Case Studies & Tools
Our Case studies and Tools outline the approaches to accountability which have been tried and tested by HAP members. Although they do not contain 'absolute answers' on the approach to strengthening quality and accountability, many of these tools have been developed and implemented by teams who have been willing to explore new ideas.
HAP Principles of Accountability Poster (English version updated in March 2010), also available in: French, Spanish, Bangla, Urdu, Myanmar, Pashto, Sinhalese, Tamil, and Khmer as PDF files.
HAP 2007 Standard in Humanitarian Accountability and Quality Management (English version) is also available in: Amharic, Creole (Haiti), French, Georgian, Myanmar, Sinhala, Spanish, Tamil, and Urdu. The six benchmarks, contained within the Standard, have also been translated into Arabic.
The Guide to the HAP Standard (English version) - contains more tools and support in strengthening accountability and quality management. NOW IN FRENCH the tools section of The Guide to the HAP Standard, translated by the Danish Refugee Council in Abidjan, Côte d'Ivoire.
If you have a case study or tools you would like to share, we would like to hear from you: jmunn@hapinternational.org or erogers@hapinternational.org
Approaches to improving accountability in the field
Promoting and sharing good practice
**NEW**Sungi's Cash for Choice Project; Process Monitoring and Evaluation (Sungi, 2009). The purpose of the Process Monitoring Evaluation (PME) was to determine the overall effectiveness and outcome of the Sungi Cash for Choice program activities for activities in Pakistan.
In a piece entitled, Resilience in Darfur, Lisa Henry (DanChurchAid, 2009) describes the current, August 2009, circumstances in a number of refugee camps. Lisa was with the first team from the ACT International (Action by Churches Together) donors to visit the camps since President al-Bashir ordered 16 humanitarian organisations out of Sundan in March.
Monthly Community Engagement Best Practice Awards were used by World Vision’s Sri Lanka Tsunami Response Team (LTRT, 2007) to recognise good practice and share learning between offices. Awards were given to Batticaloa and Jaffna offices for their constructive communities project, Hambantota office for their community information provision meeting, and Matara office for their economic recovery community transition programme.
Good practice guidelines on beneficiary accountability
Humanitarian Accountability Team WV Lanka: A Case Study (World Vision, 2009) provides the reasons behind the development of HAT along with its scope of work, implementation, lessons, resources developed and future plans as a way to share these experiences with other agencies.
Disaster Management Team Good Practice Guidelines: Beneficiary Accountability (Tearfund, 2008) puts the importance of accountability in the context of the organisational values, outlines practical steps for improving accountability in the field based on the HAP benchmarks, and contains examples.
Resources for quality and accountability
**NEW** Quick Reference – ideas for resource allocation to support accountability (HAP, 2010) some ideas to aid development of emergency response project proposals that can be adapted based on programme focus and context.
The Uganda case study (Medair, 2008) -in Patongo, Northern Uganda, Medair appointed a Beneficiary Accountability Officer in 2008 who works full time on communicating with the communities we serve, measuring progress against our objectives and responding to community complaints and requests.
North Kenya Programme's approach to improving accountability and Accountability to Beneficiaries in Kashmir (Tearfund, 2007) - in North Kenya and Kashmir, Tearfund hired a dedicated Beneficiary Accountability Officer(s) to provide operational support to staff in improving accountability practices and integrating them into existing project plans. Both case studies give an overview of the activities undertaken to strengthen information sharing, participation, and complaints handling, and note observed advantages and lessons learnt.
Why Do Accountability? A Business Case From Sri Lanka (World Vision, 2008) outlines the advantages observed by the Sri Lanka Tsunami Response Team as a result of mainstreaming quality and accountability through a separate Humanitarian Accountability Team, and the enabling factors that led to these, including the role of senior leadership, communication, financial and human resources and technical specialists.
Medair has provided three updates on their activities to improve beneficiary accountability and participation throughout their operational programmes in Madagascar, Somalia and Somaliland, and southern Sudan.
Self-assessments for reviewing accountability
**NEW** Self-assessment methodology used to review agency accountability during the response in northern Sri Lanka (ACTED, 2009). This case study summarises the approach and methodology used to examine practice against the HAP 2007 Standard in a context where access to project beneficiaries was highly restricted.
Self-assessment methodology used by agencies responding to Cyclone Sidr in Bangladesh (HAP, 2008) – summarises the approach undertake to review practice using the HAP Standard at one project site, including seeking feedback from cyclone-affected communities and beneficiaries.
Self-assessment questions on the 6 benchmarks in the HAP 2007 Standard provide a starting point for reviewing your agency's level of humanitarian accountability. Responses can then be compared to project level data.
Focus Group Discussion guidance notes (HAP, 2008) developed by HAP to use with volunteers and beneficiaries of a World Vision community kitchen project in Zimbabwe, provide an example of how accountability can be reviewed at project level.
Structured discussion guides for beneficiaries and staff (World Vision, 2008) were developed in Sri Lanka in order to evaluate the impact of their Humanitarian Accountability Team. Also available in Creole and French.
Humanitarian Accountability Team Lessons Learned: Perspectives from Communities and Staff (World Vision, 2007) details the methodology used to evaluate the impact of their Humanitarian Accountability Team in Sri Lanka, and findings from this.
Community Voting Notes (Oxfam GB, 2008) form part of the staff toolkit, and are for staff to use with communities to seek feedback on a range of programme-related issues, including accountability of the agency. This includes a few example questions that could be used with this method to assess degrees of accountability.
Developing an accountability workplan
Developing a country-level accountability work plan - the process (Muslim Aid Bangladesh, 2008) outlines the steps taken to strengthening accountability and quality management over a period of twelve months following Cyclone Sidr. This includes the process followed with staff in developing a country-level accountability work plan.
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Humanitarian Accountability Frameworks
What is a Humanitarian Accountability Framework? A Humanitarian Accountability Framework (HAF) is a set of definitions, procedures and standards that specify how an agency will ensure accountability to its stakeholders. It includes a statement of commitments, a baseline analysis of compliance and an implementation policy, strategy or plan. Guidance on developing an Accountability Framework can be found in The Guide to the HAP Standard (see in particular pages 19-29).
Humanitarian Accountability Frameworks can take many forms. Below are a few examples from HAP Member agencies who have publicly available HAFs:
- Tearfund’s HAF was formally adopted in February 2008. See the Tearfund website for how this has been summarised for the general public.
- CAFOD’s HAF was formally adopted in February 2009. See the CAFOD website for how this has been summarised for the general public.
- Danish Refugee Council’s global HAF is available via their website in English, French and Russian, alongside country specific HAFs including those for Kosovo, Lebanon, North and South-Caucuses and West Africa. In addition DRC’s Accountability Improvement Plan reviews their status against their global HAF and outlines outstanding tasks for strengthening the implementation of their commitments.
- DanChurchAid's most recent HAF (September 2008) is available on their website along with an entire page devoted to explaining their commitments to humanitarian accountability standards.
For other examples see the Certification section of our Resources Library.
Case studies on developing a Humanitarian Accountability Framework (HAF)
**NEW** Developing and implementing a contextualised HAF (Danish Refugee Council in Sri Lanka, 2009) includes steps in development; implementation and sharing with staff, partners and beneficiaries; how affected-communities can now hold DRC to account; and learning from the process. The latest version of DRC's HAF for Sri Lanka programmes is available via their website.
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Transparency
Policies, procedures and guidelines on information sharing
**NEW** Information provision guidelines (World Vision Field Tool Haiti) 2010- also available in Creole and French. Guidelines on how to provide information to communities that will shortly be rolled out be World Vision.
What is a non-disclosure policy? (HAP International, 2008) This document suggests how agencies may want to include a non-disclosure policy to explicitly outline the information an agency will and will not make public.
Open Information Policy (OPI) (Christian Aid) outlines the organisational commitment to transparency and the six main areas of information that will be shared with supporters, partners and the people who they work with.
Public Information Board Notes (Oxfam GB, 2008) this forms part of the staff toolkit, highlighting pros and cons and points to consider when using information boards, and lessons learnt on what makes a good bulletin board.
Need to Know List (Oxfam GB, 2008) guides staff when communicating about programmes to ensure availability and consistency of information.
Information sharing case studies and examples of good practice
**NEW**Practical HAP examples in Zimbabwe (DanChurchAid, 2009) outlines a few practical examples of how HAP Principles can be used at project sites while working with partners, including a couple of examples related to informaiton sharing.
Leaflet for staff: Code of Conduct (Save the Children, 2008) – produced for field offices to communicate to staff what Save the Children considers unacceptable behaviour for staff as outlined in their code of conduct.
Booklet: to raise the awareness of beneficiaries about the Program Participant Protection Policy (Concern Worldwide Ethiopia, 2008) – using a series of pictures this booklet clarifies the responsibilities of Concern staff and the standards of behaviour that beneficiaries can expect of them.
Creating information centres in Myanmar (Save the Children in Myanmar, 2009) outlined the experience of operating Information Centres in the Delta region along side their food distribution services. The Centres provide information on the programme, distribution process and locations, as well as allow community members to feedback to agency staff with questions, complaints and suggestions. Also translated into French.
Community notice boards to increase transparency (Tearfund, 2007) outlines the experience of setting up community notice boards in ten villages in Northern Kenya in order to share information with communities. Despite low levels of literacy several positive impacts were observed and this case study outlines a number of lessons learnt.
Leaflet: Complaints Mechanisms Procedure Uganda (Danish Refugee Council, 2008) example leaflet used to communicate the basics about their complaints and response mechanism with community members.
Leaflet: Sidr Special Bulletin (Muslim Aid, 2008) example leaflet used in Saraonkhola Bangladesh to communicate project plans with a range of stakeholders, including beneficiary communities.
Construction of Pustu (primary health clinic) on Nias Island, Indonesia. (Medair, 2008) Medair Indonesia erected and began utilising signboards in the villages of Marao, Tuhemberua, Meluo, Hilliweto and Sifaoro’asi on Nias Island. In May, further signboards were put up in Camat Lolowau, SMP Hiliotalua, Kolotano, Hiliwaebu and Loloana. Each signboard contained information on: Medair in general, Medair Nias and information about what Medair is doing in the village (with some pictures).
'Young Voices, Big Impressions' (Save the Children in Myanmar, 2009) produced a child friendly report based on an external evaluation. The report will be translated into Myanmar and provided to the children who were consulted during the evaluation.
Key messages for distributions – in Creole (World Vision in Haiti, 2010) – one pager handed out at distributions outlining who we are, what we do, and key protection messages.
Financial Transparency
Top Tips on Beneficiary Reporting (MANGO, 2008) is aimed at helping agencies take into consideration the what, how and why's of financial transparency to complement information shared about operational activities.
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Participation
Tools on participation
Community Activity Logs (Oxfam GB, based on a tool developed by Concern Worldwide, 2008) can encourage active participation, and enable communities to follow-up on actions promised by visitors.
Case studies on beneficiary participation
Participation in Shelter project - from design to implementation and monitoring (Muslim Aid Bangladesh, 2008) captures the approach used to engage with beneficiaries in designing and implementing as part of Muslim Aid’s shelter project following Cyclone Sidr. An extract has been translated into French.
Tool for capturing main points from community meeting (Muslim Aid Bangladesh, 2008) used as part of Muslim Aid’s shelter project following Cyclone Sidr. Also translated into French.
'Young Voices, Big Impressions' (Save the Children in Myanmar, 2009) produced a child friendly report based on an external evaluation. The evaluation was designed to have children's participation as a critical component, as in the end children are the main beneficiaries. The report will be translated into Myanmar and provided to the children who were consulted during the evaluation. Alongside the Evaluation report, Save the Children in Myanmar also prepared a brief note on the Process and Methodology used.
Participatory beneficiary selection process and Community Monitoring Committees (Concern Worldwide, 2008) were developed with their partners following Cyclone Sidr in Bangladesh to increase levels of participation as part of their rehabilitation projects. The CMCs also play a key role in the complaint handing mechanism that was piloted.
3D Animation for Community Mobilisation and Accountability (World Vision, 2007) outlines an approach used by the Sri Lanka Tsunami Response Team (LTRT) to facilitate increased participation, through improved understanding and discussion leading to greater community cohesion.
Beneficiary Reference Groups (BRGs) (Tearfund, 2007) were created and trained to increase community participation as part of programmes in Northern Kenya. This case study includes the ToR used to select members of the BRG and how they were established in each community, and results observed as a result of these groups.
Beneficiary Accountability in Afghanistan (Medair, 2008) The methodology of this project ensures that the beneficiaries will be involved in determining the outcomes of the project according to their identified needs and requirements.
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Staff Competencies and Building Awareness
Material for building staff awareness on quality and accountability
**NEW** Thinking about impact – a study from Cyclone Sidr (participants handout) and accompanying facilitator notes (HAP, 2010). This real-life example can be used to generate discussion on quality and accountability (in particular exploring the impact of this), as an introduction to the benchmarks of the HAP 2007 Standard, and to start thinking on how the Sphere Standards and HAP Standard ‘fit together’. The participants handout is also available in French and Creole (facilitator notes coming soon).
**NEW** Scenario for discussing accountability and quality - The Bus Service (HAP, 2010). Developed as part of a HAP deployment to Sri Lanka, this scenario with accompanying facilitator notes has been used with NGO staff to start discussions on quality and accountability and introduce the benchmarks of the HAP 2007 Standard. Good for generating lots of discussion! Also available in Creole and French.
Spanish Accountability Awareness and Training tools: Christian Aid have translated a number of tools into Spanish as part of their on-going promotion of humanitarian accountability. Here are just some examples of the handouts Christian Aid share with partner staff as part of their accountability self-assessments.
Reparar Mi Bicicleta exercise
Herramientas para utilizar con miembros de personal
Encuesta de prácticas de rendimiento de cuentas - para contrapartes de la agencia
Consulta con los Beneficiarios
Informe de auto evaluación - formato posible (HAP)
Formato para informe a corto plazo
Christian Aid has also developed some accountability cartoons (in Spanish and in English) that used to introduce humanitarian accountability to staff and partners for internal training sessions.
Quick reference tools for staff (examples)
Quality and Accountability in New Emergencies, Quick Reference for Staff (HAP, 2008), also available in French.
"Who we are " and the Red Cross Code of Conduct - in Creole (World Vision in Haiti, 2010) quick reference tool for staff.
WASH Protection checklist - in Creole and English (World Vision in Haiti, 2010) quick reference tool for staff going into the field.
Case studies on building staff capacity
Disaster Response and Resilience Learning Project (Save the Children in Myanmar, 2009) was developed to enhance humanitarian capacity following Cyclone Nargis. The project targeted staff from national and international NGOs, using an innovative learning approach to increase awareness of concepts and principles related to humanitarian work.
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Complaints handling
Tools for developing and running complaints handling mechanisms
Complaint Mechanism Handbook 2008 (Danish Refugee Council, 2008) focuses on how to establish complaint mechanisms in humanitarian projects. Aimed at practitioners and managers this handbook includes a step-by-step guide, as well as practical tools and exercises to help staff think through the process of designing a tailored complaint and response mechanism.
Complaint and Response Mechanisms: A Resource Guide (World Vision Food Programme Management Group, 2009) – contains a collection of resources for establishing and implementing a formal complaint and response mechanism, with a focus on Community Help Desks and Suggestion Boxes, as part of World Vision food distributions in a broad range of contexts.
Steps in Complaints Handling (World Vision Field Tool Haiti, 2010) (also available in Creole and French) summarises on one page key steps in setting up and running a complaints mechanism.
Community Complaints Cards (World Vision, 2007) pictorial cards developed by Sri Lanka Tsunami Response Team (LTRT) to facilitate participation of community members in the design of a locally appropriate complaint and response mechanism.
Community Complaints Fact Sheet (World Vision, 2007) was prepared to sensitise staff to the concepts of community complaint mechanisms, including dos and don’t of receiving complaints.
Tools for understanding existing complaints handling practice
**NEW** Community Feedback Log (World Vision Field Tool Haiti, 2010) (also available in Creole and French). A transitional feedback mechanism put in place during the initial phase of the response designed primarily to capture allegations of inappropriate behaviour by staff and consistent or higher priority complaints. Volunteers will be trained on accountability and using this form, before a more systematic complaints and response mechanism is developed.
Complaints and Response Mechanism Questionnaire (developed by HAP for World Vision’s Food Programme Management Group (FPMG), 2007) was designed to gather information, relevant to complaint and response mechanisms, on the diverse contexts within which WV FPMG operates, map out existing complaint and response practice, and identify resources and support needed to implement complaint and response mechanisms in all WV food projects.
CRM Questionnaire for understanding existing practice among partners in handling complaints (developed by HAP for Save the Children, 2008). This questionnaire was designed as a starting point to strengthening partner complaint handling capacity, by understanding current practice.
Community Complaints Agency Self-Audit (World Vision, 2007) aims to help programmes and agencies evaluate the strengths and weaknesses of existing complaints management practices based on 14 different elements. This can then be used as a basis for identifying areas for improvement.
Lessons learnt from Malawi (DanChurchAid) provides an overview of the lessons learnt relating to DanChruchAid's implemention of Complaints and Response Mechanisms with partners in Malawi.
Policies, procedures and guidelines in complaints handling
Public Complaints Policy (Oxfam GB, 2007) outlines the organisational-wide commitment to establish a variety of mechanisms to encourage feedback and complaints about its work from all stakeholders from UK-based supporters to humanitarian beneficiaries. It’s implementation is supported by procedures and divisional-specific guidelines (see below).
Implementing Oxfam Public Complaints Policy in the International Division Guidelines (Oxfam GB, 2007) supports the implementation (see above).
Generic Complaints Message to be Printed on the Back of Ration Card (Oxfam GB, 2008) - specific tools that form part of their staff toolkit also support the implementation of it’s public complaint policy.
Code of Conduct (HAP, 2008) sets out what is considered to be unacceptable behaviour for staff and consultants, and the disciplinary procedures that will be followed to hold employees to account in the case of misconduct. It also details what staff should do if they develop concerns of suspicions regarding violation of the Code of Conduct.
Building Safer Organisations Guidelines (BSO-HAP, 2008) assist trained investigators and managers to implement good investigation practices in the field. The Guidelines build on the IASC’s draft Model Complaints and Investigation Procedure and Guidance, and accompany organizations from the first step of designing accessible complaints mechanisms to the final step of writing the investigation reports.
**NEW** NGO checklist for developing or revising codes of conduct (HAP 2010) is a checklist for organisations developing or revising their code of conduct. This checklist includes critical questions to consider as an organisation and policies or statements to include in any code of conduct.
Policy Guide and Template; Codes of Conduct (People in Aid, 2008) is a policy guide on developing codes of conduct.
Case studies on complaints handling mechanisms
Cambodia: Complaints mechanisms case study (CARE, 2006) - established in 2005 allowing complaints to be lodged through one of three channels: Committees for Addressing Complaints (CAC), complaints boxes or a complaint telephone line. Details about the mechanism were outline in the policy (see below).
Cambodia: Complaints mechanism policy (CARE, 2005) outlines details about the process that will be followed for community and staff complainants, as well as details about the committee composition, who can complain and what complaints can be raised.
Darfur: Beneficiary feedback tools (Medair, 2005) – gauging levels of satisfaction via household surveys and patient voting.
Kenya: Suggestion boxes for community feedback (Tearfund, 2007) were established to complement their Beneficiary Reference Groups by providing a channel by which more sensitive complaints could be raised anonymously. Also translated into French.
Myanmar: Creating information centres (Save the Children in Myanmar, 2009) to provide information and allow community members to feedback to agency staff with questions, complaints and suggestions. Also translated into French.
North Caucasus: Summary of Information and complaints mechanism (Danish Refugee Council, 2005) – summarises the complaint mechanism established as part of its monthly distribution of food and non-food items to 250,000 beneficiaries. The mechanism was facilitated through the existing nine information centres receiving up to 10,000 visitors per month, and focused on complaints related to beneficiary status. Also translated into French.
North Caucasus: Review of complaints mechanism (conducted by HAP for the Danish Refugee Council, 2005) to assess the efficiency, effectiveness and impact of this mechanism.
Pakistan: Complaint mechanism (Tearfund, 2007) in response to the Kashmir earthquake, a mechanism was set up which allowed community members to use one of three channels to raise complaints, these were then processed and a response given within seven days.
Pakistan: Complaints Handling Mechanism as part of earthquake response programme (Medair, 2006) - establishing a daily ‘complaints hour’ for receiving complaints, leading to the identification and inclusion of 290 wrongly excluded families. Also translated into French.
Senegal: Case Study into Complaints handling (OFADEC, 2009) - in May 2008 OFADEC received a complaint in relation to their programme for scholarship funding to Refugee students, the programme is implemented by OFADEC and funded by UNHCR and the German Government. Refugee students sent a complaint to UNHCR claiming that they had not received their full support and suggesting that OFADEC may be responsible. This case study highlights OFDEC's handling of the complaint including the lessons learnt and outcome.
Sri Lanka: Pilot complaint handling mechanism (Medair, 2005) - inviting complaints over a 10 day period and establishing a complaints evaluation committee to review these to improve community trust.
**NEW** Timor-Leste: Establishing a Complaints and Response Mechanism (CARE International, 2009). In 2008 CARE established a pilot CRM to prevent and respond to incidents of sexual exploitation and abuse in their partner communities. The goal of the project was to raise community and staff awareness of the code of conduct for staff behaviour and to minimise the risk of sexual exploitation and abuse by CARE International Timor-Leste staff. This case study captures some of the challenges and lessons learned in order to inform the development of additional or future response mechanisms. Also translated into French.
Zimbabwe: Child’s feedback committees (Save the Children UK, 2004) were formed to collect feedback, complaints and suggestions to improve the programme. Each committee elected a representative who fed back to an independent ‘ombudsperson’ that provided the core point of contact between the committees and the programme. Through these committees children raised issues around the allocation of food aid within households, the marginalisation of orphans, and cases of child abuse.
Zimbabwe: Community ‘help desks’ video (World Vision, 2009) produced by World Vision in Zimbabwe this video provides shows their approach to meeting Benchmark 5 on complaints and response mechanisms from the HAP 2007 Standard by setting up community help desks at all food distribution points.
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Working with partners
Case studies on working with partners
**NEW** From a Partners Perspective (Christian Aid, 2009). In 2007, Christian Aid supported the training of key programme staff from CCSMKE on downward accountability by HAP. Following agreement from staff that these issues were crucial to achieving better effectiveness, an action plan was developed to roll out HAP principles in programme work. Processes adopted by CCSMKE to increase accountability have included information sharing on project budgets, community planning sessions, project committee and community participation in monitoring and evaluation. The benefit of this focus on accountability has already started to be seen in the communities that CCSMKE supports and is outlined in this case.
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Etudes de cas et outils en Français et Créole
Nos études de cas et des outils définissent les approches de redevabilité qui ont été essayées et testées par les membres de HAP. Bien qu'ils ne contiennent pas de «réponses absolues» pour renforcer la qualité et la redevabilité, beaucoup de ces outils ont été développés et mis en œuvre par des équipes disposées à explorer de nouvelles idées. Ci-dessous une sélection d'études de cas et d’outils qui ont été traduits en français. Nous allons ajouter à cette collection au fil du temps.
Si vous avez une étude de cas ou des outils que vous souhaitez partager, veuillez contacter Jamie Munn jmunn@hapinternational.org ou erogers@hapinternational.org
Resources HAP
Poster des principes de redevabilité HAP (dernière version Mars 2010), assui disponible en Anglais.
La norme HAP 2007 de redevabilité humanitaire et de gestion de la qualité, assui disponible en Anglais et Creole.
La section des outils du Guide pour la Norme HAP 2007 (version complète du Guide seulement disponible en Anglais)
Qualité et redevabilité durant les actions d’urgences, références rapides pour les humanitaires, assui disponible en Anglais
Référence rapide : Implication pour travailler en partenariat : les implications de l’application de la Norme HAP 2007 pour les agences travaillant en partenariat, assui disponible en Anglais
Renforcer la redevabilité
Guide pour conduire des discussions de groupes concernant l’évaluation de la redevabilité (outil de World Vision Haiti). Ce guide est utilisé par World Vision pour conduire des évaluations de redevabilité intégrées en leur plan de redevabilité (suite de la phase d’urgence). Assui disponible en Anglais et Créole.
Partage de l’information
Lignes directrices (outil de World Vision Haiti) – Ces lignes directrices sur l’accès à l’information des communautés seront mises en œuvre sous peu par World Vision. Assui disponible en Anglais et Créole.
Créer des centres d’informations au Myanmar (Safe the Children Myanmar) – ce document raconte l’expérience de faire fonctionner des centres d’informations dans la région du delta, intégrés aux points de distribution alimentaire. Les centres disséminent de l’information sur le programme ainsi que le processus et les lieux de distribution, En outre, ils permettent aux membres de la communauté de faire part de remarques, de suggestions et de plaintes à l’agence. Assui disponible en Anglais.
Messages-clés pour la distribution en Créole (World Vision Haiti) – Flyer distribué lors des distributions expliquant qui nous sommes, ce que nous faisons et quels sont nos messages-clés.
Participation
Un résumé: Participation au projet « abris temporaires » - de la conception à la mise en œuvre et le suivi (Muslim Aid Bangladesh). Cette étude explique l'approche utilisée pour engager les bénéficiaires dans la conception et la mise en œuvre du projet d'abris temporaires de Muslim Aid suite au cyclone Sidr. La version complète est disponible en Anglais.
Outil pour capturer les points principaux de réunions communautaires (Muslim Aid Bangladesh) utilisé dans le cadre du projet d’abris temporaires de Muslim Aid suite au cyclone Sidr. Assui disponible en Anglais.
Compétences professionnelles
Réflexion sur l’impact – une étude réelle du cyclone Sidr (HAP, 2010) - fiche pour les participants. Assui dsponsible en Anglais et Créole.
Scénario pour discuter de la redevabilité et qualité: Le service d'autobus - Développé dans le cadre d'un déploiement HAP au Sri Lanka, ce scénario a été utilisé avec le personnel des ONG afin d'engager des discussions sur la qualité et la redevabilité et d’introduire les critères de la norme HAP 2007. C’est un outil excellent pour créer un forum de discussions très animées! Assui dsponsible en Anglais et Créole.
Outils de référence rapides pour les employés (exemples):
+ La qualité et la redevabilité durant une urgence humanitaire – assui disponible en Anglais.
+ « Qui sommes nous » – et le code de conduite du Mouvement International de la Croix-Rouge et du Croissant-Rouge
+ WASH protection checklist – Disponible en Anglais et Créole (World Vision Haiti) – outil de référence rapide pour des employés de terrain.
Gestion des plaintes
Outil de reactions communautaires (World Vision Haiti) – Un mécanisme transitionnel, instauré durant la phase initiale de la réponse humanitaire, désigné surtout pour recevoir des allégations de comportements inappropriés de la part des employés ainsi que d’autres plaintes prioritaires. Des volontaires seront formés en redevabilité et comment utiliser cet outil avant de développer un mécanisme de gestion des plaintes plus soutenu. Assui disponsible en Anglais et Créole.
Le traitement des plaintes, étape par étape (outil de World Vision Haiti). Assui disponible en Anglais et Créole.
Kenya: Des boîtes à suggestions de la communauté (Tearfund) ont été créées pour compléter leurs groupes de référence des bénéficiaires, en fournissant un canal par lequel les plaintes plus sensibles pouvaient être soulevées de manière anonyme. Assui disponsible en Anglais.
Myanmar: Création de centres d'information (Save the Children au Myanmar) : Ces centres disséminent l’information et donnent aux membres de la communauté la possibilité de faire part de remarques, de suggestions et de plaintes à l’agence. Assui disponible en Anglais.
Caucase du Nord: Dissémination de l’information et mécanisme de gestion des plaintes (Danish Refugee Council) - résume le mécanisme de gestion de plaintes établi dans le cadre de la distribution mensuelle de denrées alimentaires et d'articles non alimentaires à 250.000 bénéficiaires. Le mécanisme a bénéficié des neuf centres d'information existant et recevant jusqu'à 10.000 visiteurs par mois,mettant l'accent sur les plaintes liées au statut de bénéficiaires. Assui disponible en Anglais.
Pakistan: mécanisme de gestion des plaintes dans le cadre du programme de réponse au tremblement de terre (Medair) – Ce mécanisme instaurait une « heure quotidienne de plaintes » pour recevoir les plaintes, aboutissant à l'identification et l'inclusion de 290 familles exclus à tort. Assui disponible en Anglais.
Timor-Leste: Établissement d'un mécanisme de gestion des plaintes (CARE International). En 2008, CARE établit un pilote CRM visant à prévenir et à répondre aux cas d'exploitation et d'abus sexuels dans les communautés-partenaires. L'objectif du projet était d'accroître la sensibilisation de la communauté et du personnel du code de conduite pour le comportement du personnel et de minimiser le risque d'exploitation et d'abus sexuels par le personnel de CARE International au Timor-Leste. Cette étude de cas met en évidence certains des défis et des leçons apprises dans le but de contribuer à l'élaboration de mécanismes de gestion des plaintes supplémentaires ou à venir. Assui disponible en Anglais.
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Updated: March 2010
