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TRANSCRIPT
CASH LEARNING PARTNERSHIP
BASIC (LEVEL ONE) TRAINING Report of the CaLP Basic Level 1 Training held in
Kabul, Afghanistan
3 – 6 February 2013
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TABLE OF CONTENTS
ACRONYMS ............................................................................................................ 4
About ECHO ........................................................................................................... 5
About CALP ........................................................................................................... 5
About Action Against Hunger ........................................................................ 5
About Oxfam ......................................................................................................... 5
About NRC .............................................................................................................. 5
About the Author ................................................................................................ 5
INTRODUCTION & OPENING REMARKS .................................................. 6
A. INTRODUCTION ................................................................................................. 6
B. OPENING REMARKS ........................................................................................ 7
C. BREAKING THE ICE ......................................................................................... 8
D. INTRODUCTIONS & EXPECTATIONS .......................................................... 8
E. GROUND RULES ............................................................................................... 8
F. THE TRAINING PROGRAMME AT A GLANCE ........................................... 9
GROUP WORK - CTP STORIES FROM PARTCIPANTS ............................. 12
HIGHLIGHTS FROM THE PRESENTATION .................................................. 13
PART 1 LILTON-BIGTON CASE STUDY : GROUP WORKS POINTS ...... 13
KEY POINTS FROM MODULE 1 ........................................................................ 14
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GROUP WORK ON ASSESSMENTS AND ANALYSIS ................................ 16
MARKET ANALYSIS ............................................................................................ 17
PART 2 LILTON-BIGTON CASE STUDY : GROUP WORKS POINTS ...... 19
KEY POINTS FROM MODULE 2 ........................................................................ 20
MODULE 3: DESIGNING, RISK MANAGEMENT AND ADVOCACY ......... 21
PART 3 LILTON-BIGTON CASE STUDY : GROUP WORKS POINTS ...... 21
RISK MANAGEMENT ........................................................................................... 23
KEY POINTS FROM MODULE 3 ........................................................................ 27
THE WAY FORWARD .......................................................................................... 28
CURRENT & PLANNED CTP PROJECTS BY AGENCY .............................. 28
BRIEF ABOUT THE EMERGENCY RESPONSE MECHANISM .................. 29
PRESENTATION FROM ROSHAN ON USE OF MOBILE PHONES IN AFGHANISTAN ................................................................................................. 29
CLOSING REMARKS ........................................................................................... 30
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ACRONYMS
ACF Action Contre la‟ Faim
ADA Afghan Development Association
AFN Afghans (Afghanistan currency pegged at USD 1.00=AFN 50.00 on average)
AOGs Armed Opposition Groups
BRC British Red Cross
CHA Coordination of Humanitarian Assistance
CTs Cash Transfers
CCTs Conditional Cash Transfers
CFT Cash for Training
CFW Cash for Work
CTP Cash Transfer Programming
DFID Department for International Development (now UKaid)
ECHO European Commission and Civil Protection
EMMA Emergency Market Mapping Analysis
ERM Emergence Response Mechanisms
GBP Great Britain Pound
GoA Government of Afghanistan
HEA Household Economy Analysis
HH Household
IGA Income Generating Activities
IFRC International Federation of the Red Cross and Crescent Societies
MIFIRA Market Information for Food Insecurity Response Analysis
M & E Monitoring and Evaluation
NATO North Atlantic Treaty Organization
NGO Non Governmental Organisation
NRC Norwegian Refugee Council
OGB Oxfam Great Britain
PRB Partners in Revitalization and Building
ToT Training of Trainers
UCTs Unconditional Cash Transfers
USD United States Dollar
WFP World Food Programme
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About ECHO The European Union (EU) is the world's biggest donor of humanitarian aid, providing more than 50% of humanitarian aid worldwide. Its European Community Humanitarian Office (ECHO) was created in 1992 as an expression of the European solidarity with people in need all around the world. In 2004 it became the Directorate-General for Humanitarian Aid before integrating Civil Protection in 2010 for a better coordination and disaster response inside and outside Europe.
About CALP The Cash Learning Partnership (CaLP) is a consortium of humanitarian organizations which aims to improve knowledge about cash transfer programmes and improve their quality throughout the humanitarian sector. The CaLP is today composed by Oxfam GB, the British Red Cross, Save the Children, the Norwegian Refugee Council and Action Against Hunger/ACF International. The 5 steering committee organizations have come together to support capacity building, research and information-sharing on cash transfer programming as an effective tool to help deliver aid in times of crisis. CaLP established a partnership with International Federation of the Red Cross and Crescent Societies (IFRC) in order to develop and implement new activities with funding from ECHO.
About Action Against Hunger Action Against Hunger | ACF International is an international humanitarian organization committed to saving the lives of malnourished children while providing communities with sustainable access to safe water and long-term solutions to hunger. In addition to being a member of CaLP, ACF manages the Cash Based Initiative budget in Afghanistan and works closely with Oxfam GB and NRC.
About Oxfam Oxfam is a global movement of people who share the belief that, in a world rich in resources, poverty isn't inevitable. It's an injustice which can, and must, be overcome. Oxfam is dedicated to building a just and safer world focusing on people's basic rights. Oxfam is passionate about ending poverty and helping to rebuild the lives affected by it. Oxfam GB leads the coordination of CaLP activities in Afghanistan.
About NRC The Norwegian Refugee Council (NRC) is an independent, humanitarian, non-profit, non-governmental organisation which provides assistance, protection and durable solutions to refugees and internally displaced persons worldwide. NRC provides the technical expertise on all Cash Transfer programmes in Afghanistan including facilitating CaLP Trainings.
About the Author Urayayi Gregory Mutsindikwa is Food Security, Livelihoods and Cash Transfers Specialist working for Norwegian Refugee Council in Afghanistan. He has designed, managed and evaluated cash transfer programmes in complex contexts in Zimbabwe, Zambia, Malawi, Bangladesh, South Sudan and Afghanistan. Prior to joining NRC, Urayayi managed emergency and development programmes with Catholic Relief Services, Oxfam GB and Save the Children.
Disclaimer: This document has been produced with the financial assistance of the European Community Humanitarian Office. The opinions expressed in this report are those of the author and do not necessarily reflects those of ECHO, CaLP, NRC and Oxfam|| February 2013
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INTRODUCTION & OPENING REMARKS
A. INTRODUCTION By Urayayi Gregory Mutsindikwa,
Norwegian Refugee, Cash Transfer Programming Regional Focal Point
There is a general recognition and acceptance of cash transfers as an alternative response amongst Humanitarian actors in Afghanistan and most organizations are increasingly using cash and voucher transfers with the support from ECHO and many other donors. ECHO is funding a number of organizations and particularly the three initiatives with a cash transfer programming component, namely the NRC Emergency Response project with a Cash Learning Partnership (CaLP) Specialist position; the Emergency Response Mechanisms (ERM) Consortium led by Solidarites International (with ACF, Medair, People in Need and Mission East) and the Oxfam GB coordination, documentation and capacity building function. It is in the interest of ECHO and most likely other donors as well to have all these and many other CTP interventions across the community of practice coordinated and implemented in collaborative manner and to draw and consolidate lessons learnt from the previous engagements such as the Action Contre la Faim (ACF) Hawala-based Cash for Work and many other initiatives. Afghanistan is a complex context with most of the areas having high levels of insecurity where access problems have led to a rethink of the traditional ways of delivering aid. This compounded by adverse environmental conditions mainly untimely and inadequate rain and snow seasons which generally increase food insecurity, vulnerability and poverty. Afghanistan is one of the poorest countries in the world due to decades of conflict, natural disasters and lack of development.
The Cash Transfer Programming (CTP) hyper-activity within the region over the years prompted Norwegian Refugee Council (NRC) a member of the Cash Learning Partnership (CaLP) to station a focal point in the country to facilitate the coordination of cash initiatives across the region. This sheer scale of the response and the number of agencies involved has brought capacity building to the forefront of the discussion around cash transfer programming in the region. While other technical coordination groups and clusters such as Emergency Shelter and NFIs, Education, Protection, Food Security and Agriculture, WASH, Health, Nutrition etc in the region are functioning well, there hasn‟t been any intentional efforts to ensure agencies implementing CTP are working together as such and they are implementing ad hoc cash programmes which are not linked to the broader humanitarian coordination system. There is need to direct efforts towards preparedness and up scaling of CTP interventions and efforts to ensure that cash takes pole position in areas where markets are functional both pre- and post-disaster as the Afghanistan transition period gets underway and North Atlantic Treaty Organization (NATO) International Security Assistance Forces (ISAF) prepare withdrawal in most parts of the country in the near future.
With funding from ECHO, NRC and Oxfam GB are committed to improve CTPs in the country and region through trainings, lesson sharing, coordination, joint assessments and analysis, design, implementation and fundraising. The CALP Level 1 and 2 are some of the initiatives these agencies are supporting through training for key strategic partners such as NGOs, GoA, UN agencies and at times the private sector. This CALP Level 1 is the third training within the last 2 years and precedes a Level 2 scheduled for March, 2013 in preparation for the flood response.
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B. OPENING REMARKS By Leo Kortekaas, Oxfam GB, Country Director
Cash Transfer Programming is one of the new aid delivery mechanisms fast becoming recognized in the humanitarian sector. It is critical that we are ready to implement CTPs in contexts like Afghanistan where poverty and vulnerability are high and markets are generally functional and accessible. It is important to highlight that ECHO has accepted to fund the Emergence Response Mechanism which brings different agencies together and allow them to share experiences and identify how they fit into the general standard guidelines within which this training is based on.
Oxfam GB and NRC have a historical global partnership called the Cash Learning Partnership (CaLP) which comprises of other agencies such as ACF, British Red Cross and Save the Children. The five came together to form a steering committee to support capacity building, research and information-sharing on cash transfer programming as an effective tool to help deliver aid in times of crisis. It is encouraging to realize that this global initiative is being replicated at the country levels and in countries like Afghanistan through activities such as these joint trainings. As such the five agencies have strategically decided to engage actively with the wider humanitarian community of practice, meaning all the other agencies implementing and interested in Cash Transfer Programs. When I see all of you here and realize you are coming from other agencies beyond the CaLP Steering Committee members it is a sign that the consortium is in the right direction and is delivering according to its mandate. It is also humbling that we have UN and government departments here and this shows that we are collaborating with wider humanitarian community indeed.
Cash and Voucher programmes have been implemented at scale in complex emergencies such as the Haiti Earthquake, 2010; the Horn of Africa Crisis caused by Drought, 2011/12 and the Pakistan Floods in 2012. There are many other responses in which cash was used as a sole aid delivery mechanism or in some cases complementing in-kind support. Afghanistan should be able to benefit from these experiences and take lessons learnt to benefit its own responses. This is only possible if we have trained personnel and skilled frontline staff which makes this CaLP training such an important event.
I wish you all a fruitful training week and hope you will leave this place ready to improve the way CTPs are being implemented in your agencies and in Afghanistan. I hand over the time to the facilitator and hopefully I will be seeing you around towards the end of the training.
Thank you!
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C. BREAKING THE ICE The participants were asked to stand in a line in order of the amounts of money they were carrying that particular day. This exercise allowed participants to engage for the first time and to discuss such sensitive issues with colleagues they have met for the first time. It was a little comfortable for some of the participants and especially those at the end of the line. So who should we give this money, the facilitator asked holding a $50 bill. Surprisingly most people wanted the money regardless of their position in the line. However, it was explained that this was just to show how communities also behave when dealing with monetary issues. They take them as sensitive issues, and when agencies come with cash, everyone even those considered better off would want to get the money as well. This is even worse if the amounts are significant enough even the rich would want to benefit. As such CTP is not easy from the start and calls for skilled staff to engage with communities and other key stakeholders and to be able to respond to some of the most difficult questions around cash and voucher interventions. The CaLP Level 1 training is one such training that will capacitate practitioners to be able to do pro-cash assessments, identify opportunities where cash will be the best option, do an informed response analysis, design technically sound CTP interventions and implement them and then come up with a good monitoring and evaluation framework to track all the indicators identified.
D. INTRODUCTIONS & EXPECTATIONS Still in the line participants got into pairs and introduced each other by name, organisation, position and expectations for the training. Some of the key expectations identified were: To understand when cash is appropriate To be able to lead or participate in market assessments To be able to write CTP proposals To be able to identify the best cash delivery mechanism in Afghanistan To understand how other organisations are dealing with gender issues To learn more about cash programming
E. GROUND RULES
Respect Computers closed Mobiles on silent Attendance (unless sick) Punctuality Participation Listening Constructive feedback Time management
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F. THE TRAINING PROGRAMME AT A GLANCE Table 1: Training Time Table
Day One Day Two Day Three Day Four
Module 1: Session 1
An introduction
Module 2: Session 1
Assessment and analysis
Module 3: Session 2
Advocacy
Module 3: Session 5
Monitoring
Module 1: Session 2
What, when and why cash transfer
Module 2: Session 2
Assessment and analysis
Module 3: Session 3
Design and planning
The Way Forward
Lunch Lunch Lunch Lunch
Module 1: Session 3
Practical applications of cash transfer
Module 2: Session 3
Baseline information
Module 3: Session 4
Design and planning
Presentation from Mobile Phone
Service provider
Module 2: Session 4
Market analysis
Closing session
Normally the basic level 1 training is a 3-day training but this one was made to 4 days because winter days in Afghanistan are fairly short and also there were 2 extra sessions included towards the end, and these were; 1. The Way Forward; which was meant to get information from the participants on the post
training action plans. An action was developed and agreed upon. This session was also used to map the geographical coverage by intervention of cash/voucher programmes being implemented in the country or those that are planned for 2013.
2. Presentation from Roshan Mobile Company; this is a local mobile company with the widest
network coverage and with experience in mobile phone money transfers. They are currently transferring money for civil servants across the country and have just completed a cash transfer‟s project with the support of DFID. DFID funded 3 NGOs; Action Aid, AfghanAid and ACTED for this pilot project. This was initially a drought response although it ended up being implemented during a period where there was a winter season and flooding – rendering a response to a number of catastrophes. It was due to start in October 2011, but due to internal processes it only commenced in March, 2012. The GBP 1 Million 5 months project reached a total of 5,690 households across areas such as Faryab, Samangan, and Jawzjan, with each household receiving 2 payments of Unconditional cash grants worth AFN 4,200 each. The total of AFN 8,400.00 was based on the food basket in the target areas. The payments were made thorough the mobile phone mechanism and Roshan was selected based on their experience in salary transfers using the same methodology and were a sole service provider with a wider coverage. Latest information seems to be pointing that Etisalat is also exploring the area under a temporary license; this is still to be officially verified.
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SUMMARY OF KEY LEARNINGS/DISCUSSION POINTS
Plenary Discussions Contextualized Risks for CTP in Afghanistan
Anti-social use of cash – The most common potential anti-social use in Afghanistan includes purchase of drugs such as opium and heroin.
Security risks for staff or beneficiaries – Although there were no experiences of robbery among the participants all agreed that given the guns in the hands of civilians, armed opposition groups (AOGs), illegal check points and some criminal activities across the country security remains a major concern.
Theft or looting – Generally Afghans are not very violent but theft and looting are a threat that should always be considered and mitigation measures put in place.
Inflation – this was considered as the least likely risk by participants although they were quick to comment on seasonality of pricing in Afghanistan. There are general price trends that follow seasons for example prices tend to increase months prior to winter as communities pre-stock food, fodder, purchase winter clothes, blankets and there is high demand for energy fuels such as firewood, charcoal, coal, gas etc.
Diversion by authorities, elites, factions – This could be a challenge in the country as some parts of the country are under AOGs and these may have their own „illegal demands‟. This has not been documented but there are fears that some radicalized elements may make such outrageous demands.
Gender bias – This is one of the most critical problems in Afghanistan. Women are generally not allowed to access money from „strangers‟ and they rarely engage in manual labour which limits their participation in CTP interventions such as Cash for Work. Other participants indicated that they are targeting women for specific interventions such as cash for training, cash for pregnant and lactating mothers etc, although they remain gender-sensitive issues to deal with.
Re-distributions – This was confirmed by most of the participants as a major challenge. This is when the local leaders recollect all the money from the targeted beneficiaries and redistribute to the ones they feel deserve to share it equally amongst beneficiaries and non-beneficiaries. There is need for participatory active engagement with communities early in the project to deal with these issues and find local solutions for such localized problems. However, participants agreed that this was not necessarily unique to cash distributions but also prevalent in in-kind support which was more visible and prominent than cash support. Community sensitization on the purpose of aid, the intended objectives and the implications of re-distributions on project impact needs to be explained in detail to community leaders, beneficiaries and non-beneficiaries in order to reduce the effect of such practices.
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MODULE ONE: AN INTRODUCTION TO CTP IN
EMERGENCIES
This module provided the introduction to concepts of cash transfer programming in emergencies. Participants were made to understand the rationale, principles and risks associated with specifically cash transfer programmes as opposed to more traditional emergency programmes (such as food or non-food distribution). The aim was to introduce different types of cash programming as a response to humanitarian need, and describe the associated benefits and risks.
The session began with exploring attitudes to cash as a whole group. By placing a notice on a large flip chart at each end of the training room, one reading AGREES and the other DISAGREES. The participants were asked to position themselves at either end in response to the following questions – positions in the middle were rendered acceptable unless explained.
Table 2: Participants attitudes over CTP
Question Agree Disagree Comment
I have been involved in a cash transfer programme before 20 5 Field experience there.
Cash transfers are a relatively new programming approach 23 2 Viewed as new by many.
I have been involved in emergence response programmes in Afghanistan
19 6 Few with no emergency response insight.
I have been involved in implementing cash programmes in Afghanistan
20 5 Many understands local context
Targeting should always be done when implementing a CTP
25 0 All values targeting.
We should always work with government in designing and implementing a CTP
25 0 All believe NGOs should work with government
A poor security situation rules out a cash-based response in countries like Afghanistan
16 9 Some believe CTP is still possible in insecure areas.
Cash for work is only for those who are able to work 19 6 Inclusivity issues
Cash is inappropriate in situations where the market has been disrupted by the emergency
10 15 Some said depends on how integrated market is.
Cash based responses are great in theory but difficult in practice
19 6 Fears still there.
In insecure areas we should use military or police to secure our distributions
9 16 Fears to raise profile and attention.
There is not enough evidence of how CTP works for donors to fund it
8 17 NGOs now appreciate various modalities of CTP
Generally, the participants had some CTP knowledge yet all but 3, have never been trained before.
Objectives of the Module
1. Describe the rationale for cash transfer
programming in a humanitarian context
2. Understand different types of cash transfer
programming and potential outcomes
3. Describe guiding principles in the design and
implementation of CTP
4. Identify advantages and disadvantages of CTP
and its potential risks
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Story 1: Secure and Fast, Distribution of Cash through mobile phones This project was due to start in October 2011, but due to internal processes it only commenced in March, 2012. The GBP 1 Million 5 months project reached a total of 5,690 households across areas such as Faryab, Samangan and Jawzjan, with each household receiving 2 payments of Unconditional cash grants worth AFN 4,200 (US$ 84) each. The total of AFN 8,400.00 (US$ 168) was based on the food basket in the target areas. The payments were made thorough the mobile phone mechanism and Roshan was selected based on their experience in salary transfers using the same methodology and were a sole service provider with a wider coverage. Latest information seems to be pointing that Etisalat is also exploring the area under a temporary license; this is still to be officially verified. There is need to consider M-Paisa as an option to deliver cash in complex contexts CTP is now an integral component of the response mechanisms both in best and in worst case scenarios, post transition in the Afghanistan. The Practicalities of mobile money transfer in the Afghanistan context are now focused on:
Data management
Spending trends analysis
Cost effectiveness and efficiency of the mechanism compared to in-kind
support such as food aid and CFW.
Story 2: Cash for Shelter with tangible benefits
The Norwegian Refugee Council Shelter Program has gone through a transition phase since 2011. The project has transitioned from support shelter beneficiaries with material support, Phase 1 and is now using cash. Now beneficiaries are getting money in 3 different installments based on the construction stage completed in what they are calling Phase 2. The model allowed 4-5 beneficiaries in a group by their choice and responsible for all members to meet the conditions on time. The quality of shelter and latrines has improved significantly under the cash support model. A total of 294 shelters have been completed as opposed to 108 over the same period of 7 months over the two phases. This is a 136% increase. This also recorded an 88% (260/294) occupancy rate with only 34 being wet in Phase 2 as opposed to 74% (80/108) in Phase 1. This shift also resulted in the cost of constructing 1 unit reducing from $100/m² to $64/m² and the increase in the average structure size from 30m² to 41.7m². Moving to cash allowed programming staff to focus more on supporting beneficiaries with technical support and backstopping and improving the quality of support. Generally beneficiary satisfaction is now higher in Phase 2 than it was in Phase 1. NRC has monetized 80% of the shelter project and seeks to get to 100% in 2013.
What is Cash Transfer Programming? “Cash transfer programming in emergencies is one form of humanitarian response which can be used to address basic needs and/or protect; establish or re-establish livelihoods.” IFRC and ICRC Guidelines for cash transfer programming
GROUP WORK - CTP STORIES FROM PARTCIPANTS A total of 6 stories were shared and these are some of the ones that impacted on the participants:
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HIGHLIGHTS FROM THE PRESENTATION
Over 80% of the participants were coming from agencies who were implementing Cash and Voucher projects in emergence contexts and the other 20% were involved in recovery projects mainly to do with shelter projects and providing durable solutions for affected communities. They were all working in complex contexts predominated by a plethora of manmade and natural hazards such as conflict, droughts, harsh winter, flooding, and avalanches among others.
Why cash transfers?
The participants managed to identify the reasons why they were implementing cash programs in their respective agencies such as:
Dignity - cash can be better at maintaining the dignity of recipients. It may, for instance, be possible to avoid long, degrading queues as shared by ACTED, Action Aid and Afghan Aid. They used mobile phone transfers and this allowed secrecy and transparent transfers in the 2012 drought, winter and flooding responses.
Choice - cash allows recipients to decide what they should spend the money on. This enables people to choose what they most need, and allows for this to vary from person to person. This was often the case with all the unconditional cash transfers, cash for work and other conditional grants which allowed beneficiaries to choose certain suppliers over others based on quality of materials and goods, pricing, distance, willingness to negotiate etc.
Power transfer - cash often allows recipients to make their own choices thereby increasing their power and control over how they respond to disasters. Although redistribution ( of aid- in this case cash received) was cited as a major concern by many participants, they all agreed that CTP allowed beneficiaries to gain some power and control of the aid targeted at them.
Links response to recovery - because of the multiplier effect of many cash projects the impact can continue into the recovery phase. For example NRC and Islamic Relief were implementing cash for shelter projects in Herat, Mazar-e-Sharif, Samangan, Kunduz and Balkh districts in the North and Jalalabad in the East. These were relief-to-recovery projects aimed at availing durable solutions and permanent and semi-permanent shelter for the affected populations.
PART 1 LILTON-BIGTON CASE STUDY : GROUP WORKS POINTS
Participants managed to identified that CTP was appropriate because:
Some markets were functional The affected population had varying needs and cash is flexible Cash is a quick response People lacked income opportunities and there was need for community works Financial institutions were available
CTP could be inappropriate in areas where markets had collapsed, and earth quake has blocked roads and there were access.
Primary benefits of using cash transfers are that households will access basic needs.
Secondary benefits were that the market would revive and the cash will have multiplier effects across the value chain.
Participants were able to justify CTP interventions based on the information provided.
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KEY POINTS FROM MODULE 1
How CTP can support an emergency response
Addresses the immediate consequences of humanitarian crisis - the over-riding humanitarian imperative - meeting basic needs
Planned in the short-term (usually up to six months, but may be longer in complex emergencies) to help people meet their basic needs
Targets those most affected by the crisis
How CTP can support early recovery
Address needs beyond those of saving lives
Work in a way that contributes to rebuilding society, the State, the economy
Planned in the short- to medium-term (up to 1-2 years)
Support households‟ livelihood, and recovery of previous livelihood and provision of basic servicesTarget families facing specific vulnerabilities who were hit by the emergency
Appropriate Conditions for CTP:
Functioning markets,
Availability of products, traders willing and able to participate,
Physical access to shops/markets,
Punctional and reliable payment system,
Political acceptance,
Community awareness and agreement and
Reliable recipient identification system.
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Objectives of the Module At the end of this session participants were able to: List key elements of an assessment for cash
transfer; Describe methodologies for carrying out an
assessment; Describe what data needs to be collected and
describe approaches to analysis; Describe the humanitarian conditions
conducive to running cash transfer programmes;
Outline the key baseline information needed to monitor and evaluate a cash transfer response.
MODULE TWO: ASSESSMENT & ANALYSIS
Having defined what cash transfers is, and how it might be used as part of a general humanitarian response in Module 1, it was essential to establish the importance and sequence of proper assessment and analysis specific to cash transfer programming in order to ensure the eventual effective planning and delivery of such a programme. This was a highly practical session based on the case study introduced in module 1. The aim of the session was to describe why assessment and analysis at the earliest stage of any cash transfer programme is important, and to identify effective processes and tools in undertaking appropriate assessment and analysis. Participants were asked to be ready for active participation during the course of the module as it calls for practical examples and real life experiences. Situations Ideal for CTP – Discussions in pairs
Before the emergency people purchased significant proportion of essential goods and services through market mechanisms. In Afghanistan hazards such as harsh winter and flooding, high conflict seasons are generally predictable, so communities usually get into the preparedness mode and pre-stock food and non-food items. There are periods prior to such disasters which calls for cash/voucher distribution to be timed to augument the preparedness process.
Decline in people‟s sources of food and income means they can no longer meet basic needs. This is typical across the country as household income dwindle as a result of poor income sources, no employement opportunities, insecurity, conflicts and natural disasters.
Sufficient food supplies and/or other goods available locally to meet needs. Basic goods and services are usually available in Afghanistan and usually markets are well stocked through-out the year and more so during peak-demand periods.
Markets are functioning and accessible in most parts of the country. Afghanistan markets are well integrated with regional markets in Pakistan and Iran, and trucks always move thousands of tonnes of commodities between the borders of these countries.
Cash can be delivered safely and effectively in most northen, easten and central parts of the country. Most agencies are distribiting cash directly for most of their programmes. ACF has tried the hawala system and in 2012 the DFID-funded consortium pilot the use of mobile phones with Roshan mobile phone company. Althogh criminality remains one of the major risks, none of the agencies have reported a robbery while delivering or distributing cash. The fact that cash is exchanging hands in most parts of the country and the households are normall in debt is evidence that there is a need for cash intreventions in the communities in Afghanistan.
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GROUP WORK ON ASSESSMENTS AND ANALYSIS Participants throughout the course of this module were working in six groups named: Basic Needs; Social relationships; Food availability; Markets; Security and delivery systems and Corruption. Participants were asked to work on the key questions for baselines and data collection sources and methodologies. Table 3: Questions from participants Group Key questions How to collect data
Markets Number of markets including type and number of shops?
Distance between markets and communities? (also accessibility and seasonality aspects)
Is market stocked with basic commodities? Are they able to bring in goods more quickly?
Are the prices stable or flactuating?
What is the storage capacity of the traders?
FGDs, interviews, observations Mock buying
Social Relations
Who are the power holders and decision makers in the community
Are CDCs present and functional?
Who holds power to decide at HH level? Men/Women and on what aspects?
How is the ethnic composition of the community and any ethnic conflicts?
Are there any social limitations for women/girls to participate in activities such as CFW?
Does community have a “hashar” (community social support system)?
If IDPs are present is there tension between these and host community and if yes, over what?
FGDs, interviews with community members and shura leaders
Separate interviews with men and women.
Ensure that the different social, ethnic, political, and socio-economic groups are
interviewed.
Security Is location classified as insecure and to what level?
Is affected area under government or armed opposition groups?
Is crime rate high in the area? Focus on roberies/theft.
Presence and inteference by local commanders?
Community acceptance of CTP based on security implications?
Security level of access routes to community?
Is inter-tribal conflict a common phenomenon?
FGDs, interviews, key informant interviews with police and government and local leaders
Corruption Who are the power holders/influencial people in the area?
Are there cases of corruption reported or investigated before?
Is there potential to use banks or phones to transfer money?
Can religious leaders pass on anti-corruption messages?
Is the targeting criteria acceptable to community and leaders?
FGDs, interviews, key informant interviews with police and government and local leaders
Food Availability
What is the major source of food in the community? Are basic food iterms available on the market in adequate stocks? Can they restock?
What is the average househld size and consumption? Cost of food basket
Variety and range of food iterms available in homes & on the market?
Household interviews, FGDs, Interviews with traders, agricultural staff, national statistics reports.
Delivery Mechanisms
Are banks available, functional and accessible? What about the local hawala system? How is the mobile phone coverage in the area?
What are the costs associated with each mechanism and how long does it take to establish?
Which mechanism is acceptable by the affected community?
Discussions with communities, banks, mobile phone operators, traders, Hawala agents etc
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MARKET ANALYSIS Household Economy Analysis (HEA) The HEA looks at a household as a unit of analysis and takes it as an economy with food sources, income and expenditure patterns varying by wealth groups defined by communities through wealth ranking. HEA uses a range of participatory rural appraisal tools such as proportional piling, pair-wise ranking, seasonal calendars, transact walks etc. Figure 1: The Household Economy Analysis Framework
The 'Baseline' of HEA is a depiction of how people get by from year to year and the connections with other people and places that enable this. It has three components: livelihood zoning, wealth breakdown and analysis of livelihood strategies for each of the identified wealth groups. The 'Outcome Analysis' is the investigation of how baseline access to food and income might change as a result of a specific hazard or positive change. It consists of three steps: problem specification; analysis of coping strategy; and projected outcome. Such an HEA analysis that focuses on household income sources, expenditure patterns, employment opportunities, labour rates and the functionality of markets is critical as part of the detailed assessments even during and after the implementation of cash based initiatives.
BASELINE HAZARD + COPING = OUTCOME +
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Emergency Market Mapping Analysis (EMMA) The Emergence Market Mapping and Analysis is a set of tools which encourages and assists front-line humanitarian staff in sudden-onset emergencies to better understand, accommodate, and make use of market systems. It does not offer a simplistic blue-print for action. In groups the participants studied the market situation after the Pakistan Flood and made observations and suggested responses. Figure 2: Wheat flour market systems map in Sindh, Pakistan
Table 4: Analysis and Suggested Responses by Participants
Issues Identified Suggested Responses
Major disrupt at medium and small-scale farmers
Cash grants for Agricultural recovery
Transport a critical issue because of destroyed infrastructure and high fuel prices. Roads and bridges partially destroyed
Cash for Work for labour-endowed households, Fuel coupons/vouchers for small millers and beneficiaries.
Major disruptions on at household level staple crops and storage facilities.
Commodity vouchers for staple crops and conditional cash transfers for storage facility reconstruction.
Critical issues with government price controls, quota system and importation ban.
Advocacy – Lobby with government and advocate for policy changes.
Critical issue millers in the rural areas. Cash vouchers for milling wheat for beneficiaries redeemable at local millers.
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Market Information and Food Insecurity Response Analysis (MIFIRA) MIFIRA is a market and response analysis tool that helps assessing appropriateness between in--‐kind food aid and cash transfers. The tool is based on two fundamental questions:
1. Are local food markets functioning well? a. Yes: Targeted CTP or jobs, not food aid b. No: Go to Question 2… 2. Is there sufficient food available nearby to fill the gap? a. Yes: Food aid through local purchases b. No: Food aid through imports The following subsidiary questions help in the decision making: a. Are local food markets functioning well? b. Are food insecure households well connected to
local markets? c. How will local demand respond to transfers? d. How much additional food will traders supply at or near the current costs? e. Do local food traders behave competitively? f. Do food insecure households have a preference over the form/mix of aid that they receive?
PART 2 LILTON-BIGTON CASE STUDY : GROUP WORKS POINTS
Participants were able to utilize the new information availed to qualify their CTP interventions selected in day 1, other modified their selections and others introduced new responses and in some cases dropped some initial selections.
Establishing the extent of the damage on the markets, banks, post offices was prioritized by all groups.
Three groups out of four were so much interested in exploring the possibilities of utilizing cash to rehabilitate damaged infrastructure such as roads, clearing debris, searching for and burying the dead, reconstruction of shelter and markets etc
Possibilities of vouchers for food, construction materials were also mentioned in the discussions and unconditional cash grants for vulnerable groups such as the disabled, chronically ill, elderly, the injured, pregnant and lactating mothers etc
They managed to brain storm on cash initiatives directed at specific livelihoods zones, for example cash for agricultural recovery in areas where they depended on crop and vegetable production, and livestock. Cash for supporting the fishery industry in areas along the river etc. This would call for additional data collection from specific areas on crop production, livestock data and information on fisheries.
They managed to prioritize visiting areas which had information gaps and also identifying rapid assessment tools of data collection, such as focus group discussions, observations, photography and key informant interviews.
Participants were also appraised on the use of PRAs during data collection, although 80% had no prior experience with the use of such participatory approaches.
They indicated that the little trading going on in the community required support.
Considerations were discussed to support key market players such as transporters between major trade routes.
One group suggested the importance of engaging stakeholders and the possibilities of forming a task force to manage the response which would include local leaders, government, NGOs and private sector to map existing capacities, response plans and gaps and fit CTP to support these initiatives.
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KEY POINTS FROM MODULE 2
The purpose of the 48 hour tool is to obtain a quick understanding of the emergency
food security and livelihood situation within the first few days after a rapid-onset disaster.
HEA and EMMA both are based on; Selection of critical markets and their analysis before and after rapid onset crisis Gap analysis, estimating shortfalls & seasonal calendars Market mapping tool split into 3 levels: Market environment; Market chain (with
changes to: Number of actors, Volume, Price) and Key infrastructure, services, inputs
Response options and recommendations
MIFIRA addresses the importance of regional markets and integration between markets at macro, meso and micro levels. It is currently limited to assessing markets for food. It has been used for slow onset or protracted emergencies where more time is available for analysis.
The three tools are covered in separate trainings; however the revised CaLP 2 Modules have a more detailed coverage of the methodologies as compared to aspects covered in CaLP Level 1.
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MODULE THREE: DESIGNING & PLANNING
MODULE 3: DESIGNING, RISK MANAGEMENT AND ADVOCACY
Introduction
Effective design and planning is essential in the delivery of cash transfer programmes, building on successful assessment and analysis. There are many elements to be covered within this area; therefore a structured, logical and comprehensive approach is vital to ensure that programmes are prepared to operate effectively on all these levels. An effective monitoring and evaluation system, that measures progress, process and impact in order to demonstrate the effectiveness of a programme and identify issues for remedial action needs to be developed. At the design stage of a cash transfer programme clear and measurable objectives and outcomes need to be developed. As cash transfer programming remains under scrutiny within the humanitarian sector as a whole and by donors, the monitoring of such programmes needs to be clear and credible and results need to be systematically documented and shared. The module was aimed at exploring, understanding and mimics the practicing of essential elements of effective design and planning in the implementation of a cash transfer programme.
PART 3 LILTON-BIGTON CASE STUDY : GROUP WORKS POINTS
Advocacy Task: Brief points for Director to convince donor to support cash initiatives – All groups
Market are functional in Lilton as there are many traders open for sales and with stocks;
Cash/Vouchers will help revive the market and will have multiplier effects
Transport is available and roads are cleared from village 1 up to village 6
There is tension in the camp and we need to remove populations and support returnees with vouchers for shelter to accelerate their recovery and stabilization at their homes.
Other NGOs are already supporting with in-kind support but still households are still in difficult circumstances.
Objectives At the end of this session participants will be able to:
Recommend different modalities in the design of a
cash transfer programme depending on the context
and the needs of the affected people
Identify and explain essential criteria to consider
when planning a cash transfer programme
Describe methods that will enable effective design
and planning
Review the setting of SMART objectives
Outline key questions that monitoring and
evaluation systems should try to address
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Table 5: Group 1 & 2 Report back on Cash Transfer Programming Designing
Group 1 – Shelter through Cash Group 2 – Voucher response
SMART objectives will govern your project design
Meet the temporary and permanent shelter needs of xx most vulnerable HH in and around Lilton by 2 months through cash for shelter grants.
Reconstruction of shelter and latrines for 500 HHs with the first 6 months in areas around Lilton.
Criteria for selecting beneficiaries?
HHs who lost their houses to disaster; Extremely vulnerable and poor HHs
Land owners, Vulnerable HHs such as female- and child-headed, chronically, disabled and resource poor household, IDPs and returnees.
Deciding how much individual and / or community should receive?
Part material part cash. Amount calculated based on local prices of materials available and others galvanized steel is not available on the local market will be distributed as material support
$1800 per HH based on the cost of materials to construct 30m² shelter and latrine.
Methods of delivery and schedule of payment for use
Use of swipe cards and Point of Sale machines at each of the selected main suppliers of construction material.
Direct distribution of vouchers redeemable at selected retail shops through installments based on construction stage.
. Table 6: Group 3 & 4 Report back in summary
Group 3 – Conditional Cash Grants Group 4 – Cash for Work
SMART objectives will govern your project design
Protection of food and livestock feed for 50% (820 HHs)of affected population through construction of 22 grain and fodder storage in villages 1-5 by Nov. 2013
To improve the livelihoods of affected 11,000 HHs, increasing their access to markets by repairing 8km of road through Cash for Work by end of 1st month (March,2013)
Criteria for selecting beneficiaries?
Labour endowed households
HHs with livestock
Poor and vulnerable HHs
Disabled, women and elderly for light duties
Household residing in selected villages, self targeting and light duties for specific vulnerable groups such as the disabled, elderly, chronically ill, female-headed, resource poor HHs.
Deciding how much individual and / or community should receive?
US$1500 per storage facility based on the cost of materials required and US$40/HH/month based on the Lilton food basket for a family of 5.
400AFN1/day based on the labour market rate marked at AFN 420 /day in the target villages. HHs will work for 22days to give a total of AFN8,800/HH/month.
Methods of delivery and schedule of payment for use
Through group bank accounts Use of mobile phone (M-paisa)
1 Participants used a rate of USD 1.00=AFN 50.00 based on the current market rates
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CTP has different, not necessarily greater risks.
RISK MANAGEMENT Cash programming has a number of risks and controls have to be in place to mitigate against these. All controls must be justifiable and appropriate to amount and circumstance. Overdesign and excessive controls for relatively small amounts can seriously delay programme benefits. Some guidance levels for controls discussed in the training are shown in table xx below: Table 7: Controls for cash transfers by mode and amounts
In order to reduce the risks associated with misuse or diversion of cash agencies have introduced a number of strategies. Some of the generic ones covered in the training are
Vouchers enforce encashment at certain traders, for certain commodities (Examples ACF FFV Micronutrient)
Conditions or restrictions (Examples: in shelter to ensure Q&R, training, health checks)
1. Instalments to ensure conditions (Examples: where inflation, corruption or insecurity feared, large amounts, attendance trainings or clinics, quality conditions)
2. Financial control procedures (Test flow charts)
Examples shared for some of the contingency plans to reduce specific risks are as shown in table 8 below.
Emergency Relief Recovery
Up to 20% or approximately 2 months income
Between 20-50% average income
Above 50% or approximately 6 months income
Level 1 - Up to $100 Level 2 - $100-$500 Level 3 - Above $500
Same as for equivalent cost in kind distribution. Informal checks and social verification
Minimum set of beneficiary selection, targeting and verification controls
Full needs and loss assessments Instalments to ensure Q& regulations or compliance
Signatures, thumb prints Social verification, photos, existing ID checks
NIC/ Beneficiary ID, registration and unique identifiers
Blanket distributions where possible to avoid lengthy targeting
Targeting through simple criteria such as location or vulnerable groups
Full beneficiary selection, targeting, registration & verification (posting)
Informal market assessment only
Basic market assessment only (EMMA) & grievance
Full market assessment, communications strategy & complaints procedure
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Identified risks by Participants • Anti-social use of cash • Insecurity for staff or beneficiaries • Theft or looting • Inflation • Prone to diversion by authorities, elites,
warring parties • Vulnerability, gender or generational bias
Table 8: Examples of Risks and Contingency Plans
Risks Contingency examples
Price/currency fluctuation/inflation
Adjust value based on prices, consider in-kind; Agree on fixed price for fixed period with traders; Set maximum limit for acceptable price increases.
Price fixing by traders Monitor, identify and disqualify (if voucher)
Vouchers exchanged for unauthorised items or cash
Sensitise traders and beneficiaries; Monitor to determine occasional or systematic; Disqualify or replace if systematic (Question choice?)
Attractive to non-beneficiaries
Strengthen targeting arrangements; Consider social verification or IDs/Tazkira or create agency specific identities.
Based on the examples shared participants were asked to identify the various risks that are typical in Afghanistan. The risks identified varied by group and the participants agreed that there were more risks in the south than the north and the eastern parts of the country. They also agreed that the central, mainly area like Kabul, theft and looting was the major risk and hence practitioners should be innovative mitigate the specific risks based on the context. For example they suggested that it might be wise to have mobile banking or use of mobile phones in such contexts. Gender, remains a major issue in Afghanistan and as such agencies should invest so much in gender trainings and focus more on gender mainstreaming and ensure that cash interventions are gender-sensitive, gender-transformative and gender-biased. Following the identified risks participants were asked to get into groups and complete a typical risk matrix based on likelihood and probability as shown in table 9 below.
Table 9: The CTP risk matrix
Pro
bab
ilit
y
Impact Negligible Marginal Critical Catastrophic
Rare
Unlikely
Possible
Likely
Certain
The total of eight issues was identified and discussed in groups and outcomes shared in plenary. These are shown in table below.
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Table 10: Risk analysis for Afghanistan Key risks Possible impacts &
degree of likelihood (High, Med, Low)
Potential mitigation measure
Community relations & security
Rivalries Intra-household Poorest no phones Elderly no text Increased mobile thefts
Medium Include all parties at inception and at all stages of the project implementation; Make beneficiaries form groups and use one phone; Invest time to reduce gender differences and understanding community and HH dynamics
Diversion Money diverted from basic needs into unanticipated or harmful goods (alcohol, drugs, weapons)
Medium Put restrictions and conditions and assess adherence prior to payments; Target women; use of commodity vouchers e.g. food vouchers.
Standards Money spent on low quality or harmful goods
Low Identify specific suppliers and agree with beneficiaries to choose those.
Duplication Attempts to access twice Low Beneficiary verification exercise and stiff penalties on those found trying to cheat
Errors People omitted Data collection errors
Low Create a centralized data base or master roll and smaller lists for specific locations
Market effects More buyers and limited supply causes price rises
Medium Consider in kind-cash combinations; consider supporting suppliers
Fraud, corruption Security of financial transaction
High Create SOPs and adhere to them; collaborate with local police
NGOs Conflicts with agency objectives
High Coordination and joint introduction to projects and explanations to communities e.g. shelter grant can be higher than food grant
Although cash transfers started with a major focus on food security, this has since changed and all other sectors are now using various forms cash/voucher modalities to meet their objectives. As such this calls for sector-specific considerations in analyzing risks beyond the generic analysis. Table 11 shows some of the considerations covered in the CaLP level 1 training.
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Table 11: Some general and sector specific factors to consider
General Shelter Nutrition Health/Eductation
Government policy, agency/donor mandate
Familiar modalities
Modalities used by other agencies
Costs to deliver money
Social, cultural, economic implications
Vulnerable groups
Capacity, availability and willingness of traders, financial systems and agency
Basic conditions for effective targeting
Risk of inflation or poor quality materials
Environmental concerns (sourcing timber)
Ensure DRR, standards and regulations met
Are there enough skilled people to build
Are beneficiaries involved in design or able to rebuild?
Cash for full or core rebuild? Instalments?
Land ownership, landless/tenant, host issues
Others? ...and mitigation matching measures
CTP cannot substitute high energy foods for supplementary feeding of the malnourished. CTP can be complimentary, ensuring food goes to targeted children
Underlying causes of malnutrition can be improved:
Access to more diverse foods, health environments and caring behaviours
Good micronutrients through fresh food vouchers
By meeting non-food needs can prevent sale of food aid, affecting nutrition
Formal and informal fees are often charged for access to health and education.
Rarely considered directly in CTP
Assets & in-kind sometimes sold to pay fees
Cash can prevent sales and improve access
How to effectively monitor and evaluate CTP projects Minimum monitoring requirements
Number of recipients
Amount received & received agreed amount
Payments received on time
Problems, fees, bribes, misunderstanding
Number of CFW projects
Key commodity prices
Commodity quantity and quality Minimum evaluation requirements
Expenditure of transfer/voucher
Changes in food and income sources; expenditure
Changes in coping strategies
Inflation
Total beneficiaries (female/male): direct and indirect
Female/male access & control of transfer
Trader benefits
Process monitoring: to ensure that the programme is appropriate and relevant to people’s needs; that it is implemented in the way that was intended – in other words, that it is efficient and effective; Impact monitoring: to ensure that the programme is having the intended impact and is minimising negative impact more effectively and efficiently than other types of programmes.
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Table 12: Examples of Process and Impact Monitoring
Cash Grants Cash for Work Vouchers
Process monitoring
Impact monitoring
Process monitoring
Impact monitoring Process monitoring
Impact monitoring
Were correct sums of money received by beneficiaries or suppliers? Were payments made on time? Satisfaction of beneficiaries with process and methods of implementation What else are beneficiaries receiving?
Have income and expenditure changed? Have sources of food or coping strategies changed? What was the cash used for? Were items available in the markets? Were there changes in market prices of key commodities?
Number and quality of projects completed? Enough people, adequate training, number of days invested Payments prompt, regular, timely and appropriate Number and type of direct or indirect beneficiaries Measures for equality and participation
Has the project affected livelihood strategies? Have beneficiaries saved some of the wages? How did HHs manage the cash they earned? Are people economically active again? Was there an impact on family relations, gender roles etc? Were projects useful and relevant? Would beneficiaries have preferred alternative interventions?
The voucher distribution process. The amount and quality of the commodities purchased by voucher recipients. Traders supplied agreed products. The voucher distribution process was transparent and understood. The use Satisfaction of the beneficiaries
What was the impact on commodities received on livelihoods, meeting of basic needs etc? What was the impact of the vouchers on the market prices etc? Use of income saved through provision of voucher Effect on traders’ livelihoods?
KEY POINTS FROM MODULE 3
There are many issues and elements to consider when undertaking such planning, and a variety of responses can be made to different contexts and situations resulting from a specific humanitarian need.
Effective planning will facilitate monitoring and evaluation in any context.
As in any humanitarian response, monitoring and evaluation are essential for accountability and learning within the sector, although this becomes more important in cash transfer programming as actors gather evidence to support the rationale for such interventions
Effective planning and design for a cash programme are as essential as for any other humanitarian project.
CTP becoming increasingly possible across wider contexts and sectors
In CTP your objectives may need to be much less strictly defined or sector specific
Modality and payment selection from considered analysis of broad options
Programme, finance and logistics staff should work together from beginning to design payments, data needs, controls, and avoid delays
All conditions set for CTs need to be justified
Controls should be appropriate to amount of transfer and degree of risk.
Measured analysis of risks and selection of appropriate conditions, controls and mitigation measures is essential
Risks often have simple mitigation measures, best achieved through coordination and inter-agency learning
Monitoring and evaluation of both process and impact is essential for CTPs. This entails detailed definition of indicators, development of M&E tools, training of staff on data collection methodologies and analysis.
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CLOSING SESSION
THE WAY FORWARD The participants were interested on the post-training plans of the Afghanistan Cash Transfer Programming Community of Practice. This led to the way forward session which allowed participants to feed into the generic master plan and also for the national coordination team to share their plans with the participants. Below are some of the activities discussed. Table 13: Planned CTP Activities for first half of 2013 Activity Timeline (2013) Responsibility
1. Advanced CaLP training End of March Oxfam GB/NRC/ERM partners
2. Lounge of natioanal CALP website End of February Oxfam GB/NRC
3. Lesson Learnt Workshop End of February Oxfam GB/NRC
4. Publication of Technical Guidelines Beginning of March NRC
5. Technical Support, compliance monitoring field visits
On-going NRC/Oxfam GB
6. Case Studies, Videos/Publications On-going Oxfam GB/NRC
7. Regional CaLP trainings Next phase of project
8. HEA baseline From March Solidarites International
9. Cash/Voucher Working Group Meetings Monthly FSAC/OGB/AfghanAid/NRC
10. Training Workshop Report End of February NRC
CURRENT & PLANNED CTP PROJECTS BY AGENCY The facilitator requested the participant to share their current and planned CTP projects by modality and location. This was meant to ensure that he is able to follow-up and avail technical support or backstopping as well as requesting for updates, case studies, best practices etc, among others. Table 14: Current and Planned CTPs in Afghanistan shared by participants Agency Project Type - Payment Modality Location
Caritas Germany CFW and UCG – Direct cash
GoA – MOLSAMD Soft conditional cash – Direct cash Safety Net Project
Kabul, Badghis, Badakshan Samangan
ADA CFW and CCT - Direct Talal Abad – 12 districts
Medair Cash for Food/Conditional CTs –Direct Cash Bamyan/Any ERM province
CHA CFW, CCT and UCT – Direct cash Faryab
Afghanaid CFW, CCT and UCT – Direct cash Badakshan
Oxfam GB CFW, CCT and UCT – Direct cash Daykundi and Badakhshan
Save the Children CFW, CCT and UCT – Direct cash Balkh, Jawzjan, Faryab
PRB CFW, CCT for Pregnant and Lactating mothers and UCT for disabled, widows, Female HH heads – Voucher
Badakhshan
ERM Consortium (SI, PIN, Medair, ACF, Medair, Mission East
CFW, and UCT – Direct cash (flexible in ERM)
Balkh, Paktia, Samangan, Bamyan, Kabul, Daykundi, Ghor, Paktia
WFP Vouchers - Direct Mazar
Islamic Relief CCT- Cash for shelter Balkh
NRC CCT- Cash for shelter, UCT, CFW – direct cash
Heart, Mazar, Jalalabad, Kunduz, Samangan, Faryab
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BRIEF ABOUT THE EMERGENCY RESPONSE MECHANISM By Noemie Juricic, Emergency Coordinator, Solidarites International
Solidarites International (SI) is leading the Emergence Response Mechanisms consortium which is aimed at accessing and availing better support to populations in crisis or hit by a shock.The consortium comprises of SI, Action Contre la Faim (ACF), Medair, People in Need (PIN) and Mission East. It is funded by ECHO and covers Kabul, Samangan, Bamyan, Ghor, Daykundi and Badhakshan provinces. An increased coordination over the past years has seen the consortium forging relations with NRC and Oxfam GB and part of which is these joint trainings, assessments, quarterly meetings, mutual reviews of humanitarian tools, sharing lessons learnt and best practices, representation. This CaLP training is one of such events.
PRESENTATION FROM ROSHAN ON USE OF MOBILE PHONES IN AFGHANISTAN
The facilitator invited Roshan to share a presentation on their experiences on using M-Paisa in
Afghanistan. They shared that they have over 60% mobile phone coverage in the country and that they have agents in most of the parts of the country. They are currently involved in distributing salaries to civil servants including the police using the M-Paisa. They are also working with the humanitarian NGOs with agencies such as CARE already using the M-Paisa based pay roll and pay their vendors with the same. Roshan was involved in the DFID-funded M-Paisa project implemented by Action Aid, ACTED and Afghan Aid in 2012. This was the main subject of the meeting and DFID explained the background of the project, and that it was initially a drought response although it ended up being implemented during a period where there was a winter season and flooding – rendering a response to a number of catastrophes. The project was due to start in October 2011, but due to internal processes it only commenced in March, 2012. The GBP 1 Million 5 months project reached a total of 5,690 households across areas such as Faryab, Samangan and Jawzjan, with each household receiving 2 payments of Unconditional cash grants worth AFN 4,200 each. The total of AFN 8,400.00 was based on the food basket in the target areas. The payments were made through the mobile phone mechanism and Roshan was selected based on their experience in salary transfers using the same methodology and were a sole service provider with a wider coverage. There was agreement among participants of the need to consider this as an option to aid delivery and M-Paisa and cash programming should be an integral component of the response mechanisms both in best and in worst case scenarios in Afghnistan. They shared that they are currently working on evaluators on the following aspects as an evaluation of the project:
The impact and largely the outcome of the M-Paisa project, that is, how far it has responded and was able to meet humanitarian needs.
The Practicalities of mobile money transfer in the Afghanistan context
Data management
Spending trends analysis
Cost effectiveness and efficiency of the mechanism compared to in-kind support such as food aid and CFW.
On the overall the study will avail an opportunity for the Community of Practices to decide how they can engage with the private sector and mobile phone companies like Roshan and Etisalat. It seems there is need to engage with these companies and explore their capacities to handle a scaled up response and their willingness to negotiate associated costs should the Humanitarian world decide to scale up Mobile money initiatives. This may include discussions around their social responsibilities should they have any.
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CLOSING REMARKS By Astrid Sleeten, Norwegian Refugee Council Program Director
The NRC Program Director appreciated the participation of the different agencies and that she was impressed by their commitment towards cash programming. She indicated that NRC, Oxfam GB and the ERM Consortium comprising of SI, Medair, ACF, People in Need will continue to work closely and create an environment for the community of practice to learn. She explained the CALP partnership and the global steering committee functions and its new strategy of 2013-15 which is focused on:
• Development of institutional capacity • Development of leadership and coordination structures and operational partnerships • Evidence base on impact of CTP
The CALP basic and advanced trainings are some of the activities that will feed into these broader objectives. It was important that the humanitarian community in Afghanistan was interested in CTP and that the participants discussed the possibilities of using mobile phones to transfer money as NRC was already in the process of piloting the use of the modality in its shelter program. She shared the benefits NRC was already enjoying by moving from building people houses to supporting them with cash for shelter. These included over 60% increase in the number of houses at 46% less cost and how the agency realized an increase in occupancy from 74% to 88% as beneficiaries were constructing excellent quality structures and were satisfied at the use of cash as compared to in kind support. NRC has to monetize 80% of the project and is going make it 100% in 2013. She appreciated the other agencies projects which were shared during the training and hope that this event was used as a platform to cross-fertilize ideas and learn from each other. Working and learning together will ensure that an improved quality of aid is availed to affected populations and cash becomes an integral response mechanism and picked as an ideal option of choice where ever feasible.
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ANNEX 1: LIST OF PARTICIPANTS No Agency Contact Names Designation Email
1 Oxfam GB Abdul Habib EFSL Coordinator [email protected]
2 Mediar Jonelle Armstrong ERM Project Manager – Data
3 PIN Gul Rahman Deputy PM [email protected]
4 PIN Amin Janzad ERM Team Leader [email protected]
5 Solidarites Thai Son DAO ERM Program Manager
6 Solidarites Jawid Ahmad Omari ERM Area Manager [email protected]
7 Solidarites Erwin DARAGNÈS ERM Provincial Manager
8 Save the Children
Mohammad Daud Yaqubi,
Project Managers Balkh province
9 Oxfam GB George Bete EFSL Coordinator (Global)
10 Shelter for Life
Dena Lewerke Operations Support – M&E Manager
12 PRB Hashmatullah Project Manager [email protected]
13 WFP Mohammad Masoud Saqib
Programme Officer Cash and Vouchers
14 Islamic Relief Parwaiz Kharooti Senior Programme Officer
15 ACTED Hamed Rawand GIS/Database Manager
16 ACF Ezatullah Noori Grants Manager [email protected]
17 ACF Samuel Mamo ERM Project manager
18 MOLSAMD Noor Ahmad Hanifi Safety Net Provincial Coordinator
19 AfghanAID Fazalhadi Area coordinator [email protected]
20 ANDAMA Zabihullah Kakar Training Officer [email protected]
21 Caritas Germany
Sultan Waffy Project Monitoring [email protected]
22 Caritas Germany
Rahmatullah Hussainy Project Supervisor [email protected]
23 CHA M. Rasool Finance Officer [email protected]
24 ADA Dr. Shafiqullah AEOL Manager Shafial [email protected]
25 NRC Zabuhullah Afghani Shelter TL [email protected]
26 Oxfam GB Zia Noorp PHE [email protected]
27 Oxfam GB M.Rahim Popalzai Finance Assistant [email protected]
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ANNEX 2: WORKSHOP EVALUATION BY PARTICIPANTS
Most participants enjoyed group works, the venue, and time management. The first part of day one participants felt the facilitator was too fast but they all agreed from afternoon sessions it improved significantly.
ANNEX 3: WORKSHOP PHOTO GALLERY Picture 1: The participants, Kabul, Afghanistan, 2013
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Pictures 2 & 3: Presenters from the Group Works and Roshan Mobile Company Respectively
Picture 4: Participants receiving certificate a CD with all the training materials and extras
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REFERENCES2 ACF (2007). Implementing Cash-based Interventions – ACF Food Security Guideline. A Guideline for Aid Workers.
Adams, L. and P. Harvey (2006) Learning from cash responses to the tsunami: Issue Paper 1 to 6. ODI Humanitarian Policy Group, London: Overseas Development Institute
<http://www.odi.org.uk/HPG/Cash_vouchers_tsunani.html>
Ali, D., F. Toure and T. Kiewied (2005) Cash Relief in a Contested Area: Lessons from Somalia. Network Paper. Number 50. ODI Humanitarian Practice Network, London: Overseas Development Institute. <http://www.odihpn.org/documents/networkpaper050.pdf>
ALNAP (2006) Evaluating humanitarian action using the OECD-DAC criteria: An ALNAP guide for humanitarian agencies, London: Overseas Development Institute.
Cash and Vouchers Seminar, Geneva 18 – 19 May 2006, July 2006 version 1.0, International federation of Red Cross and Red Crescent Societies.
CIAT (2006) Enabling Rural Innovation in Africa Guide Series. A Market Facilitator's Guide to Participatory Agroenterprise Development, International Centre of Tropical Agriculture, <http://www.ciat.cgiar.org/africa/pdf/eri_guide2/contents.pdf> CRS, ICRISAT and ODI (2002) Seed Vouchers and Fairs: a Manual for Seed-Based Agricultural Recovery after Disaster in Africa, Catholic Relief Services, International Crop Research Institute
for Semi-Arid Tropics and Overseas Development Institute.
Harvey, P. (2007) Cash-based response in Emergencies, ODI Humanitarian Policy Group, London: Overseas Development Institute. <http://www.odi.org.uk/hpg/papers/hpgreport24.pdf>
Knox-Peebles, C. (2001) Impact Assessment of Save the Children’s Cash for Relief Project in
Legambo and Meket (Wollo), Ethiopia, London: Save the Children.
Oxfam GB (2006) Cash-Transfer Programming in Emergencies: A Practical Guide, Oxford: Oxfam GB. < http://publications.oxfam.org.uk/oxfam/add_info_024.asp>
2 Participants were encourage to take time and read the materials referenced, some of which were provided on CD
issued to each participant.