CARE Humanitarian Accountability Framework (HAF) – 2016 version

1. CARE Humanitarian Accountability Framework (HAF) – 2016 version contact: Uwe Korus / CEG korus@careinternational.org See also CARE Emergency Toolkit Chapter 32

2. Alignment with CARE Strategies & Global Standards CARE 2020 Program Strategy: • Outcome Areas • CARE Approach • What we do (Role) Humanitarian & Emergency Strategy • CARE’s Strategic Priorities in order to reach humanitarian outcome & fulfil humanitarian role CHS commitments Charter4Change(partnership & localisation) Technical Standards (esp. Sphere and companions)

3. HAF: linking CHS, Prog. Strategy & HES • 2020: CARE is a leading humanitarian agency known for: • Reaching a minimum of 20 million people affected by humanitarian crises, and • Particular expertise to consistently reach and empower women and girls affected by humanitarian crises.

4. HAF: putting the pieces togetherto see details for each framework open the hyperlinks

5. CARE Humanitarian Accountability Framework (2016) Commitments (Benchmarks) Accountability System Performance Targets (Response Targets) Strategic Priorities Humanitarian & Emergency Strategy (HES) Outcomes organisational responsibilities Core Humanitarian Standards + Charter 4 Change Key Actions Humanit. Action Humanit. Outcomes CARE 2020 Program Strategy

6. CARE Humanitarian Accountability Framework (2016) Commitments (CHS) Accountability System Performance Targets define CARE’s commitments to quality and accountability of its humanitarian responses • are appropriate & relevant • are effective & timely • strengthen local capacities & avoid negative effects • are based on communication, participation & feedback • welcome & address complaints • are coordinated & complementary • are based on experience & learning • are delivered by competent & well-managed staff • are resourced effectively, efficiently & ethically defines mechanisms for performance monitoring and quality assurance in CARE’s humanitarian work Roles & responsibilities for HAF compliance allocated Forward accountability: feedback, complaints mechanisms established Internal accountability: regular monitoring , global learning & performance management systems, policy harmonisation & enforcement Upward & Lateral accountability: External verification, efficient reporting, peer-to-peer reviews define indicators for Scale of CARE’s humanitarian work: Quality live-saving assistance to 20 Mio people, especially women and girls, affected by humanitarian crisis Coherent CARE Approach Gender sensitivity, Accountability/Governance Resilience & Localisation, Focus on Core Sectors Efficiency of CARE’s humanitarian role Preparedness & Surge, Information mgmt., Decision making, Fund mobilisation Operational model, Partners Advocacy on rights of affected people esp. women & girls,

7. CARE Humanitarian Accountability Framework (2016) Commitments (CHS) Accountability System Performance Targets define CARE’s commitments to quality and accountability of its humanitarian responses • are appropriate & relevant • are effective & timely • strengthen local capacities & avoid negative effects • are based on communication, participation & feedback • welcome & address complaints • are coordinated & complementary • are based on experience & learning • are delivered by competent & well-managed staff • are resourced effectively, efficiently & ethically defines mechanisms for performance monitoring and quality assurance in CARE’s humanitarian work Roles & responsibilities for HAF compliance allocated Forward accountability: feedback, complaints mechanisms established Internal accountability: regular monitoring , global learning & performance management systems, policy harmonisation & enforcement Upward & Lateral accountability: External verification, efficient reporting, peer-to-peer reviews define indicators for Scale of CARE’s humanitarian work: Quality live-saving assistance to 20 Mio people, especially women and girls, affected by humanitarian crisis Coherent CARE Approach Gender sensitivity, Accountability/Governance Resilience & Localisation, Focus on Core Sectors Efficiency of CARE’s humanitarian role Preparedness & Surge, Information mgmt., Decision making, Fund mobilisation Operational model, Partners Advocacy on rights of affected people esp. women & girls,

8. HAF Pillar 1: Commitments (2016) Indicators for HAF commitments follow the indicators for CHS key actions but refer also organisational responsibilities (e.g. CARE specific protocols and SOPs) as appropriate HAF commitments related information will therefore be collected mainly at response level using recurrent performance monitoring tools (e.g. sitreps, Response Performance Summary) and validated through Rapid Accountability Reviews (RAR). For general compliance with CHS organisational responsibilities CMPs will conduct periodic (bi-annual) self-assessments using the tools of the CHS-Alliance verification framework

9. HAF Commitments (2016) cont’d CARE’s commitments to quality and accountability are therefore measured through assessing to what extent its humanitarian responses: • are appropriate & relevant • are effective & timely • strengthen local capacities & avoid negative effects • are based on communication, participation & feedback • welcome & address complaints • are coordinated & complementary • are based on experience & learning • are delivered by competent & well-managed staff • are resourced effectively, efficiently & ethically Reference: CHS verification framework

10. CARE Humanitarian Accountability Framework (2016) Commitments (CHS) Accountability System Performance Targets define CARE’s commitments to quality and accountability of its humanitarian responses • are appropriate & relevant • are effective & timely • strengthen local capacities & avoid negative effects • are based on communication, participation & feedback • welcome & address complaints • are coordinated & complementary • are based on experience & learning • are delivered by competent & well-managed staff • are resourced effectively, efficiently & ethically defines mechanisms for performance monitoring and quality assurance in CARE’s humanitarian work Roles & responsibilities for HAF compliance allocated Forward accountability: feedback, complaints mechanisms established Internal accountability: regular monitoring , global learning & performance management systems, policy harmonisation & enforcement Upward & Lateral accountability: External verification, efficient reporting, peer-to-peer reviews define indicators for Scale of CARE’s humanitarian work: Quality live-saving assistance to 20 Mio people, especially women and girls, affected by humanitarian crisis Coherent CARE Approach Gender sensitivity, Accountability/Governance Resilience & Localisation, Focus on Core Sectors Efficiency of CARE’s humanitarian role Preparedness & Surge, Information mgmt., Decision making, Fund mobilisation Operational model, Partners Advocacy on rights of affected people esp. women & girls,

11. HAF – Pillar 2: Performance Targets The Outcomes: Providing Shelter, WASH, SRMH services, FNS & Livelihood options to … The CARE Approach: Particular focus on the needs and capacities of women and girls, the promotion of inclusive governance and of future resilience and equitable development The Humanitarian Role: CARE aims to be a leading humanitarian agency known for our particular expertise to reach and empower women and girls affected by humanitarian crisis

12. CARE 2020 Global Indicator Framework(Global MEL) The CARE approach 19. # and % of people of all genders who have meaningfully participated in formal and informal decision-making spaces 20. # of new or amended policies, legislation, public programs, and/or budgets 21. # and % of people implementing practices/actions that reduce vulnerability and increase resilience, Humanitarian Role Defined by the strategic priorities and related outcomes of the CARE 2013 – 2020 Humanitarian & Emergency Strategy (HES( with organisation-wide targets as agreed by ERWG Humanitarian assistance 4. # and % of disaster/crisis-affected people supported through/by CARE who: a. obtained adequate emergency shelter and/or recovered adequate housing b. had access to safe drinking water and adequate sanitation facilities and/or used adequate hygiene practices c. obtained adequate food quantities and quality, and/or adopted adequate nutritional practices d. had access to at least one SRH service (especially women of reproductive age and adolescent girls) e. recovered household goods, assets, and/or income opportunities 5. % of disaster/crisis affected people in areas of CARE responses who report satisfaction with regards to relevance, timeliness and accountability of humanitarian interventions

13. Performance Targets 2016-2020 (draft) GLOBAL OUTCOME: CARE provides quality live-saving assistance to 20 Mio people affected by humanitarian crisis Scale: CARE’s responses to Type 4, 3, 2, and 1 emergencies reach at least 10% (corporate: 15%) of affected people – expected to reach 20 Mio people in 2020 Gender / Governance (AAP) marker: by 2020 100% of CARE’s humanitarian initiatives comply with Grade 2 requirements of gender & governance/AAP markers Response sectors: by 2020 at least 80% of disaster/crisis-affected people (especially women and girls) supported by CARE and/or its partnershave … • accessed at least one evidence-based SRH service (SBA, contraception, GBV management) or • accessed safe drinking water and use adequate sanitation facilities and hygiene practices or • accessed adequate food quantities and quality and adopt adequate nutritional practices or • obtained adequate emergency shelter and/or recover adequate housing ALL CARE responses are expected to offer a relevant & efficient combination of the afore mentioned core sector services/assistance that also support / strengthen recovery and resilience and use adequate links to ongoing long-term programmes

14. Performance Targets 2016-2020 cont’d(to be approved by ERWG) Strategy: • Response focus based on timely assessments (GiB, RGA, JNA, vulnerability), in country capacity & coordination (cluster) Communications: • timely and sustained communications and reporting in line with strategy • External communications: dissemination (esp. RGA) & advocacy Funding levels and Financial Mgmt: • fundraising targets achieved (including ERF leverage ratio 1:6) • cost recovery for ERF and deployments • pool funding performance Preparedness level - refer to availability of updated EPP; established vs. ad hoc partnerships Capacity: Capacity assessments, staffing plans; surge / deployments Timeliness: consistent application of protocols adapted to pace of humanitarian crisis (onset, exit, transition) and key decision needs (Go/No go, scale up, recovery) T3/T4 performance: accountability matrix for corporate (T3/T4) responses applied and complied with by all members who coordinate efforts through effective mechanisms

15. CARE Humanitarian Accountability Framework (2016) Commitments (CHS) Accountability System Performance Targets define CARE’s commitments to quality and accountability of its humanitarian responses • are appropriate & relevant • are effective & timely • strengthen local capacities & avoid negative effects • are based on communication, participation & feedback • welcome & address complaints • are coordinated & complementary • are based on experience & learning • are delivered by competent & well-managed staff • are resourced effectively, efficiently & ethically defines mechanisms for performance monitoring and quality assurance in CARE’s humanitarian work Roles & responsibilities for HAF compliance allocated Forward accountability: feedback, complaints mechanisms established Internal accountability: regular monitoring , global learning & performance management systems, policy harmonisation & enforcement Upward & Lateral accountability: External verification, efficient reporting, peer-to-peer reviews define indicators for Scale of CARE’s humanitarian work: Quality live-saving assistance to 20 Mio people, especially women and girls, affected by humanitarian crisis Coherent CARE Approach Gender sensitivity, Accountability/Governance Resilience & Localisation, Focus on Core Sectors Efficiency of CARE’s humanitarian role Preparedness & Surge, Information mgmt., Decision making, Fund mobilisation Operational model, Partners Advocacy on rights of affected people esp. women & girls,

16. HAF - Pillar 3: Performance Monitoring System Allow for clear allocation of resources (capacities, budget) as well as attribution of roles and responsibilities for performance management (ERT, CCG, ERAC, LM, CEG) Allow for rapid and informed management decisions to address strengths and weaknesses in ongoing responses (Activity Monitoring, SitReps, Real-time Response Reviews / light AAR, Response Performance Summary tool) Allow of peer-to-peer assessment and external evaluation (joint RTE, independent feedback and evaluation) Allow for in-depth analysis of lessons beyond individual response (After Action Review, external evaluations) Allow for flexibility, adaptation, cost-effectiveness of review, reflection and learning

17. Humanitarian Performance & Quality Management at Response level – Learning Loops Information Management Humanitarian Strategy Humanitarian Policies Response Action Response Results Response Design Management Response & Accountability Progress monitoring Feedback & complaints Recommendations & Actions Response Quality Mgmt (Action) Learning & Knowledge Management Humanitarian Performance Mgmt (Organisation) Core set of questions: What was supposed to happen? What actually happened? What was successful and why? What didn’t work and why? What did we learn? Outcomes & Lessons

18. SYSTEM for MONITORING PERFORMANCE OF HUMANITARIAN ACTION (SYMPHA) CARE’s global SYSTEM for MONITORING PERFORMANCE OF HUMANITARIAN ACTION (SYMPHA)should allow for: • Measuring the results of CARE’s humanitarian action at a high level through CARE’s global impact evidencing system (PIIRS) • Meaningful documentation and measurement of the main investments, models and approaches across CARE’s humanitarian work for achieving 2020 outcomes (see SYMPHA outputs on next slide) • Comparison with the achievements and performance of other actors within the humanitarian sector by applying widely recognized standards such as CHS, Sphere & companions, Charter4Change etc. SYMPHA is part of the Accountability System described by CARE’s Humanitarian Accountability Framework. It supports internal and external accountability mechanisms while measuring the efficiency of forward accountability approaches and generating evidence especially about CARE’s support to women and girls in humanitarian crisis that can be used for reporting, sharing and learning.

19. The SYMPHA Outputs: Not just Feeding the Beast

20. PIIRS: Annual Reporting PIIRS is recording data by project / grant thus increasing the risk that participants numbers are inflated when PIIRS data are aggregated – especially for humanitarian responses because: Humanitarian projects are often • short (less than 12 months), • limited to a few interventions that • overlap with other projects trageting the same group of affected people Humanitarian M&E systems are mostly designed to monitor number of participants by type of intervention and geographic area of interventions / group of affected people