situation; the strengths, weaknesses, opportunities and threats (SWOT) analysis of various response options. Make recommendations for interventions, including: What? How much? For whom? When? For how long? Adapted from EFSA, 2009 13 FOOD SECURITY CLUSTER 6. Quantification of needs38 Understand how to quantify needs of goods and services (recurrent, one off and/or seasonal) – to cover basic needs and specifically food and livelihood needs 7. 2.3. ☐ Describe key information required for analyzing appropriateness of CTP Describe key information required for analyzing operational feasibility of CTP (be cash, voucher, combination of modalities, MPG) Describe key information required for analyzing cost efficiency and effectiveness of potential response options Risk analysis Support design of institutional, programmatic and operational risk analysis framework ☐ Use data on food sources, income sources and expenditure patterns to quantify needs Define what is the Minimum Expenditure basket and describe objectives for the calculation of the MEB Describe the steps to calculate the Minimum Expenditure basket Describe tools to calculate the food basket and/or livelihoods (asset replacement, inputs, etc.) Inform and support decision making Identify the information and analysis(es) required to support the modality decision 8. Identify market conditions that would support the choice of CTP as a response option Ability to interpret a market assessment report (including a forecast) to inform response option analysis ☐ List key risks relating to CTP, and suggested mitigations measures (i.e. security, money laundering, funds diversion, data protection, etc.) Describe the steps in a risk analysis process Identify key protection risks related to CTP and apply protection lens to decision-making for programme design and implementation Which resources do I have access to? Key resources to equally and consistently consider cash assistance when delivering Cluster Coordination core functions – “what resources can I have access to”- Refer to annex C.1.2 Networks and Community of practices (CoP) ☐ Live in twitter ☐ Events and Updates ☐ General guidelines ☐ Thematic: Needs and vulnerability assessments ☐ Thematic: Quantification of needs ☐ Thematic: Markets assessments ☐ ☐ Thematic: Risk Analysis ☐ Thematic: Livelihoods ☐ Thematic: Social Protection ☐ Thematic: Information management ☐ Thematic: Multipurpose Cash Grants ☐ 38 Refer to Webinar: New developments and challenges from a multisectorial/multipurpose perspective: setting up the transfer value at https://goo.gl/UWYkSN. 14 PLAN AND IMPLEMENT CLUSTER STRATEGIES FOOD SECURITY CLUSTER 3. Plan and implement cluster strategies39 3.1. 1. 2. 3. 4. What do I have to put in place? (Cluster) Coordination team Participate actively and lead FS Partners in multifaceted analysis to contribute highly to decide on whether multisector needs can be met with one cash grant (MPG)-alone or in combination with specific FS intervention 40 Participate actively in the decision and lead FS partners to define clear entry points for common programming, starting with a range of processes around targeting, the identification of beneficiaries, appropriate modality of assistance, payment platforms, and management and information systems (or social registries). This applies whether a cash intervention is within a single sector or across multiple sectors41 Ensure that all Cluster partners are aware of relevant national policy guidelines, technical standards and internationally-recognized best practices regarding CTP in the food security sector. Promote adherence to agreed standards and best practices by all FSC Partners42 Ensure that the FSC strategic plan: 5.1. addresses critical gaps in FS response; on which food and livelihoods needs can be covered by cash considering the specificities of urban and rural environment 43 5.2. promotes recovery and appropriate re-building of FS support systems from the earliest possible moment and making the most of the potential positive impact of cash transfer for this purpose 44 5.3. consider consistently of all types of assistance modalities (be it in-kind, cash, vouchers or a combination of modalities, MPG) 5.4. is coordinated/agreed with relevant government entities, to the extent possible; and 5.5. incorporates risk reduction measures and appropriate exit, or transition, strategies. 39 ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ To plan and implement cluster strategies by: Developing sectoral plans, objectives and indicators that directly support realization of the overall response’s strategic objectives considering equally and consistently cash alongside other forms of humanitarian assistance Applying and adhering to common standards and guidelines. Clarifying funding requirements, helping to set priorities, and agreeing cluster contributions to the HC’s overall humanitarian funding proposals. Ensuring appropriate attention to priority cross-cutting and cross-sectoral issues (Section 7) 40 Establishing the three strategic priorities at the country level has enabled clusters to focus strategic response plans on delivering against key country level cluster objectives. An inter-sector approach to identify the most pressing needs also served to foster cross-cluster cooperation and the development of multi-sectoral integrated response strategies that maximize impact of effort and resources. In this sense, multi-sector responses will be systematically triggered in support of priority interventions (Somalia, HPN, 2016) 41 Inter sector linkages: Food security: The basic assistance sector co-chairs the targeting sub-working group with the Food Security Sector, which is contributing to the cash modalities used under both sectors. Collaboration and coordination efforts attempt to refine and align targeting exercises of both sectors. Exchange of information on household profiles, referral of cases and harmonization of impact monitoring tools are key activities. Furthermore, the sectors will work together to ensure optimal convergence and complementarity of assistance through continuous improvement of targeting models and identification methodologies. Livelihoods: The economic profiling of displaced Syrian households is an important source of information for the livelihoods sector. Exchange of information on who is already receiving assistance, identification of potential beneficiaries for livelihoods programs, and general key facts and figures on households’ economics are common activities. Both sectors should engage further in strategic discussions on how to decrease reliance of households on direct assistance. It is worth mentioning that the absence of self-reliance opportunities for vulnerable populations has rendered basic assistance as the sole resort and safety net solution (Lebanon Basic Assistance Sector) 42 Developing Standard Operating Plan to support framing FS cash interventions is a good practice for ensuring programme quality. Organizations must recognize that while they might be used to working in sector-based clusters, urban environments require a coordinated, multi-sector approach. Rapid humanitarian assessments in urban settings, ACAPS, April, 2015 44 Link with Early recovery cluster or working group to ensure equally and consistently consider cash alongside other forms of humanitarian assistance 43 16 COORDINATOR CASH TRANSFER BRIEFING PACKAGE 5.6. include a response plan in line with good humanitarian programming, technical standards, and internationally-recognized best practices 5.7. If possible, it is built upon and improving existing national systems as part of a humanitarian response45 5.8. Involves decisions guided by an understanding of how to reach the best possible outcomes for beneficiaries (evidence based). 5. 6. 5. 6. ☐ ☐ ☐ FSCC can positively advocate for agencies to consider cash as a modality, but allow room for in-kind support when conditions are not conducive Work with FSC Partners and the CLA Rep to prepare FS sector inputs to the Flash Appeal, CAP, CERF applications and other inter-agency planning and funding documents in line with HCT-agreed priorities, cross cutting concerns, and ensuring all types of assistance modalities (be it in-kind, cash, vouchers or a combination of modalities or MPG) have been equally and consistently considered - based on appropriateness, suitability with FS strategic plan objectives , operational feasibility criteria, cost efficiency and effectiveness Ensure appropriate links among humanitarian actions and longer-term sector plans in any protracted crisis or sector recovery context. Work with FSC partners on cluster Standard Operating Plan to ensure programme quality (minimum standards) and harmonization during implementation in line with agreed FSC strategic plan. Define point of entries for common programming across sectors. This plan might include: ☐ 6.1. Overview on humanitarian situation, assessments, feasibility analysis and response analysis 6.2. Key stakeholders and responsibilities of implementing agencies 6.3. Delineating the rationale behind the type of assistance: be it in-kind, cash, vouchers or a combination of modalities, MPG; conditional, unconditional, etc. in line with the FS strategic plan and considering geographical particularities 6.4. Prioritizing cross cutting concerns (i.e. gender and protection) Refer to Section Cross cutting issues 6.5. How to ensure programme quality, adherence and application to technical standards 6.6. Defining and harmonizing, as much as possible, the value transfer. Take into consideration the results of the Situation and Response Analysis (SRA) to determine net food security needs and, of that need, what can be met by providing cash.46 6.7. Defining and harmonizing, as much as possible, a targeting strategy and eligibility criteria 6.8. Identifying delivery mechanisms, promoting as much as possible the optimization of assistance delivery and common programming -refer to delivery assessments section-47 6.9. Setting up M&E (including reporting mechanism) and accountability, communication and feedback mechanisms- refer to Monitor and Evaluation Section 6.10. Define an exit strategy, linkage with longer term plan, if appropriate and for emergency preparedness (refer to Section Preparedness) ☐ 3.2. ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ ☐ What do I need to know? Relevant competences to equally and consistently consider cash assistance when delivering Cluster Coordination core functions – “Being able to” Standard Operating Plans 1. Lead the development of Cluster Cash Guidelines/Standard Operating plans ☐ Describe the purpose of an SOP for a Cluster List key elements to be included in planning and SOPs for CTP at Cluster CTP Appropriateness & Feasibility & Suitability Analysis 45 In general, humanitarian actors should demonstrate the rationale for not using existing national systems to provide assistance (The World Bank Group, June 2016, p.27) 46 If MPG feasibility analysis is conducive, explain the rationale on how FS interventions are complementary and increase aid effectiveness. 47 New technologies have allowed cash grants to be delivered through Common Delivery Mechanisms for inter-agency programmes. 17 FOOD SECURITY CLUSTER 2. Understand the multiple elements defining CTP appropriateness, feasibility and suitability analysis and how to use findings from needs assessment, market assessment, the risk analysis and the FSP assessment to decide on modalities for response 3. ☐ Describe the key steps for CTP appropriateness and feasibility analysis Describe key factors that influence the suitability of modalities to meet programme objectives Prepare and plan for CTP appropriateness and feasibility analysis with multiple stakeholders and at different geographical levels and bring together required technical expertise Identify appropriate tools for conducting an appropriateness and feasibility analysis and modality selection Identify the preconditions and key criteria to determine whether cash is feasible Ability to interpret assessment information to inform decision-making on modality choice Modality Selection Describe the decision-making process for modality selection (be it kind, voucher, cash, ☐ combination of modalities and MPG) Describe the benefits and disadvantages of each modality (from different perspective, especially from beneficiary’s) Describe key criteria for choosing transfer modality 4. Identify response options to address the needs of the affected populations 5. Delivery mechanisms Describe various delivery mechanisms available in CTPs 6. 7. 8. 9. 18 ☐ Use data on food sources, income sources and expenditure patterns to quantify needs Explain why standardization of transfer values is important Describe how/why the transfer value may change over time Targeting 11. Describe key steps for a targeting process ☐ Document, justify, review and update the transfer value, in coordination with others Represent and justify transfer value externally 10. Understand the relationship between transfer value and expected outcome ☐ Identify where discussions on cash transfers are being coordinated Facilitate the discussion to establish the value of transfer using all appropriate criteria Identify key considerations by which a transfer value is determined and justified ☐ ☐ Identify key steps for carrying out a financial service provider assessments (infrastructure, capacity, availability ) Identify key risks and mitigation measures associated to different delivery mechanism Illustrate how beneficiary preferences and familiarity with FSPs are considered in assessment and decision-making Identify key issues to consider in relation to legal frameworks of the country of operation Identify opportunities to engage with local finance structures Transfer value Describe the meaning of transfer value ☐ Interpret comparative information on delivery mechanisms and support decision-making for mechanism choice Explain the benefits and disadvantages of different delivery mechanisms Describe new developments in the use of digital payments for CTP Identify entry points for common programming related to delivery mechanisms Identify key considerations in assessing FSPs ☐ Know how to apply tools for modality selection depending on context and type and phase of the crisis and response Facilitate the discussion for decision-making on modality choice with multiple stakeholders Provide a rationale for decisions made by understanding the core elements to be considered Compare and rank modality and delivery mechanism options based on operations implications Document and justify the process and decisions made and communicate/present to key stakeholders and beneficiaries Identify how IM tools and services can support decision making on modality selection Explain issues relating to targeting CTP towards individuals, households, groups and communities Prepare and plan a targeting process with multiple stakeholders and at different geographical levels and bring together required technical expertise Identify appropriate targeting approaches and tools for setting targeting and eligibility criteria Review different targeting mechanisms and facilitate a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis of different options. Describe how to set targeting criteria for a CTP programme across sectors and for MPGs Explain how CTP programmes are contributing to the overall response objectives ☐ COORDINATOR CASH TRANSFER BRIEFING PACKAGE Document, justify and communicate targeting strategy in coordination with others Delivery mechanism 12. Facilitate discussion on common challenges to deliver cash based on information gathered in individual or inter agency operational feasibilities assessments 48. 3.3. ☐ Explain the benefits and challenges for common delivery mechanisms Explain how to ensure quality and technical standards during cash distribution Facilitate discussion around risks associated to delivery mechanisms49 Illustrate examples of feedback mechanisms related to cash delivery50 Interpret agencies and inter agencies operational feasibility assessments Which resources do I have access to? Key resources to equally and consistently consider cash assistance when delivering Cluster Coordination core functions – “what resources I can have access to”- Refer to annex C.1.3. Networks and Community of practices (CoP) ☐ Live in twitter ☐ Events and Updates ☐ General guidelines and SOP ☐ Thematic: Feasibility and decision making ☐ Thematic: Cost effectiveness ☐ Thematic: Transfer Value ☐ Thematic: Targeting ☐ Thematic: Delivery Mechanisms ☐ Thematic: Livelihood ☐ Thematic: Social Protection ☐ Thematic: Evidence ☐ Thematic: Technical Standards ☐ Thematic: Multipurpose Cash Grants ☐ 48 Refer to Delivery. Section Inform and support decision making Refer to Protection risks. Cross cutting issues 50 Refer to Accountability. Section Cross cutting issues. 49 19 MONITOR AND EVALUATION COORDINATOR CASH TRANSFER BRIEFING PACKAGE 4. To monitor and evaluate performance 51 4.1. 1. 2. 3. 4. 5. 6. 7. What do I have to put in place? (Cluster) Coordination team52 Ensure that M&E officer (if appointed) contributes actively into coordinated monitoring of cash across sectors, in close collaboration with CWG, if such exists. Write and monitor specific cash cluster monitoring plans linked to cluster objectives and activities, providing to partners adequate tools 53 54 Promote evidence-based data to inform the decision-making of cluster members in relation to cash performance Facilitate allocation of adequate resources to collect and consolidate cluster monitoring data Lead mid-year CAP reviews (MYRs) and prepare end-of-year reports ensuring input from partners and government entities concerned, reviewing if all types of assistance modalities (be it in-kind, cash, vouchers or a combination of all three, MPG) have been equally and consistently considered at all stages of response. 55 Provide accessible and timely information to affected populations on organizational procedures, structures and processes that affect them to ensure that they can make informed decisions and choices, and facilitate a dialogue between an organization and its affected populations over information provision 56. Monitor and evaluate the goals and objectives of programmes linked to modality performances with the involvement of affected populations, feeding learning back into the cluster on an ongoing basis and reporting on the results of the process to all stakeholders 4.2. ☐ ☐ ☐ ☐ ☐ ☐ ☐ What do I need to know? Relevant competences to equally and consistently consider cash assistance when delivering Cluster Coordination core functions – “Being able to” Monitoring CTP 57 1. Identify key aspects for CTP monitoring and evaluation ☐ Identify information needs for CTP monitoring Interpret monitoring data (household, market, and price data) and use to support decision-making 51 (i) Monitoring and reporting on activities and needs. (ii) Measuring progress against the cluster strategy and agreed results.(iii) Recommending corrective action where necessary. 52 Adapted from the Humanitarian Response Monitoring Framework, 2016 and FSCC Handbook, 2012 53 Refer to the indicators guidelines http://fscluster.org/programme-quality-working-group/document/fsc-core-indicator-handbook and coming CTP M&E Guidelines, CALP. 54 Specific areas to monitor include changes in needs and vulnerabilities, assumptions that inform the MEB and MPG amounts, changes in market conditions, and impacts (positive and negative) on individuals, households, communities and the local economy. MPG toolkit 55 The transfer modality chosen should be the most appropriate and effective alternative and that the rationale for the selection should be documented and based on the needs and sectoral capacity assessment findings with all major assumptions clearly outlined. The following questions might support the rationale: (i) What were the factors affecting the choice of transfer modality? (ii) What were the key criteria for choosing the transfer modality (e.g. market aspects, government policies and local acceptance, risks, timeliness, predicted effectiveness, externalities, efficiency and costs, protection and gender, preferences, agencies /service provider capacity, delivery mechanism, strategic coordination, etc.)? (iii) Which stakeholders were consulted (e.g. government, cooperating partners, donors, traders...)? (iv) What sources of information were used to inform the decision with regard to the transfer modality choice (e.g. needs assessments, market analysis, sectoral capacity assessments, previous evaluations, previous experience)? Was this information sufficient? (v) If not all criteria necessarily point in the same direction. How would competing arguments were balanced against each other? What weight or priority were given to different criteria? (vi) Is documentation of the decision-making adequate to support monitoring, future management decisions and organizational learning? Cash and Voucher Manual, WFP, 2014 56 Ensure the participation of affected population to reflect their preferences in relation to assistance modalities 57 This competences can be supported by the appointed M&E officer 21 FOOD SECURITY CLUSTER 2. Market Monitoring Identify why market monitoring is important in CTPs 3. 5. 6. 7. ☐ Identify gaps on evidence of CTP for sector and/or multisector CTP interventions Understand contribution of CTP intervention to overall programme and sector outcomes Communicate CTP findings to an external and senior audience Identify key elements to evaluate appropriateness of response analysis process, (including modality selection, delivery mechanism, assessments etc.) Accountability and learning Describe accountability, communication and beneficiary feedback mechanisms related to cash assistance Identify which stakeholders to whom the cluster should be accountable, are only relevant for cash modalities and identify if the case which stakeholders are different Explain the role of learning processes to improve the performance of humanitarian actors delivering cash assistance 4.3. ☐ Knowledge of market monitoring tools that are available Explain the importance of collecting regular market and price monitoring information across the project cycle Evaluation Facilitate an agenda for evidence generation to fill evidence gaps on the relative performance of transfer modalities 4. on adjustments/changes to modality Ability to read and interpret a programme logframe/ theory of change for CTP Identify key requirements, tools and technologies to monitor for CTP (against outcomes, outputs and objectives) Identify specific output indicators to monitor CTP activities Illustrate examples of joint monitoring frameworks across sectors using cash ☐ ☐ ☐ ☐ Which resources do I have access to? Key resources to equally and consistently consider cash assistance when delivering Cluster Coordination core functions – “what resources I can have access to”- Refer to annex C.1.4. Networks and Community of practices (CoP) ☐ Live in twitter ☐ Events and Updates ☐ M&E ☐ Thematic: SOP ☐ Thematic: Evidence ☐ Thematic: Technical Standards ☐ 22 CONTINGENCY PLANNING AND EMERGENCY PREPAREDNESS FOOD SECURITY CLUSTER 5. Contingency planning and emergency preparedness58 5.1. 1. What do I have to put in place? (Cluster) Coordination team Ensure preparedness actions contribute actively into an effective multi sectorial response ☐ ensuring cash is considered equally and consistently alongside the humanitarian response 1.1. Reinforce the coordination structures that will be used during a response considering cash ☐ coordination platforms. 1.2. Engage in multifaceted analysis to examine and address anticipated risks to countries, populations and operations, including how markets can be supported and enagage in the response. 2. 3. 4. 5. ☐ Working with FSC partners coordinate cluster contingency planning and preparedness for new events or set-backs ensuring that cash is a systematic component of a multimodality response which is agile and responsive to change in needs and market feasibility59 ☐ 2.1. Working with all CC, review existent government and/or inter-agency emergency contingency plan and assess to what extent cash is considered equally and consistently alongside the humanitarian response ☐ 2.2. Assembling pre-crisis data and lessons from previous crises which can also inform modalities of assistance Planning for conducting CTP feasibility assessments and managing information in the event of a crisis 60. Ideally, an inter-sectoral process within other Clusters/sector groups. 2.3. Identify key elements in the humanitarian programme cycle that require preparation in advance ensuring cash is considered equally and consistently alongside the ERP actions. 2.4. Foster market assessments before emergencies happen in contexts that are prone to recurring crises, whether natural or man – made, slow or rapid onset. This early analysis helps practitioners and decision makers to anticipate how certain selected ‘critical’ markets will behave or function if and when a shock occurs. 2.5. Clarify the roles and responsibilities among FSC partners, including responsibilities vis-à-vis national authorities when delivering cash from multiple sources and foster identifying ways for common programming 2.6. . Advocate for increased preparedness investments to use cash as a response, if appropriate ☐ Exploit the linkage between the humanitarian response and social protection systems 61. Explore opportunities to link emergency cash transfer projects with longer-term support to social transfers as part of social protection strategies. Where social transfer systems are already in place, it may be possible to use these as a way of getting emergency cash to people, for example utilizing an existing delivery mechanism, providing additional resources to people already receiving support (through pensions, child benefits or targeted grants) or expanding the beneficiary list) 62. Facilitate discussion around preparedness as the main driver of timely and appropriate cash assistance.63 Facilitate pre-crisis activities among partners and in coordination with the CWG, if such ☐ ☐ ☐ ☐ ☐ ☐ ☐ 58 (i) Improve overall effectiveness, efficiency and timeliness of the response and recovery (ii) Build National capacity in preparedness and contingency planning (iii) Operationalize emergency response preparedness (ERP) in the Food Security Sector (CLA) (iv) Monitor its quality and comprehensiveness (v) Ensuring appropriate attention to priority cross-cutting and cross-sectoral issues (Section 7) 59 CALP, Operational Preparedness in CTP. There is an established and well-developed protocol for in-kind preparedness, including early warning, contingency planning and financing, and pre-positioning of essential items. However, preparedness for cash transfers is at a more incipient stage (The World Bank Group, June 2016, p. 28) 60 Refer to “Being IM prepared” FSCC Handbook, gFSC, 2012 61 Refer to shock responsive social protection systems: When and how social protection systems can better scale up in response to shocks in low-income countries and fragile and conflict-affected states (FCAS), thus reducing the need for separate humanitarian responses (OPM, 2015-2017) 62 CALP (2016), ECHO (2015), (The World Bank Group, June 2016) 63 Situation and Response Analysis Framework (SRAF), Enhanced Response Capacity (ERC) Project, 2015. In addition, in order to improve understanding of the impact of disasters on livelihoods, the Food and Agriculture Organization of the United Nations (FAO) and the International Labour Organization (ILO) have jointly developed the Livelihood Assessment Tool-kit (LAT). The LAT consists of three main technical elements: Livelihood Baseline Assessment (which is undertaken pre-disaster); Immediate Livelihood Impact Appraisal (undertaken immediately after the disaster); and Detailed Livelihood Assessment (undertaken up to 90 days after the disaster) FAO, ILO, 2009 24 COORDINATOR CASH TRANSFER BRIEFING PACKAGE exists. This might include64: (i) Anticipated needs of crisis-affected populations. (ii) anticipating the evolving conditions of markets and people’s relationship with them (iii) acceptability of cash based interventions (to beneficiaries, governments and donors). (iv) Operational Feasibility of using cash transfers (including MPGs) to meet humanitarian needs (v) ensuring an up-to-date cash-related mapping of service providers (vi) forging pre-agreements with delivery institutions (vii) developing risk financing strategies in advance to ensure funds are available to rapidly respond (viii), and gaining in-depth understanding of regulatory environments, among others. 5.2. What do I need to know? Relevant competences to equally and consistently consider cash assistance when delivering Cluster Coordination core functions – “Being able to” 1. Describe the 3 key elements of the Emergency Response Preparedness (ERP) approach ☐ 2. Explain how to establish Minimum Preparedness Actions and Advanced Preparedness ☐ Actions integrating cash as a potential response when feasible and appropriate 3. Describe key challenges for increasing the effectiveness, efficiency and timeliness of a ☐ humanitarian response using CTP 4. Identify appropriate tools for mainstreaming CTP intro contingency and response plans ☐ 5. Describe how to conduct a preparedness gap analysis and self-assessment for cash ☐ assistance 6. Include cash preparedness in scenario building exercises ☐ 7. Identify strategies for providing resources for preparedness ☐ 8. Describe at least 3 pre-crisis activities that you would facilitate to ensure that ☐ consideration been given to suitable contents for a basic emergency relief package, including the possible use of cash transfers and vouchers (with due consideration of cultural or gender equality implications or preferences) 9. Describe when and how social protection systems can better scale up in response to ☐ shocks in low-income countries and fragile and conflict-affected states 5.3. Which resources do I have access to? Key resources to equally and consistently consider cash assistance when delivering Cluster Coordination core functions – “what resources I can have access to”- Refer to annex C.1.5. Networks and Community of practices (CoP) ☐ Live in twitter ☐ Events and Updates ☐ General guidelines and SOP ☐ Thematic: Situation and Response Analysis ☐ Thematic: Capacity Assessments ☐ Thematic: Delivery ☐ Thematic: Social Protection ☐ Thematic: Multipurpose Cash Grants ☐ 64 This list is nor exhaustive nor prescriptive and have to be adapted developing the contingency planning at country level 25 ADVOCACY COORDINATOR CASH TRANSFER BRIEFING PACKAGE 6. Advocacy65 6.1. 1. What do I have to put in place? (Cluster) Coordination team Advocate for donors to fund priority activities of all Cluster partners ensuring effective humanitarian response is informed by appropriate analysis, meets diverse and time bound needs and recognizes people and communities affected by crises as agents of their own recovery66 ☐ 2. Advocate for 67i) the value of coordination and the role of clusters and multi sectorial initiatives (target audience: national authorities and NGO partners) (ii) the importance of food and nutritional security, including livelihoods and resilience support in the humanitarian agenda (target audience: Humanitarian Country Teams and donors) ensuring that cash is equally and consistently considered alongside other forms of humanitarian assistance. (iii) increased preparedness investments to use cash as a potential response68 ☐ 3. Provide information regularly to donors, the news media and, where consensus points are agreed with cluster partners, represent the Cluster in press conferences, interviews, etc. ensuring messaging is coordinated across sectors regarding to cash Work with FSC partners, making the case for Cash in coordination with other clusters and CWG ☐ 4.1. Plan and facilitate a workshop with key stakeholders to explore opportunities and constraints associated with cash transfer programming in the FS sector, and thus promote the consideration of cash transfers as part of a response option analysis process 4.2. Contribute to an internal operational environment in which the full range of assistance modalities can be discussed on their merits and their contextual suitability. 4.3. Identify blockers and enablers, draft and disseminate key messages to influence change ☐ 4. 4.4. Identify perceived barriers to the institutionalization of cash 4.1. Facilitate an agenda for evidence generation to fill evidence gaps on the relative performance of transfer modalities ☐ ☐ ☐ ☐ ☐ 65 (i) Identify advocacy concerns to contribute to HC and HCT messaging and action (ii) Undertaking advocacy activities on behalf of cluster participants and the affected population 66 CALP advocacy strategy, 2016 This list is nor exhaustive nor prescriptive and should be adapted developing an advocacy plan at country level 68 Refer to contingency planning section 67 27 FOOD SECURITY CLUSTER 6.2. What do I need to know? Relevant competences to equally and consistently consider cash assistance when delivering Cluster Coordination core functions – “Being able to” 1. Make the case for cash for FS response ☐ List the main arguments often presented against CTP, and present the associated evidence base for each List the main arguments often presented in favor CTP and present the associated evidence base for each List the main advantages and disadvantages of different CTP modalities Understand basic advocacy concepts and tools Prepare and plan for CTP advocacy plan with multiple stakeholders and at different geographical levels and bring together required technical expertise Identify appropriate tools for drafting an advocacy plan 2. 3. 4. 5. 6. 6.3. Describe how evidence generation contributes to advocacy purposes and response analysis Identify blockers and enablers to the use of cash transfers, being able to plan and facilitate a workshop with key stakeholders explore opportunities and constraints associated with cash transfer programming, and thus promote the consideration of cash transfers as part of a response option analysis process List the main stakeholders in the cash community of practice at global and country level Presents evidence on the role of cash transfer achieving food security and livelihood outcomes Describe key steps to facilitate an agenda for evidence generation to fill evidence gaps on the relative performance of transfer modalities in the food security sector ☐ ☐ ☐ ☐ ☐ Which resources do I have access to? Key resources to equally and consistently consider cash assistance when delivering Cluster Coordination core functions – “what resources I can have access to”- Refer to annex C.1.6. Networks and Community of practices (CoP) ☐ Live in twitter ☐ Events and Updates ☐ Thematic: Making the case ☐ Thematic: Evidence based decision making ☐ Thematic: Social Protection ☐ Thematic: Multipurpose Cash Grants ☐ 28 COORDINATOR CASH TRANSFER BRIEFING PACKAGE CROSS CUTTING ISSUES 29 FOOD SECURITY CLUSTER 7. Cross cutting issues69 7.1. 1. 2. What do I have to put in place? (Cluster) Coordination team Encourage and enable cluster partners to integrate core people-related issues, including gender, age, diversity and disability during need assessments and analysis, strategic planning, response implementation, monitor and evaluation, during emergency preparedness plans, advocacy and resource mobilization ensuring all modalities have been considered70 Ensure gender analysis has been integrated during assessments to inform modalities of response Ensure that risks and protection risks are considered and monitored during the whole program Promote a protection approach based on community, involving them in the identification of protection risks, their own capacities, prevention and mitigation measures, taking into consideration different in the intensity and type of risks, that confront different populations and groups (women, people with disabilities, old population, etc.) Working with Protection cluster and FSC partners and CWG to develop a CBI protection risk analysis where specific risks and considered, and mitigation measures are identified. Specific areas of risk can include: (i) Safety and dignity. (ii) Humanitarian access to crisis-affected populations. (iii) Crisis-affected populations’ access to aid. (iv) Data protection and beneficiary privacy (v) Individuals with specific needs or risks (vi) Social relations – household and community dynamics. (vii) Fraud and diversion with protection implications. (viii) Market impacts with protection implications 4. 69 ☐ Ensure the participation of affected population to reflect their preferences in relation to assistance modalities Include gender risk analysis in market assessments The design of CT must take into consideration the needs, risks and capacities of women, men, girls and boys Ensure that every women, men, girl and boy have access and can be benefited from CT during the emergency and recovery response tackling the preexistent inequities and magnified by the crisis Promote the equal participation of women in decision of the immediate use, saving and management of the cash within the household 3. ☐ Make sure that FSC strategic plan consider the specificities of Persons of Concern (POC)— including asylum seekers, refugees, stateless persons, internally displaced persons (IDPs) and returnees—are forcibly displaced by persecution, conflict, natural disasters and climate change.71 ☐ ☐ (i) Ensuring appropriate attention to priority cross-cutting and cross-sectoral issues (ii) Support, encourage and enable cluster partners to integrate core people-related issues, including gender, age, diversity and disability, 70 For more detailed information refer to Mainstreaming AAP and Core People- related issues in the HPC through cluster system 71 For POC in increasingly restrictive operational settings and with over-stretched resources, CTP presents an opportunity to address their diverse, protracted needs; to support livelihoods and resilience; and to increase the potential for social cohesion through engagement in local economies and communities. Cash transfer programming and persons of concern, Briefing Note, (CALP, March 2016) 30 COORDINATOR CASH TRANSFER BRIEFING PACKAGE 5. Actively promote and facilitate increased engagement and participation of the nutrition sector in HFA programming, (but not exclusively) in relation to cash-based programming 7.2. ☐ What do I need to know? Relevant competences to equally and consistently consider cash assistance when delivering Coordination core functions – “Being able to” 1. Illustrate examples of how gender analysis can inform modalities of response 2. Identify at least 3 CTP program design challenges that can be faced without incorporating gender analysis 3. Illustrate examples on how would you would integrate core people-related issues, including gender, age, diversity and disability during: (i) need assessments and analysis; (ii) Cluster ☐ ☐ ☐ strategic planning; (iii) response implementation; (iv) monitor and evaluation; (v) emergency preparedness plans; (vi) advocacy and resource mobilization 4. Support design of institutional, programmatic and operational risk analysis framework List key risks relating to CTP, and suggested mitigations measures (i.e. security, money laundering, funds diversion, data protection, etc.) Describe the steps in a risk analysis process Identify key protection risks related to CTP and apply protection lens to decision-making for programme design and implementation 5. 6. Identify the specificities of Persons of Concern (POC)—including asylum seekers, refugees, stateless persons, internally displaced persons (IDPs) and returnees—and how can cash can address their needs Illustrate examples on how you would facilitate increased engagement and participation of the nutrition sector in HFA programming, (but not exclusively) in relation to cashbased programming 7.3. ☐ ☐ ☐ Which resources do I have access to? Key resources to equally and consistently consider cash assistance when delivering Cluster Coordination core functions – “what resources I can have access to”- Refer to annex C.1.7. Networks and Community of practices (CoP) ☐ Live in twitter ☐ Events and Updates ☐ Thematic: AAP ☐ Thematic: Gender / Equality and Women’s empowerment /GBV ☐ Thematic: HIV ☐ 31 FOOD SECURITY CLUSTER Thematic: Nutrition Thematic: Age Thematic: Protection ☐ ☐ ☐ B. Conclusions This document will be part of a briefing package (BP) prior to cluster coordinators deployment. It is designed to be a living document, which can be used, adapted and integrated into formal channels of discussion led by the Humanitarian Coordinator (HC) and the Humanitarian Country Team (HCT)72. This BP takes into account the inherently multipurpose nature of cash and part of a multi actor agenda and intends to contribute actively to identifying critical issues that require multisectorial responses. Defining coordination arrangements for cash- based programming is work in progress. Throughout the document, FCC is encouraged to deliver her/his core functions engaging into multisectorial initiatives (including multipurpose cash grants) agreed in inter-cluster coordination platform chair by OCHA and promoting synergies between sectors, closing potential gaps and eliminating duplication. Cluster coordinators must ensure equally and consistently consideration of cash alongside other forms of humanitarian assistance in the food security sector and exploit whenever possible, linkage with social protection systems. Food security cluster coordinators are key drivers to foster the uptake for cash transfer in emergency responses when delivering their core functions and this BP is developed to support them doing it so. The BP intends to contribute to Clusters planning when defining their roles and responsibilities at country level and interlinkages with existent cash coordination platforms (What should I put in place); when referred to competences required (What I should know?) it can be used for capacity self-assessments and as a road map for the gFSC support team for capacity building purposes, facilitating Cluster Coordinators to participate in available trainings led by Cluster lead agencies, CaLP, etc (Which resources do I have access to?). The final purpose of this document is to be more systematic in mainstreaming cash based programming into FSCC functions and at the same time keeping it flexible to be adapted to any context to reflect the situation in the ground. 72 This document can feed the discussion in Cluster Coordination Performance Monitoring, Cluster activation, transition and de-activation processes. 32 COORDINATOR CASH TRANSFER BRIEFING PACKAGE C. Annexes 1. Key resources 1.1. Support Service Delivery Networks and Community of practices (CoP) Global Cash Working Group Geneva Cash and Markets Working Group, gFSC CaLP dgroups Social protection CoP WFP CBT community (for WFP staff) Live in twitter @cashlearning, @FSCluster, @hpg_odi,@ALNAP, @SP_Gateway, @OPMglobal, Events and Updates http://www.cashlearning.org/news-and-events/latestnews http://www.foodassistanceconvention.org/ http://go.wfp.org/web/cash-based-transfers (WFP staff) Coordination Cash coordination, CALP Effective Cash Coordination Models for the Future A white paper produced by the Cash Learning Partnership (CaLP) and the Global Public Policy Institute (GPPi), Concept Note, October, 2016 Cash cap support to the gFSC will be presented in the Annual gFSC meeting, November 29th, 2016 Increasing the Uptake of Multi-Purpose Cash Grants in Emergency Responses for a More Efficient and Effective Humanitarian Action (SCI, OCHA, CALP, DRC, Mercy Corps) Strategic Note, Cash Transfers in Humanitarian Contexts. Final draft prepared for the Principals of the Inter-Agency Standing Committee. The World Bank Group, June 2016 Cash & Voucher technical working group discussion primers (CALP) Cash Working Groups: a preliminary mapping Global Cash Working Group Geneva, 4 February 2016 Mapping of FS Country Clusters Cash Activities & Working Groups, Global Food Security Cluster, 2016 Coordination toolkit, CALP Operational guidance and toolkit for multipurpose cash grants. Coordination Fast forward: a discussion paper on the future of cash, CALP for WFP Annual Partnership Consultation, 2016 FAST 33 FOOD SECURITY CLUSTER Social Protection Advocacy Information management Interagency coordination Syria Response Cash Working Groups by country Asia Regional CWG #coordination # cash # Asia # working groups #support services delivery Afghanistan CWG #coordination # cash # Afghanistan # working groups #support services delivery Bangladesh CWG #coordination # cash # Bangladesh # working groups #support services delivery Myanmar CWG #coordination # cash # Myanmar # working groups #support services delivery Pakistan CWG #coordination # cash # Pakistan # working groups #support services delivery Philippines CWG #coordination # cash # Philippines # working groups #support services delivery Nepal Earthquake Response (2015) #coordination # cash # Nepal #tools and guidance #support services delivery Turkey Technical CWG #coordination # cash # Turkey # working groups #support services delivery https://www.wfp.org/social-protection http://socialprotection.org/ http://www.cashlearning.org/thematic-area/socialprotection Hunger Safety Net Programme, Kenya https://transfer.cpc.unc.edu/ http://www.fao.org/economic/ptop/home/en/ Social protection and resilient food systems Videos and E -learnings E learning course: E-learning Course: Introduction to Social Safety Nets (FAO) Interagency Social Protection Assessments On line trainings RESPONSIVE SOCIAL PROTECTION FOR RESILIENCE BUILDING: supporting livelihoods in protracted crises, fragile and humanitarian contexts Refer to Advocacy Section Cash Atlas Interagency coordination Syria Response Videos and E -learnings Cash Atlas Video Data protection and CTP E Learning: Operationalizing beneficiary data protection Review of Cash Coordination in Ukraine, ERC, UNHCR, 2015 Bangladesh CWG Strategy work-plan (20162018) Building KAP in state actors Kenya CALP, 2015 Operational guidance and toolkit for multipurpose cash grants Template of Standard Operating Procedures for the design and implementation of coordinated Multipurpose Cash Grants ToR ToR South Sudan Cash Transfers and Markets working group (CTMWG) #coordination # cash # term of reference #South Sudan #support services delivery FSAC Cash/Voucher working group - Terms of Reference - #coordination # cash # term of reference #Afghanistan #support services delivery The Role of Food Assistance in Social Protection, WFP. Update of WFP’s safety nets policy (WFP, 2012) Working with cash based safety nets in humanitarian contexts, Guidance Note for Humanitarian practitioners, CALP, February, 2016 WFP Safety Nets Guidelines 2014 Social protection and resilient food systems: the role of cash transfers, ODI, 2013 From Protection to Production: The Role of Cash Transfer Programmes in Fostering Broad Based Economic Development in sub Saharan Africa Challenges and the State of Play of Interoperability in Cash Transfer Programming, ERC project Cash based programmes for shelter and NFI. Implications upon shelter cluster information management services , May, 2016 Mapping Technical Standards 34 Afghanistan, Food assistance and cash map_ Afghanistan , Cash map Ecuador, Afghanistan cash agriculture , Afghanistan cash agricultures product distribution , Non cash agriculture , Cash livestock , Cash for work , Cash assistance planning Philippines , Cash Social protection Philippines , Cash livelihood Ukraine , Partners by modality Ukraine, Cash for work FAO More maps from OCHA/CWG can be found in the MAP folder. Technical Standards and Cash Programming: How can they align? Videos and E -learnings The Core Humanitarian Standards Sphere Standards Video Understanding and Applying Minimum Economic Recovery Standards (MERS) E-learning Sphere e learning The sphere handbook Livestock Emergency Guidelines and Standards (LEGS) Small Enterprise Education and Promotion (SEEP) Network Minimum Economic and Recovery Standards (MERS) The use of cash transfers in livestock emergencies and their incorporation into livestock emergency guidelines and standards (LEGS) COORDINATOR CASH TRANSFER BRIEFING PACKAGE Multipurpose Cash Grants Multipurpose Cash Grants, CALP MPG toolkit Scaling up Cash-Based Assistance with ECHO Videos and E -learnings Multipurpose cash grants Video Review of Cash Coordination in Ukraine, ERC, UNHCR, 2015 Common principles, ECHO Increasing the Uptake of Multi-Purpose Cash Grants in Emergency Responses for a More Efficient and Effective Humanitarian Action (SCI, OCHA, CALP, DRC, Mercy Corps) Note: You can find the documents expose in the third column in Digital Repository/Dropbox 35 1.2. Inform and support strategic decision – making Networks and Community of practices (CoP) CaLP dgroups Market in Crisis dgroups WFP CBT community (for WFP staff) Social protection CoP WFP CBT community (for WFP staff) Live in twitter @cashlearning, @WFPVAM, @MarketsinCrises, @ACAPSproject, @SP_Gateway, @FSCluster, Events Updates and http://www.cashlearning.org/news-and-events/latest-news http://www.emma-toolkit.org/training https://www.humanitarianresponse.info/en/topics/cashtransfer-programming http://go.wfp.org/web/cash-based-transfers (WFP staff) General guidelines Humanitarian Response http://www.cashlearning.org/toolkits/toolkits MPG toolkit http://www.cashlearning.org/resources/tools http://ispatools.org/ Needs and vulnerability assessments https://www.acaps.org/ Videos and E -learnings https://www.acaps.org/resources/elearning Understanding Older People and Their Needs in a Humanitarian Context E learning http://www.sraf-guidelines.org/hea-online-training FSCC Webinar October 25th “Calculating the transfer value to cover food needs from a sectorial, multisectorial and multipurpose perspective” New tools on development by “Increasing the Uptake of Multi-Purpose Cash Grants in Emergency Responses for a More Efficient and Effective Humanitarian Action”, ERC project, 2016-2018 (CaLP, OCHA, Mercy Corps, DRC, Save the Children-lead agency-). New tools on development (WFP, Assessing Governmental Social protection programmes Food Security and Nutritional component, shock responsive capacity) WFP Cash and Voucher Guidelines Guidelines for Cash-Based Interventions in Displacement Settings (UNHCR) Operational guidance and toolkit for multipurpose cash grants Cash Transfers in Remote Emergency Programming, NRC CALP Urban toolkit Food assistance Manual for field practitioners, ACF (2014) Sphere for assessments Working with cash and markets, OXFAM, 2013 Cash in Emergencies (IFRC) Operational guidance and toolkit for multipurpose cash grants, Needs, capacities, and risks assessment Multi-Sector Initial Rapid Assessment Guidance (MIRA) Revision July 2015, ERC project Needs assessment for refugee emergencies NARE(UNHCR) 48 Hour Assessment Tool Livelihood Assessment Tool-kit (LAT). Vol.3 ILIA – Initial Livelihood Impact Appraisal, FAO, ILO, 2009 Emergency Food Security Assessment guidance, WFP, 2009 Comprehensive Food Security and Vulnerability Assessment (CFSVA) guidance The Household Economy Approach. A guide for programme planners and policy-makers (F.E.G, Save the Children) CARI, WFP Operational guidance and toolkit for multipurpose cash grants, Vulnerability Analysis from a crisis-specific socioeconomic perspective Rapid humanitarian assessment in urban settings, ACAPS, 2015 WFP Cash and Voucher Guidelines: Need assessments, p.22 Vulnerability profiling, LIFT fund Country WFP experiences of vulnerability assessment of Syrian refugees in Lebanon On profiling questionnaires: Cash-Based Programming for Out-of-Camp Syrian Refugees in Southern Turkey: An Analysis of DRC’s Profiling Questionnaire and Assessment Methodology (DRC/Tufts) COORDINATOR CASH TRANSFER BRIEFING PACKAGE Quantification of needs http://cash.nrc.no/remote-cash.html MPG toolkit Operational guidance and toolkit for multipurpose cash grants. The Minimum Expenditure Basket WFP Cash and Voucher Guidelines: Transfer Value Calculation, p.43 HEA and Safety Nets. Awareness for decision makers. PPT presentation Determining the value of cash grants in remote access areas, NRC MEB calculator. The Remote Cash Project, NRC Country Appendix A: Survival or Minimum Expenditure Basket (S)MEB Samples Inter-agency - CASH - Survival Minimum Expenditure Basket and Minimum Expenditure Basket Lebanon Congo MEB MEB Ukraine Markets assessments https://www.acaps.org/ http://www.logcluster.org/cashandmarkets http://www.cashlearning.org/toolkits/markets-2 Videos and E -learnings The supply chain in cash and voucher programmes Video Introduction to market assessments Video Introduction to market assessments (IFRC) E learning Market Assessments: Rapid Assessment for Markets (RAM) E learning Introduction to Market Analysis E -learning, International Rescue Committee (IRC) and Cash Learning Partnership (CALP) A Practical Guide to Market Analysis E- learning, International Rescue Committee (IRC) and Cash Learning Partnership (CALP) FAQ Markets analysis Operational guidance and toolkit for multipurpose cash grants Multi-Sector Market Assessment (MSMA) Rapid Assessment for Markets -RAM- (IFRC) Market analysis Guidance-MAG-(IFRC) EMMA toolkit Market Analysis Framework-MAF-(WFP) Labor Market Analysis Guidance For Food Security Analysis and Decision-Making, July 2013, WFP Labor and Market Assessment Guidance and Tip Sheets Minimum requirements for market analysis in emergencies, CALP Comparative Review of Market Assessments Methods, Tools, Approaches and Findings, WFP, 2013 Markets in Emergencies, CALP Logistics Cluster Unlocking Cash and Markets-based Programmes 2014 Country Risk Analysis http://www.cashlearning.org/cash-and-protection/protection Livelihoods Social Protection Multi-Sector Market Environment Analysis, HAITI October, 2016 A market analysis performance in Mozambique, VAM WFP, 2016 Please review Markets in Crisis Dgroup library Cash atlas (column Market Report) WFP Cash and Voucher Guidelines: Delivery, p.38 Risks and Benefits Analysis: Guide to Protection in CBIs: Protection Risk and Benefit Analysis Tool (ERC/CaLP) Guidelines for Cash-Based Interventions in Displacement Settings (UNHCR), p.32 Background note on Risks and Humanitarian Cash Transfer Programming (ODI) Risk Matrix The Remote Cash Project, NRC http://www.livelihoodscentre.org/ http://www.cashlearning.org/toolkits/livelihood http://www.sraf-guidelines.org/ The Livelihoods Lens to integrated programming Video Urban cash transfer programming (CALP, Livelihood Centre) Please refer to Livelihood Toolbox for specific preselected tools on livelihoods https://www.wfp.org/social-protection http://socialprotection.org/ http://www.cashlearning.org/thematic-area/social-protection Hunger Safety Net Programme, Kenya Videos and E -learnings E learning course: E-learning Course: Introduction to Social Safety Nets (FAO) Interagency Social Protection Assessments On line trainings The Role of Food Assistance in Social Protection, WFP. Update of WFP’s safety nets policy (WFP, 2012) Working with cash based safety nets in humanitarian contexts, Guidance Note for Humanitarian practitioners, CALP, February, 2016 WFP Safety Nets Guidelines 2014 Livelihood Assessment Tool-kit (LAT). Vol.3 ILIA – Initial Livelihood Impact Appraisal, FAO, ILO, 2009 FAO cash transfer, Policy, 2012 37 FOOD SECURITY CLUSTER Information management Cash Atlas Markets reports Interagency coordination Syria Response Emergency Information management toolkit (UNHCR) Videos and E -learnings Cash Atlas Video Multipurpose Cash Grants Multipurpose Cash Grants, CALP MPG toolkit Scaling up Cash-Based Assistance with ECHO Videos and E -learnings Multipurpose cash grants Video MPG Case Study Lebanon Video Minimum sectoral data: e. livelihoods Increasing the Uptake of Multi-Purpose Cash Grants in Emergency Responses for a More Efficient and Effective Humanitarian Action (SCI, OCHA, CALP, DRC, Mercy Corps) Needs, capacities, and risks assessment Vulnerability Analysis from a crisis-specific socioeconomic perspective Multi-Sector Market Assessment (MSMA) Multi-Sector Market Environment Analysis, HAITI October, 2016 1.3. To plan and implement cluster strategies Networks and Community of practices (CoP) CaLP dgroups Market in Crisis dgroups Social protection CoP WFP CBT community (for WFP staff) Live in twitter @cashlearning, @FSCluster, @hpg_odi, @hpn_hpg, @ALNAP, @SP_Gateway @MarketsinCrises, @OPMglobal, @ACAPSproject Events and Updates Food or cash or vouchers? New report on U.S. food assistance monitoring and evaluation suggests “All of the above” http://www.gao.gov/products/GAO-16-819 http://www.cashlearning.org/news-and-events/news-andevents/catposts/17 http://go.wfp.org/web/cash-based-transfers (WFP staff) Humanitarian Response ECHO, Cash and Vouchers http://www.cashlearning.org/toolkits/toolkits MPG toolkit The situation and response framework, ERC project General guidelines Food for Peace anticipates the imminent release of its fiscal year 2017 Annual Program Statement (APS), which provides guidance for its EFSP programming. The new guidance is expected to have stronger requirements for response option choice justification (i.e. cash, voucher, or in-kind assistance) and clearer monitoring indicators for effectiveness and timeliness New tools on development by “Increasing the Uptake of MultiPurpose Cash Grants in Emergency Responses for a More Efficient and Effective Humanitarian Action”, ERC project, 2016-2018 (CaLP, OCHA, Mercy Corps, DRC, Save the Children-lead agency-). Doing Cash differently, Report of the High Level Panel on Humanitarian Cash Transfers The REFANI project aims to strengthen the evidence base on the nutritional impact and cost-effectiveness of cash- and voucherbased food assistance programmes, as well as identify the mechanisms through which this effectiveness is achieved. Feasibility 38 http://www.cashlearning.org/resources/tools WFP Cash and Voucher Guidelines Guidelines for Cash-Based Interventions in Displacement Settings (UNHCR) Operational guidance and toolkit for multipurpose cash grants Cash Transfers in Remote Emergency Programming, NRC CALP Urban toolkit Food assistance Manual for field practitioners, ACF (2014) Standard Operating Plans Standard Operating Plan, MPG Minimum guidelines for agricultural and livelihood, interventions in humanitarian settings, IASC Agriculture and Livelihoods Cluster. Working with cash and markets, OXFAM, 2013 Cash in Emergencies (IFRC) Guidelines for Cash and Voucher Interventions - Pakistan Guidance for Cash Transfer Programming within South Sudan ACF, Lebanon Cash for Work Programmes Standard Operating Procedures,2014 Feasibility Operational guidance and toolkit for COORDINATOR CASH TRANSFER BRIEFING PACKAGE and decision making http://www.logcluster.org/cashandmarkets http://cash.nrc.no/remote-cash.html http://www.heawebsite.org/uses-hea-data Strategic Response plan Basic assistance Sector Indicators Videos and E -learnings The Supply Chain in Cash and Voucher Programmes Multiplier Effects Cash and Voucher, ECHO Urban Cash transfer programming e learning Cost effectiveness Transfer Value News & Events CALP Cost effectiveness models Cost-Effectiveness Analysis of Cash-Based Food Assistance Projects, CRS http://www.actionagainsthunger.org/refani/cost-effectivenessanalysis http://cash.nrc.no/remote-cash.html Targeting http://www.cashlearning.org/resources/tools#Targeting%20and%2 0verification Delivery mechanisms CALP_cash transfer and delivery mechanisms http://elan.cashlearning.org/ Cash Based transfers, WFP Videos and E -learnings multipurpose cash grants, Operational feasibility Is cash feasible checklist Cash-based response feasibility assessment in Northern Syria, may 2016 Cash transfer programming in the Pacific, A feasibility scoping study, CALP Feasibility study Greece, IOCC, 2015 REQUEST FOR PROPOSALS FOR - Cash Based Response Feasibility Assessment in Northern Syria Market Assessment and Household Economy Analysis, Mozambique, 2016 FFP, Modality Decision tool Operational guidance and toolkit for multipurpose cash grants. Response and design plan Guidelines for Cash-Based Interventions in Displacement Settings (UNHCR) p44 Decision tree. The Remote Cash Project, NRC Working with cash and markets, Decision tree, ERC project Urban toolkit. Topic 2 WFP Cash and Voucher Guidelines. p57 and page 72 Decision matrix IFRC ECHO C&V thematic brief, 2013 Ukraine HRP Basic Assistance Sector Plan Lebanon Bangladesh CWG Strategy work-plan (2016-2018) Cost-Effectiveness Analysis: Value for Money (VfM) guidance Cost efficiency calculation template, IFRC Ex-Ante Cost Efficiency, Cost-Effectiveness and Externalities Analysis, WFP Cash and Voucher Guidelines. P47 Factors Affecting the Cost-efficiency of Electronic Transfers in Humanitarian Programmes Refer to Quantification of needs MPG transfer design IFCR Cash in Emergencies. Transfer value. Setting the transfer value, UNHCR CBI Guidelines Operational guidance and toolkit for multipurpose cash grants. MPG Design WFP Cash and Voucher Guidelines: Transfer Value Calculation, p.43 Determining the value of cash grants in remote access areas, NRC Revising Existing FAO Somalia Cash for Work Wage Rates (ppt) Minimum guidelines for agricultural and livelihood, interventions in humanitarian settings, IASC Agriculture and Livelihoods Cluster, p76. How can lump-sum cash transfers be designed to improve their productive potential?, ODI, 2016 Operational guidance and toolkit for multipurpose cash grants. Targeting WFP targeting in Emergencies Tool for implementation, CALP Guidelines for Cash-Based Interventions in Displacement Settings (UNHCR) p56 Country Review of Targeting of Cash and Food Assistance for Syrian Refugees in Lebanon, Jordan and Egypt World Food Programme Beneficiary Targeting for Syrian Refugees in the Community, October, 2015 Food Security Cluster targeting criteria and ration planning, FSC, Ukraine Refer to Delivery Mechanisms Assessments Operational guidance and toolkit for multipurpose cash grants, Operational feasibility WFP Cash and Voucher Guidelines: Delivery, p.29 WFP (2015) Cash and Voucher Guidelines : Macro and Micro Financial Sector Assessment, p.19 39 FOOD SECURITY CLUSTER New CaLP Online Training Course: “E-Transfers and operationalizing beneficiary data protection” Livelihood http://www.cashlearning.org/toolkits/livelihood Social Protection Social protection and Resilience https://www.wfp.org/social-protection http://socialprotection.org/ http://www.cashlearning.org/thematic-area/social-protection Hunger Safety Net Programme, Kenya Refer to Advocacy Section Technical Standards and Cash Programming: How can they align? Evidence Technical Standards Multipurpose Cash Grants 40 Videos and E -learnings The Core Humanitarian Standards Sphere Standards Video Understanding and Applying Minimum Economic Recovery Standards (MERS) E-learning Sphere e learning Multipurpose Cash Grants, CALP MPG toolkit Scaling up Cash-Based Assistance with ECHO Videos and E -learnings Multipurpose cash grants Video MPG Case Study Lebanon Video Guidelines on cash transfer and livelihood. West Africa, CALP Guidelines on cash transfer and livelihood. LAC, CALP livestock-related interventions during emergencies, FAO, 2016 p.17 Minimum guidelines for agricultural and livelihood, interventions in humanitarian settings, IASC Agriculture and Livelihoods Cluster, p58. The use of cash transfers in livestock emergencies and their incorporation into livestock emergency guidelines and standards (LEGS) FAO cash transfer, Policy, 2012 Market Assessment and Household Economy Analysis, Mozambique, 2016 Cash Transfers and Resilience, Strengthening linkages between emergency cash transfers and national social transfer programmes in the Sahel The Role of Food Assistance in Social Protection, WFP. Update of WFP’s safety nets policy (WFP, 2012) Working with cash based safety nets in humanitarian contexts, Guidance Note for Humanitarian practitioners, CALP, February, 2016 WFP Safety Nets Guidelines 2014 Videos and E -learnings E learning course: E-learning Course: Introduction to Social Safety Nets (FAO) Interagency Social Protection Assessments On line trainings E- transfer guide. Mercy corps. Part 1. ISPA Assessments Delivery Guidelines for Cash-Based Interventions in Displacement Settings (UNHCR), p.38 Cash in Emergencies Toolkit (IFRC) Assess financial service providers’ capacity checklist E-transfers in Emergencies: Implementation Support Guidelines (CaLP) SCOPE WFP Mobile money assessments, Mercy Corps Operational guidance and toolkit for multipurpose cash grants, Delivering the MPG Operational guidance and toolkit for multipurpose cash grants. Common delivery mechanism Protecting Beneficiary Privacy : principles and operational standards for the secure use of personal data in cash and etransfer programmes CaLP (2013) E-transfers in emergencies : implementation support guidelines. Country TECHNICAL ASSESSMENT. Humanitarian use of Hawala in Syria Evaluation of the OneCard Pilot in Lebanon, ERC Project, 2016 The sphere handbook Livestock Emergency Guidelines and Standards (LEGS) Small Enterprise Education and Promotion (SEEP) Network Minimum Economic and Recovery Standards (MERS) The use of cash transfers in livestock emergencies and their incorporation into livestock emergency guidelines and standards (LEGS) Operational guidance and toolkit for multipurpose cash grants. Response and design plan Common principles, ECHO Increasing the Uptake of Multi-Purpose Cash Grants in Emergency Responses for a More Efficient and Effective Humanitarian Action (SCI, OCHA, CALP, DRC, Mercy Corps) COORDINATOR CASH TRANSFER BRIEFING PACKAGE 1.4. Monitoring and evaluation Networks and Community of practices (CoP) CaLP dgroups Market in Crisis dgroups Social protection CoP Live in twitter @cashlearning, @FSCluster, @hpg_odi, @hpn_hpg, @SP_Gateway @MarketsinCrises, @OPMglobal, @ACAPSproject Events and Updates http://www.cashlearning.org/news-andevents/news-and-events/catposts/13 M&E Refer to M&E Section in Humanitarian Response CALP, Operational Preparedness in CTP MPG toolkit IFRC toolkit, Module 1 Preparedness The situation and response framework, ERC project http://www.heawebsite.org/uses-hea-data New tools on development by “Increasing the Uptake of Multi-Purpose Cash Grants in Emergency Responses for a More Efficient and Effective Humanitarian Action”, ERC project, 2016-2018 (CaLP, OCHA, Mercy Corps, DRC, Save the Children-lead agency-). New tools on development (WFP, Assessing Governmental Social protection programmes Food Security and Nutritional component, shock responsive capacity) Emergency Response preparedness approach, IASC, 2015 Operational guidance and toolkit for multipurpose cash grants, Preparedness WFP Cash and Voucher Guidelines, p1973 Guidelines for Cash-Based Interventions in Displacement Settings (UNHCR), p.82 The Situation and Response Analysis Framework Pre-crisis Market Mapping and Analysis. Step-by-step Guidance for Practitioners The livelihood assessment toolkit (LAT), FAO Livelihood and contingency planning Monitoring and evaluation OCAT tool Vulnerability and Capacity Assessment (VCA), IFRC CTP preparedness self-assessment template (IFRC) WFP Cash and Voucher Guidelines, p1974 Networks and Community of practices (CoP) http://www.cashlearning.org/elan/elan http://www.cashlearning.org/newtechnologies/cash-preparedness-learning-series Making Electronic Payments Work for Humanitarian Response, International Rescue Committee IFRC toolkit, Module 1 Preparedness Live in twitter http://www.opml.co.uk/projects/shockresponsive-social-protection-systems http://socialprotection.org/ http://ispatools.org/ http://www.hsnp.or.ke/ 1.5. Preparedness and contingency planning Networks and Community of practices (CoP) CaLP dgroups Market in Crisis dgroups Social protection CoP Live in twitter @cashlearning, @FSCluster, @hpg_odi, @hpn_hpg, @SP_Gateway @MarketsinCrises, @OPMglobal, @ACAPSproject Events and Updates http://www.cashlearning.org/news-andevents/news-and-events/catposts/13 73 For WFP staff Emergency preparedness and Response Package 74 For WFP staff Emergency preparedness and Response Package New tools on development by “Increasing the Uptake of Multi-Purpose Cash Grants in Emergency Responses for a More Efficient and Effective Humanitarian Action”, ERC project, 2016-2018 (CaLP, OCHA, Mercy Corps, DRC, Save the Children-lead 41 FOOD SECURITY CLUSTER 1.5. Preparedness and contingency planning agency-). New tools on development (WFP, Assessing Governmental Social protection programmes Food Security and Nutritional component, shock responsive capacity) General Guidelines Humanitarian Response CALP, Operational Preparedness in CTP MPG toolkit IFRC toolkit, Module 1 Preparedness Emergency Response preparedness approach, IASC, 2015 Operational guidance and toolkit for multipurpose cash grants, Preparedness WFP Cash and Voucher Guidelines, p1975 Guidelines for Cash-Based Interventions in Displacement Settings (UNHCR), p.82 The Situation and Response Analysis Framework Pre-crisis Market Mapping and Analysis. Step-by-step Guidance for Practitioners The livelihood assessment toolkit (LAT), FAO Livelihood and contingency planning Situation and Response Analysis The situation and response framework, ERC project http://www.heawebsite.org/uses-hea-data Capacity Assessments OCAT tool Vulnerability and Capacity Assessment (VCA), IFRC CTP preparedness self-assessment template (IFRC) WFP Cash and Voucher Guidelines, p1976 Delivery http://www.cashlearning.org/elan/elan http://www.cashlearning.org/newtechnologies/cash-preparedness-learning-series Making Electronic Payments Work for Humanitarian Response, International Rescue Committee IFRC toolkit, Module 1 Preparedness Social Protection http://www.opml.co.uk/projects/shock-responsivesocial-protection-systems http://socialprotection.org/ http://ispatools.org/ http://www.hsnp.or.ke/ 1.6. Advocacy Networks and Community of practices (CoP) Global Cash Working Group Geneva Cash and Markets Working Group, gFSC CaLP dgroups Social protection CoP WFP CBT community (for WFP staff) Live in twitter @cashlearning, @WFPVAM, @FSCluster, @hpg_odi, @SP_Gateway, @OPMglobal, @bebraced @TransferProjct Events Updates and Making case http://www.cashlearning.org/advocacy/what-calpadvocates-for https://transfer.cpc.unc.edu/ http://go.wfp.org/web/cash-based-transfers (WFP staff) the http://www.cashlearning.org/advocacy/100-days-ofcash http://www.globalhumanitarianassistance.org/report/g ha2016/ ECHO, Cash and Vouchers http://odihpn.org/magazine/what-cash-transfers-tell- 75 For WFP staff Emergency preparedness and Response Package 76 For WFP staff Emergency preparedness and Response Package 42 New tools on development by “Increasing the Uptake of MultiPurpose Cash Grants in Emergency Responses for a More Efficient and Effective Humanitarian Action”, ERC project, 20162018 (CaLP, OCHA, Mercy Corps, DRC, Save the Children-lead agency-). Cash transfer programming, Engaging National Society leadership. Guidance and materials to support internal advocacy, IFRC, 2013 Making the case for cash, CALP Coordination toolkit, CALP WFP advocacy framework Doing Cash differently, Report of the High Level COORDINATOR CASH TRANSFER BRIEFING PACKAGE us-about-the-international-humanitarian-community/ Evidence based decision making http://www.actionagainsthunger.org/refani 2015 Global: Cash Transfer as a Social Protection Intervention: Evidence from UNICEF Evaluations 20102014 http://www.cashlearning.org/research/research-2 What does evidence say? Videos and E -learnings Introduction: Cash transfers, resilience and agriculture development: Video Multipurpose Cash Grants Social protection Multipurpose Cash Grants, CALP MPG toolkit Scaling up Cash-Based Assistance with ECHO Videos and E -learnings Multipurpose cash grants Video MPG Case Study Lebanon Video Panel on Humanitarian Cash Transfers Global Humanitarian Assistance Report, 2016 Financing of Cash Transfer Programming Q & A: How to scale up Cash Programming in South Central Somalia Common principles, ECHO Logistics Cluster Unlocking Cash and Marketsbased Programmes 2014 Advocacy and Influencing, Cash 2020, CALP Advocacy toolkit, UNICEF, 2010 Strategic Note, Cash Transfers in Humanitarian Contexts. Final draft prepared for the Principals of the Inter-Agency Standing Committee. The World Bank Group, June 2016 p.25 Research on Food Assistance for Nutritional Impact (REFANI): Literature Review Poor Households’ Productive Investments of Cash Transfers Quasi-Experimental Evidence from Niger Cash transfers: what does the evidence say? A rigorous review of programme impact and of the role of design and implementation features p86,127,149,174 FAO cash transfer, Policy, 2012 Maximising the nutritional impact of Humanitarian Food Assistance, ECHO, 2015 Common principles, ECHO Increasing the Uptake of Multi-Purpose Cash Grants in Emergency Responses for a More Efficient and Effective Humanitarian Action (SCI, OCHA, CALP, DRC, Mercy Corps) Refer to Social Protection Section 1.7. Crosscutting issues Networks and Community of practices (CoP) CaLP dgroups Live in twitter @cashlearning, @FSCluster, @hpg_odi, @hpn_hpg, @SP_Gateway, @OPMglobal, @ALNAP Events and Updates Ongoing IASC Review on Gender and CTP http://www.cashlearning.org/news-andevents/news-and-events/catposts/19 https://interagencystandingcommittee.org/accoun tability-affected-populations-including-protectionsexual-exploitation-and-abuse http://www.cashlearning.org/news-andevents/news-and-events/post/410-cash-transferprogramming-and-persons-of-concern Global protection cluster newsletter FAO in Emergencies resources and papers on AAP CHS library OCHA/IASC AAP guidelines 2016 GNC/GFSC AAP guidelines Mainstreaming AAP and Core People- related issues in the HPC through cluster system77 AAP Gender 77 Gender Equality and CTP, IASC Refer to key documents recommended for each stage of the Project cycle which will not be repeated here 43 FOOD SECURITY CLUSTER https://www.womensrefugeecommission.org/ http://www.alnap.org/ E learnings “Different Needs, Equal Opportunities” IASC e-learning Gender Analysis for MVAC Emergency Cash Transfer Programme Closing the gap, Gender equality, Afghanistan Cash transfers: what does the evidence say? Cash transfer and gender dynamics, Concern and SCI CLARA, livelihood Gender Guidance Sex and Age matter (databases) IASC Gender Marker tip sheets for nutrition, food security - 1 (food assistance) and food security – 2 (agriculture and livelihoods) ECHO Gender-Age Marker Toolkit Cash transfer and HIV prevention Refer to ongoing literature review of CT and Health sector. HIV Mainstreamin g Nutrition Maximizing the nutritional impact of Humanitarian Food Assistance Food assistance Manual for field practitioners, ACF (2014) Building capacity in integrating food security and nutrition programming http://nutritioncluster.net/topics/assessments/ Key Recommendations for improving nutrition through agriculture and food Age Helping Older People in Emergencies Sex and Age matter (databases) The Minimum Standards for Age and Disability Inclusion in Humanitarian Action http://www.cashlearning.org/downloads/calp-persons-ofconcern-web-(1).pdf Food security and livelihoods interventions for older people in emergencies, HELPAGE Protection 44 http://www.cashlearning.org/cash-andprotection/protection Child safeguarding in CTP, Save the Children WFP Cash and Voucher Guidelines: Delivery, p.38 Risks and Benefits Analysis: Guide to Protection in CBIs: Protection Risk and Benefit Analysis Tool (ERC/CaLP) Guidelines for Cash-Based Interventions in Displacement Settings (UNHCR), p.32 Background note on Risks and Humanitarian Cash Transfer Programming (ODI) Risk Matrix The Remote Cash Project, NRC Protection Risk analysis, MPG toolkit Protection mainstreaming toolkit GPC PM Task Force
© Copyright 2026 Paperzz