the consolidated appeal process rome, 9-10 may 2012 cap section unocha/cap

1Office for the Coordinationof Humanitarian Affairs (OCHA)

CAP (Consolidated Appeal Process) Section

The Consolidated Appeal ProcessRome, 9-10 May 2012

CAP Sectionwww.unocha.org/cap



OUTLINE

PART I – THE CAP AND THE PROGRAMME CYCLEPART II – ROLES & RESPONSIBILITIESPART III – PROJECT DESIGN & ASSESSMENTCONCLUSIONS



PART I: THE CONSOLIDATED APPEAL PROCESS

Much more than an appeal for money…

The programme cycle includes:

•(Preparedness)

• Assessment

• Joint planning and response

• Information management

• Resource mobilisation

• Monitoring

• (Transition)



Needs assessment

Joint planning

Resource mobilisation

Monitoring



An inclusive, coordinated programme cycleAssessment

Joint planning – strategic level

Joint planning – detailed

operational level

Resource allocation

Monitoring



OCHA CAP Section

Main types of activities in consolidated appeals

• Life-saving: actions that within a short time span remedy, mitigate or avert direct loss of life, physical and psychological harm or threats to a population or major portion thereof and/or protect their dignity

• Time critical: necessary, rapid and time-limited actions and resources required to minimize additional loss of lives and damage to social and economic assets. It relates to the opportunities for rapid injection of resources to save lives either in complex emergencies or after natural disasters

• Source: CERF guidelines



PART II: ROLES AND RESPONSIBILITIES

Who is involved in the CAP? Resident/Humanitarian Coordinator UN agencies (field and HQ) NGOs Red Cross/Red Crescent Movement Donors Affected country government and populations



Resident/Humanitarian Coordinators

lead support

trigger

liaise

participate

ensure

advocate

decision-maker



Cluster coordinators

leadvet

develop

monitor

consult

gather

advocate

update

revise

assess



Agency/partner role

participate

proactive

implement

report

engagement

develop



OCHA CAP Section

What should cluster/members be doing in the field?

• Be proactive in the CAP process• Participate in sectoral needs assessments• Help develop sector response plan• Present realistic project proposals• Engage individually with donors• Implement projects • Report on activities (to FTS)



Agency HQ role

support review report advocate



PART III: PROJECT DESIGN & ASSESSMENT

What defines a good humanitarian projectSelection and prioritisationGender markerCluster Indicators



Building a consolidated appeal

• The Common Humanitarian Action Plan– Comprises the common elements of a consolidated appeal,

including contextual and needs analysis, scenarios, boundaries and scope of action, strategic objectives, project selection and prioritisation criteria

• The cluster response plans– Comprise objectives that operationalise one or more of the

strategic objectives, and include their own objectives, activities, outcomes, indicators, and monitoring plan

• The projects– Designed to respond to one or more of the cluster’s objectives,

and must meet the cluster’s and appeal’s selection criteria.



Cluster response plansSUMMARY BOX AFFECTED POPULATIONS AND

BENEFICIARIES NARRATIVE AND LOGFRAME

Cluster lead agency

Categories of affected people

Needs analysis

Cluster member organizations Response strategy/approach

Number of projects

Cluster objectives

Number of people in need

Assumptions and risk

Number of beneficiariesInterrelation of needs with other clusters/sectors

Funds required

Targeted Beneficiaries

Coverage of needs with actors not in the CAP

Funds required per priority level Monitoring strategy

Contact information Logframe



Cluster response plans:key challenges

Cluster objectives clearly linked to strategic objectives Defining the categories of affected people, the number of

people in need, and the targeted beneficiaries MAPPING: CAP and non-CAP actors and activities Demonstrating no duplications or gaps Clear needs assessments information and concise needs

analysis



Projects

Vetting InclusionSelection

Design

Prioritisation



Project vetting

‘‘Each CAP, and therefore each project selected for the CAP, should truly deserve 100% funding’’

All projects must: be based on assessed needs address a cluster objective work towards achieving a strategic objective be feasible for the proposing organization be feasible within the CAP-time frame be reasonably budgeted



Project vetting: case study from Somalia

Project criteria set at CAP workshop

Sector coordination groups agree on sector objectives and priorities

TECHNICAL REVIEW:Sector chairs + NGO rep

SENIOR REVIEW:Country Reps of UN agencies

+ 2 NGO reps

Organizations submit projects

Project included

Project rejected



Sample criteria for project prioritization

organizational criteria

demographic criteria

geographic criteria

sector criteria

temporalcriteria

gender-marker criteria

other context-specific

criteria



Priority

Compiled by OCHA on the basis of information provided by appealing organizations.

Table II: Requirements per priority level

Consolidated Appeal for Central African Republic 2012 as of 15 November 2011

http://fts.unocha.org

Original Requirements ($)

20,313,085 IMMEDIATE

80,599,110 HIGH

33,545,539, , MEDIUM

Grand Total 134,457,734

An example of good practice



January

October April

July

CAP: Key dates Programme Kick-Off

Conference (mid Jan)

Mid-Year Conference (mid July)

Local launches

Global Launch of the Consolidated Appeal

(end Nov)

CAP Field-Workshop: (Aug/Sept)

MYR process(May - June)



Consolidated Appeal Process (CAP) http:// www.unocha.org/cap

Financial Tracking Service (FTS) http://fts.unocha.org

Online Project System (OPS) http://ops.unocha.org

Inter-agency Standing Committee (IASC) http:// www.humanitarianinfo.org/iasc

For further information:

the consolidated appeal process rome, 9-10 may 2012 cap section unocha/cap

Documents