OVERVIEW Learning Needs Assessment 8 th November 2017

OVERVIEW Learning Needs Assessment 8 th November 2017 Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 1

Section 1 ASSESSMENT FINDINGS Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 2

Basic stats on survey respondents § § § Organisation IMPACT-REACH; 1 Responses collected up to 8 th November 70 in total: 64% men, 33% women 2 respondents were from WASH and 1 from FSL Mostly from IFRC, CRS, NRC, Hf. H, Tearfund More than half are Shelter practitioners 62% are TAs or mid-level managers UN; 1 UNHCR; 2 N/A; 12 Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 3

Learning preferences § § Face-to-face training is preferred to online training It should be combined with on-the-job opportunities to practice and receive mentoring Training materials will be developed in English Recommendation: subscribe to relevant Community of Practices and Discussion Groups Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 4

Guidance for market-based programming § § § More than 40% of the respondents are not familiar with MBP guidance or do not know about it Almost 2/3 of them think it is urgent for the Cluster to develop guidance on legal framework and land tenure assessment The other two most urgent assessment guidelines to be developed are – Rental market assessment – Labour market assessment Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 5

Top 20 training topics based on frequency of “high learning need” However, 20% or more of the respondents categorised the following as “low” learning needs: § Develop and roll out tools to monitor service markets § Develop Rf. P for the selection of financial service providers § Assess the organisation/office fitness to implement CTP Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 6

Least relevant training topics Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 7

Final recommendations § § § § Shelter programmes would benefit from a greater awareness of CTP to broaden the scope of different, available response modalities in different contexts. The poor level of awareness and capacities limits responses to what is already known and perceived as safe, without adapting to new technologies. Need for better understanding of CTP and how this may compliment other in-kind modalities over the response cycle. The sector would benefit from actors having a good knowledge and understanding of the model for coordination and funding of shelter related CTP (including practicalities around cluster/WG roles and responsibilities, appeal budget lines, decision making processes on standards, IM, reporting, etc). Obviously a pre-requisite is that such a model exists and is clearly defined and agreed between key partners Better understanding of the role shelter actors can play in providing greater market awareness as some humanitarian donors move towards single provider MPC modalities On advocacy, it would be great to have a module on advocacy for cash vs contractor based approaches and market vs in kind approach, to support to technical staff learning how to influence decisions in this sense during emergency responses (with country offices, government authorities etc. ) Assessment of the labour market; and capacity and impact on rental are both areas of weakness. There is a perceived threat that monitoring of construction quality and training will be left out and cash will be dumped. Evidence for the effectiveness (or not) of CTP is needed, also to compare well cash/shelter programmes vs lightly monitored projects. Need a training module focussing on risk analysis on each cash modality and in particular mitigation measures to ensure quality (of materials, labour, services. . . ) and safety standards in the building sector. Organizations may already have CTP guidance under their Emergency/Field Operations Manual. It'd be best to have a simple set of principles, and then in-depth guidance for those who are either developing or revising theirs Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 8

Section 2 FOR DISCUSSION Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 9

Tentative agenda for discussion: Option 1 DAY 1: SETTING THE SCENE § § THE GLOBAL CTP DEBATE AND ITS ACTORS: Key points and actors (including platforms) in the global debate on cash transfer programming and its coordination KEY CONCEPTS AND TERMS: The terminology and definitions used in Market Based and Cash Transfer Programming (including on modalities, e. g. restricted/unrestricted, multipurpose/sector-specific, conditional/unconditional) WHY MBP AND CTP – Definition, rationale, enabling conditions and advantages of market-based programming – Definition, rationale, enabling conditions and advantages of cash transfer programming EFFICIENCY AND IMPACT OF CTP: Key evidence on the efficiency and impact (or lack of efficiency and impact) of cash transfer programmes DAY 2: HOW TO DESIGN QUALITY CTP § § § MODALITIES: Compare and choose the right cash transfer modality based on operational and programmatic considerations (including the outcomes you are trying to achieve). Note: Modalities are a combination of conditions and restrictions (or lack thereof) AMOUNT: – Of sector transfer: Establish and periodically revise the cash transfer (or voucher) amount, for sector-specific programmes, according to the expected programme results, the cash transfer modality and the findings of market monitoring – Of MPG: Establish and periodically revise the cash transfer amount, for multipurpose programmes, according to the expected programme results and the findings of market monitoring FREQUENCY & DURATION: Compare different options of frequency & duration to make an informed decision Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 10

Tentative agenda for discussion: Option 1 (cont’d) DAY 3: TARGETING AND INFORMATION MANAGEMENT § § TARGETING FOR CTP: – Define the vulnerability profile of the target population – Determine the targeting approach and methodology – Roll-out the targeting system to include, exclude, graduate beneficiaries INFORMATION MANAGEMENT IN CTP – Register beneficiaries according to required information and in compliance with protection standards – Set up and maintain a beneficiary & assistance information management systems, with clear protocols on data management and including on data protection, and in compliance with protection standards – Know your customer information: Identify the information required to register (or facilitate the registration of) beneficiaries to meet Know Your Customer and monitoring requirements DAY 4: CTP IMPLEMENTATION § § WORKING WITH FINANCIAL SERVICE PROVIDERS – Develop Request for Proposals for the selection of the most appropriate financial service provider based on the chosen modality and transfer mechanism – Successfully select, contract and manage (contracts with) financial services for cash transfer programmes CTP PREPAREDNESS: Assess the level of preparedness for cash transfer programmes DAY 5: PUTTING LEARNING INTO PRACTICE § DEVELOPMENT OF STANDARD OPERATING PROCEDURES FOR CTP IN SHELTER, WITHIN THE TARGETED COUNTRY Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 11

Tentative agenda for discussion: Option 2 DAY 1: SETTING THE SCENE § § THE GLOBAL CTP DEBATE AND ITS ACTORS: Key points and actors (including platforms) in the global debate on cash transfer programming and its coordination KEY CONCEPTS AND TERMS: The terminology and definitions used in Market Based and Cash Transfer Programming (including on modalities, e. g. restricted/unrestricted, multipurpose/sector-specific, conditional/unconditional) WHY MBP AND CTP – Definition, rationale, enabling conditions and advantages of market-based programming – Definition, rationale, enabling conditions and advantages of cash transfer programming EFFICIENCY AND IMPACT OF CTP: Key evidence on the efficiency and impact (or lack of efficiency and impact) of cash transfer programmes DAY 2: ADVOCACY & COORDINATION § § ADVOCACY: When they are appropriate and feasible, get the buy-in (inside and outside your Organization) – for quality market-based and cash transfer programming to achieve your sector outcomes – with key stakeholders (national and local authorities, communities and other stakeholders) on the main elements of the programme design (e. g. targeting, amount, duration) COORDINATION: – Identify and successfully engage key stakeholders for coordinated cash transfer programming in emergency response – Recognize coordination types, structures and models for cash transfer programming in emergency response Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 12

Tentative agenda for discussion: Option 2 (cont’d) DAY 3: ASSESSMENTS FOR CTP § § Assess an office/organization fitness and acceptance for implementing successful cash-transfer programmes How to – Choose the right market assessment tool, depending on your Sector and "need to know", to inform response planning – Assess labour markets to inform programmes that engage and build on the local labour force – Assess property rental markets – Assess commodity markets – Assess relevant service markets – Assess programmatic and operational risks related to Cash Transfer Programming and propose mitigation measures DAY 4: CTP IMPLEMENTATION AND M&E § § § WORKING WITH FINANCIAL SERVICE PROVIDERS: Develop Request for Proposals for the selection of the most appropriate financial service provider based on the chosen modality and transfer mechanism DISTRIBUTION: Manage the distribution and cashing-in processes and documentation, including financial reconciliation CTP PREPAREDNESS: Assess the level of preparedness for cash transfer programmes Consider and assess possible options and their feasibility for linking humanitarian cash transfers in your sector to social protection systems (i. e. government-led social welfare programmes) MARKET MONITORING: Commodity markets; Service markets; Rental markets DAY 5: PUTTING LEARNING INTO PRACTICE § DEVELOPMENT OF STANDARD OPERATING PROCEDURES FOR CTP IN SHELTER, WITHIN THE TARGETED COUNTRY Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 13

Next steps in the training development project Phase 2 • Learning objectives • Training topics • Consultant hired Phase 1 (Sept-Dec 2017) Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter Jan-March 2018 • Approved training curriculum • Reference materials collected Phase 4 • Training materials developed and approved Phase 3 July-Oct 2018 • Training course delivered to 25 practitioners • Training report April-July 2018 14

For discussion § Is a peer review group for the development of the training needed? – If so, would you want to be part of it? § Is a steering committee needed? – If so, who should be part of it? Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter 15

Contact Francesca Battistin Save the Children | Humanitarian Cash & Markets Adviser and ERC/MPG Consortium Project Manager Mobile number: +44 (0)7887052282 Skype: francesca_battistin Email: f. battistin@savethechildren. org. uk Global Shelter Cluster Shelter. Cluster. org Coordinating Humanitarian Shelter