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This short film marks the release of the CHS Alliance’s upcoming flagship report, the Humanitarian Accountability Report (HAR) 2020. Providing an evidence-based overview of accountability in the sector, the HAR 2020 will report on the current state of adherence to the CHS and what progress has been made meeting its Nine Commitments. Using information and data gathered from more than 90 aid organisations that have undertaken CHS verification, the report will uncover the Commitments which are being best met and where more efforts are most needed.

The HAR 2020 launches on 6 October 2020, 15:30 CEST, which is also the first day of the virtual Global CHS Exchange.

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Following a successful application, the Alliance for Empowering Partnership (A4EP) is the newest, 63rd Signatory to the Grand Bargain.

The Grand Bargain now includes 63 Signatories (25 states, 11 UN Agencies, 5 inter-governmental organizations and Red Cross/Red Crescent Movements and 22 NGOs) which represent around 84% of all donor humanitarian contributions donated in 2019 and 69% of aid received by agencies.

Please find A4EP’s statement below: 

“The vision of Alliance for Empowering Partnership is a world where sustainable, independent and accountable local organisations, promoting a society based on democratic principles, equality and social justice, and particularly in aid-recipient countries, are leading voices and play a leading role in relief and humanitarian assistance.

Our mission is to create an active and effective network of independent and locally grown organisations and global activists. We provide a platform for promoting South–South and trilateral cooperation through information dissemination, sharing experiences, evidence, good practice and learning. We share information about our initiatives and advocacy strategies in our own countries, where possible, contribute to on-going research and debates, and develop consulted and commonly agreed positions and advocacy strategies around the global agenda of ‘localisation’ ‘participation revolution’ and ‘transparency’. 

Principles of equity, justice and agency are at the heart of our actions. Since its inception in 2018, A4EP has been trying to make global and country level discussions more meaningful with inclusion of local voices, acknowledging actions of invisible local actors on extreme margins, and providing them adequate information and a platform to share their views and concerns.

A4EP is pleased to join the Grand Bargain as signatory at a critical juncture of time, when its future is being discussed. We consider it a huge opportunity to continue providing inputs to the dialogue for shaping a better future of the process which will ensure meaningful outcomes of the commitments for the affected populations. 

We will work with others to bring wider and more inclusive representation and voice and propositions from the global south to create equity and balance in the future GB processes and bridge the gap between local and global. We will work with other signatories to contribute to meaningful change by helping to contextualise and disseminate the commitments at country level and make humanitarian operations more cost effective in the longer term and more accountable to the people affected by crisis.”

The sign-up process to the Grand Bargain is now closed until the Annual Meeting 2021.

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2022Wed02Feb2:00 PMWed3:00 PMHandling Complaints, Managing Investigations

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Dodo (far right) with his family

Dodo Maru Bheel is a 74-year-old father of two children, a son and a daughter, and a resident of Moriya village in UC Sekhro district of Umerkot, Sindh. He and his wife and younger daughter currently live with their son and his family (of six members, a wife and four children). Dodo has a visual impairment but he has never considered that as a disability or something that would hinder his life plans or goals. He is as resilient as can be and everyone in the village admires his determination and strength.

Dodo experienced a fatal road accident a few years ago. Due to an unavailability of an ambulance or timely first aid in the area, Dodo was unable to access appropriate medical facilities which further worsened his injuries from the accident. Since his financial conditions were unfavourable, he could not even afford most of the prescribed treatment at a bigger health centre in the nearest urban city. Dodo suffered a severe head injury which eventually lead him to lose his eye-sight completely.

With his sudden visual impairment, Dodo was unable to find any employment or paid work. He used to work as a daily labourer in the Umerkot city and surrounding areas. The elderly couple, along with their daughter, hence became financially dependent on their son. Their son, a daily wager, worked as a mason and the money he earnt barely met his own family’s basic day-to-day expenses, let alone a whole household of now nine members.

As the COVID-19 pandemic hit Pakistan, the government imposed a country-wide lockdown to restrict the spread of the virus. Many daily wagers lost their jobs during the lockdown; Dodo’s son was among them. The family could barely afford a single meal a day. Dodo and his son were struggling to keep their house running and their families fed. This dire situation prompted Dodo to sell a few of his goats during the days leading up to Eid-ul-Adha in late July 2020. His goats were his only remaining livestock and a supporting income means. Dodo also borrowed some money during the early days of the lockdown from a local landlord to meet their household expenses.

In April 2020, Dodo’s wife had received cash assistance of PKR 12000 (approx. US $ 71) from Ehsaas Kafalat Program as a part of the government’s COVID-19 relief fund. With that amount, Dodo and his wife planned to run a small scale, home-based business but his former creditors pushed him to pay back his loans with that amount so he was unable to use it for anything else.

The lockdown in the country has now eased but COVID-19 has left the country in a severe economic crisis that has pushed many underprivileged communities into poverty. Dodo and his son sold almost all the resources they had to sustain their family’s survival needs and are left with nothing now.

Community World Service Asia and UMCOR have initiated a project to respond to the needs of hazard and COVID-19 affected marginalised communities in rural Sindh. As part of the project, together with the support of village committees, the project selected Dodo as a participant of its cash-assistance. This will ensure that Dodo receives PKR 24000/- in two monthly installments to start his own small scale, home-based business.

Dodo and his family are happy to be selected and are looking forward to efficiently utilising the cash that they will receive next week and returning to a somewhat normal semblance of their life, as they did before the COVID-19 crisis. Dodo also hopes to save some of this money to consult an eye specialist for his eye-sight treatment.

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The PUKAR theater group performing at a local village after the training on Interactive Theater for Influencing in 2019.

Imam Uddin Soomro is an active member of the Pakistan Kissan Mazdoor Tehreek (PKMT), an alliance of small-scale and landless farmers including women farmers. Imam collects data on crops and conducts awareness sessions for farmers on sustainable agriculture, green revolution and globalization. As a member of a local theatre group named, PUKAR, since 2018, Imam also performs as an interactive theatre artiste in rural villages, organises learning events and writes articles on agriculture and farmers’ rights in local languages.

The PKMT was formed in 2008 as a result of a series of discussions among powerless farmers and social and political activists who felt that an organised platform to voice their demands was essential for small-scale farmers facing social and economic constraints.

“We perform plays that enable us to interact with different communities. The theatre plays address issues that are part of the PKMT struggle, including feudalism and the impact of corporate agriculture. As a theater performer, I was selected as a participant in a training tilted, Interactive Theater for Influencing, in July 2019. The training provided technical knowledge and capacity building opportunities on skills required to influence communities to bring about progress in the society. Our skills of script-writing, communications and character-building were further enhanced in the seven-day residential training.” said Imam.

All seven members of the PUKAR theater group participated in the training which gave them networking and experience- sharing opportunities with other like-minded participants. The session on ‘team building’ and ‘inhibition breaking’ helped participants self-assess themselves and understand their pivotal and influential position in society. Participants learnt about stage directions, allowing the audience to grasp every performers’ act and the message they are conveying through their role plays.

“We met with other theater groups from Peshawar, Sindh and Islamabad. All the groups had different interactive skills to perform as we all engage with different kinds of audiences. The members of other groups shared the issues they highlighted through their plays and how they passed on the resolutions,” shared Imam.

On the last day of the training, participants developed action plans to further implement the learning and skills learnt during the training.

“Initially, we would randomly select issues and base our plays on those issues. After the training, we altered our strategy. We now plan a meeting to identify the common issues that are prevalent in the communities through meetings with community members and develop a script for the play accordingly to work together to rectify the challenges people are facing. CWSA has extended support in reviewing the scripts which we plan to avail,” expressed Imam.

A group exercise that engaged the training participants in planning a theater play with other members of the group allowed collaborative learning and practical experience-sharing through coordination among the members. Imam narrated,

“When we acted with other theater performers, we learnt to show strong facial expressions as that also largely impacts the deliverance of the message and not just the dialogues. This joint exercise helped in modifying our acting and delivery gestures in order to have an even stronger impact in the communities we perform.”

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2023Mon13Feb(Feb 13)9:00 AMWed15(Feb 15)5:00 PMTraining On: Introduction to Core Humanitarian Standard | Quality and Accountability Mainstreaming

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Prepared by the Communications Office

August 26, 2020

This year’s fifth monsoon spell in Pakistan started on Monday August 24th and continued throughout Tuesday, swamping districts of Mirpurkhas, Umerkot, Tharparkar, Mithiari, Sanghar, Nowshero Feroze, Jamshoro, Tando Muhammad Khan, Tando Allahyar, Karachi, Thatta, Sujawal, Badin, Dadu, Hyderabad, Chor and Tando Jam in the Sindh province. Monsoon rains and subsequent flooding have left 90 people dead, 40 injured and large-scale infrastructural damage across Pakistan so far this year. Almost 900 houses have been fully damaged, while 195 have been partially damaged in the affected areas.

Pakistan’s National Disaster Management Authority (NDMA) has confirmed 31 deaths in Sindh, 23 in Khyber Pakhtunkhwa, 15 in Baluchistan, 10 in Gilgit Baltistan, 8 in Punjab and 3 in Pakistan Administered Kashmir during this monsoon season in Pakistan.

Many houses and public buildings, such as public hospitals, offices and schools, in rain-hit districts are flooded with rainwater and are currently inaccessible. The agrarian community has suffered even more massive damages to their land and harvests. Huge amounts of livestock in rural regions have also perished with the flash floods. Moreover, many rural communities in Badin and Tharparkar districts of Sindh have been displaced and have personally relocated to safer and more low-risk areas.

According to Pakistan Metrological Department, continued heavy rains and thunderstorms in lower Sindh are expected the week ahead which may further aggravate the situation. The Government of Sindh has therefore declared Emergency throughout the Sindh province.

Community World Service Asia’s (CWSA) Response

CWSA’s Emergency response team is currently providing emergency cash assistance to flood affected families in district Dadu and are engaged in relief operations responding to the needs of COVID-19 affected communities in district Umerkot and Karachi city of Sindh. The team is also regularly monitoring the rain and floods situation and plans to extend their humanitarian response to provide support to flood-affected communities in other areas when required.

Contacts:

Shama Mall
Deputy Regional Director
Programs & Organizational Development
Email: hi2shama@cyber.net.pk
Tele: 92-21-34390541-4 

Palwashay Arbab
Head of Communications
Email: palwashay.arbab@communityworldservice.asia
Tele: +92 42 3586 5338

Source:

www.ndma.gov.pk
www.tribune.com.pk
www.pmd.gov.pk

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The COVID-19 pandemic has significantly impacted global humanitarian and development programming. It has severely affected aid organisations’ capacity to execute field activities and track project implementation, challenges and progress.  Inaccessibility to project locations and restricted direct physical contact with communities represent significant challenges to conventional M&E operations.

Understanding community’s situation – their needs, values and problems – is essential for aid organisations to respond effectively. COVID-19 and the ‘lockdown’ restrictions imposed in response, have led to some program operations being suspended or discontinued and in this case it is critical to consider the impact of these closures on the communities. Other programs that have continued amid the pandemic, adopting new methods and modalities for implementation and it is important to understand how new way of programming are meeting communities’ needs.

The pandemic has pushed us all to reassess and prioritise the types of evidence and data we need to inform programmes and adapt Monitoring and Evaluation (M&E) strategies to the new environment. To share experiences and best practices and facilitate a productive discussion on monitoring and evaluation during the pandemic, Community World Service Asia and INTRAC jointly hosted a webinar on remote monitoring in the context of COVID-19 on August 11.

Dan James, Principal Consultant and Thematic Lead at INTRAC moderated the session and was joined by speakers Dylan Diggs, Monitoring and Evaluation Specialist, The State Department’s Democracy (DRL), M. Said Alhudzari Bin Ibrahim, General Manager – Programme Operations, MERCY Malaysia, Jonah S. Nobleza, Program Manager, Market Development and Financial Innovations for Agriculture at ICCO Regional Office Southeast Asia & Pacific, Michael Kendagor, Coordinator Emergency Response and DRR at Church World Service and Aung Phyo Thant, MEAL Coordinator with FinChurch Aid.

For those of us working in the humanitarian and development sector, the COVID-19 pandemic, as well as the measures taken by our respective governments to combat the virus, have created unique challenges for programs and their functioning. The session focused particularly on how the pandemic has affected monitoring and how to effectively monitor program when access to communities and people who we are working with is restricted.

What has and has not changed with COVID-19?

There are three broad areas where challenges and changes can take place as a result of COVID-19. These include:

  1. Organisations’ ability to access communities restricted
  2. Organisations ability to carry out programmes in usual way
  3. Community needs and situation

“The lockdown measure, social distancing, the variety of interventions governments and local authorities have to make actually means that our access to communities for monitoring purposes can be limited or cut off completely in some cases, or curtailed in different ways. These restrictions, lead to changes in program delivery,” shared Dan, “The virus has also changed the needs and situations at community level. Thus, there is real need to have up-to-date information on how the situation is changing and how the communities’ needs are shifting.”

Have monitoring needs changed as a result of COVID-19?

We asked participants in a quick poll to share their top monitoring priority during the pandemic. While measuring predicted results is still a top priority (often for accountability purposes), understanding negative/unanticipated impacts on communities and questioning what else can be done to support communities are more important during the pandemic than during normal times.

There are however, some things that have not changed: the need for basic information about project and programme delivery, donor requirements for accountability data about programmes and organisational capacity for programming and M&E.

Dan reminded participants that we must “work with what we have” in terms of capacities, resources, relationships and structures as the pandemic has not given the global aid community the time to prepare and develop ideal strategies to combat the situation.

Best Practices of Remote Monitoring in the COVID-19 Context 

Working through volunteers using a HUB based approach – Mercy Malaysia

“The traditional approach where our M&E staff travelled to target areas to monitor was no longer an option due to the inter-state travelling ban. Mercy Malaysia established a complete separate COVID-19 Operations Hub whose functions included planning, verification, procurement, data consolidation and reporting,” shared M. Said.

The model Mercy Malaysia adopted for the Remote Monitoring of their project consist of the following steps.

Most of the operations of the Hub were based in Kuala Lumpur, but Mercy Malaysia handled the responses of all fourteen states of Malaysia.

Using Mobile-based Technology for Engaging Communities – ICCO

“As soon as COVID-19 induced restrictions were enforced, consortium members in Myanmar developed a business continuity plan to mitigate the risks of further delays in implementation.  We decided to customize a remote, mobile – based, methodology to conduct interviews and collect data from our target groups and beneficiaries,” shared Jonah.

Digital Cash Transfer to Prevent the spread of COVID-19 – Church World Service (Africa)

As another example, Church World Service (Africa) shifted their approach to response and monitoring towards digital and virtual platforms when Kenya was affected by multiple natural disasters, conflict and eventually COVID-19. Digital cash transfer was utilized using the M-Pesa platform in partnership with the bank and mobile service provider (Safaricom).

Michael shared that CWS now has a database of program participants in the various locations which are acquired through identification and profiling. This is done through kobo tool kit that enables real time processing of data. Once cash transfer has been undertaken, the monitoring and evaluation team of the organisation conducts a post distribution assessment to determine the efficiency and effectiveness of the response as well as its impact in the lives and livelihoods of the target beneficiaries.

Keeping the Hope Alive – Fin Church Aid

“As a result of COVID-19, children were forced to stay at home as schools were shut down amid coronavirus. In Fin Church Aid, we wanted to learn the psychological well-being of children, staying at home. To assess this situation, we conducted assessments using the online data tools, which allowed us to reach to respondents without in-person contact during this pandemic. We conducted assessments via Kobo Toolbox[1]  and mobile phones,” shared Aung.

US State Departments Democracy Rights and Labor Division

Dylan Diggs, from US State Departments Democracy Rights and Labor division shared thoughts about working with donors on adapting M&E. DRL provides M&E assistance to grantees throughout the life cycle of the program.

“Even before COVID-19, we have had a flexible approach to M&E. We believe that our implementers know best. This doesn’t mean that we expect everyone to be an M&E expert. But, we do believe that M&E can be done by qualified internal evaluators and program staff that are interested in using M&E principles for logical program design and evaluation,” said Dylan.

Dylan highlighted four important considerations to adapting M&E during the current pandemic.

Assess Plans & Approaches: Encourage organizations to rethink M&E plans and review anticipated results

Adjust your M&E approaches and methods: Update your M&E to the new environment while reviewing indicators and consulting beneficiaries on contingency plans

Adapt Your Operations: Communications Methods are changing by adopting digital methods, phone interviews and monitoring with photographic and video evidence

Do No Harm: This comes in play in digital protection and in-person approaches including use of Personal Protective Equipment and maintaining social distancing

Participants’ Thoughts

Towards the end of the webinar, participants raised questions regarding verification being applied by different entities. M. Said responded,

“Yes we do. Besides verification through other than the requesting party, we do have a local government agency, in Malaysia’s case the Welfare Department, who has data on vulnerable communities as well. However, they are not the only source of information for us.”

Another participant queried on how to monitor the progress or activities in remote settings where there is no access to any kind of communication modes. M. Said answered,

“Simplify the process and empower the local community to participate in monitoring. It is essential to know that programmes are more effective with community involvement.”

Participants highlighted data as the most frequently term used during sessions. They questioned if there is a healthy tension between data and people, in terms of their current contextual realities. Dan answered by saying,

“Definitely – our view is that monitoring needs to prioritise people. There is a need to review – perhaps from scratch – the kinds of data we are looking for to ensure monitoring activities are both low risk and have benefits for people.”

A total of 73% of the webinar participants found learning practical methods for remote monitoring as the most interesting discussion point. However, they raised questions on “How organisations can ensure fair and unbiased remote assessments with only identified community members interviewed rather than a random selection?  To this, the facilitators responded,

“We collaborated with communities and local organizations actively to ensure that assessment is not biased. In addition, we involved religious leaders who tend to be influential people within communities but that did not restrict us from communicating with the communities directly. It is essential to involve local NGOs as they have direct interaction with the communities and therefore they are able to assist effectively and identify affected populations who are in dire need of assistance.”

[1] KoBoToolbox is a free toolkit for collecting and managing data in challenging environments and is the most widely-used tool in humanitarian emergencies.

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On World Humanitarian Day (WHD) 19 August, the world commemorates the deaths and injuries of humanitarian workers during their service, and we thank all relief workers and health workers who, despite the challenges, strive to provide life-saving assistance and safety for those most in need. #RealLifeHeroes.

This year’s campaign focused on what drives humanitarians to continue to save and protect lives despite conflict, insecurity, lack of access and risks linked to COVID-19. Let’s watch hear what some of our #RealLifeHeroes had to say!  

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Phul Jhakro in a casual discussion on health awareness with his fellow community members in Kheeral before COVID-19.

A local farmer from Sujawal[1], Phul Jhakro, has become a key member of the Health Management Committee[2] (HMC) in his union council. He is 50 years old and owns a small piece of land near his home in Phul Jhakro village located in Kheeral Union Council (UC). Phul Jhakro and his family’s primary source of livelihood is farming.

While crop production in Sindh is highly dependent on the availability of water, the continuous onslaught of droughts in the region has left Kheeral with an extreme water shortage since 2018. Village residents of Kheeral have been finding it difficult to maintain food security and access health and medical treatment that are far away from their village due to their wavering livelihood conditions. Most health facilities are at a distance for which they need sufficient money to travel to each time. The closest health center to Kheeral is a Maternal, Neonatal and Child Healthcare (MNCH) centre in the village of Ranta. Kheeral is five kilometers away and people approach by foot as Ranta is at center point of the UC. In addition, people also use motorbike or local transport to commute to the health facility.

The MNCH has been established by Community World Service Asia (CWSA) and its partner, Church of Scotland (CoS), in Ranta village to provide basic and accessible healthcare to rural communities in the area in 2015. However, the health centre has also been non-operative since the COVID-19 led lockdown.

“The lockdown in March has forced schools, shops and many small businesses to shut down. Children have remained in their homes without access to education for over four months. No classes have been carried out because the schools nor the students are equipped with remote teaching and learning  facilities.  As a result, education in our part of the province has suffered severely. Additionally, without access to health-care, it has been difficult to deal with the suspected or rumoured cases of COVID-19. To overcome the challenges, it was vital to raise awareness about the coronavirus as a key step to encourage people towards adopting precautionary measures and prevent the spread of the deadly virus,” shared Phul.

CWSA’s health team initiated awareness sessions on prevention and safety from Coronaviruses 19 for the communities that they work with under their Health and Livelihood programs. The sessions have been planned and conducted in coordination with local government health departments and the community Health Management and Village Health committees. As a member of the HMC, Phul was trained in April to organise and conduct awareness-raising sessions in his village and other surrounding villages. He was trained remotely through mobile phone videos and audio sessions through which his knowledge and understanding of the COVID-19 was enhanced and he was told about the preventive and hygiene practices that must be adopted to stay safe from the virus. Phul Jhakro, among other HMC members, was oriented on COVID-19 effective hand washing, the use of hand sanitizers, use of safety gear and the maintenance of social distancing.

After taking the virtual trainings, Phul started conducting his own health awareness sessions for his community members. He started with his own village on May 11th. As a person who was liked and respected by many in his village, Phul had a significant influence on his fellow community members and was able to sensitise them well on the threats and risks of being infected by the coronavirus.  He encouraged people to maintain physical distancing and wear protective gear such as masks and gloves when going outside.

“The Taluka Hospital is fitted with 37 beds and one isolation room. With minimal healthcare facilities, we need to make sure that the epidemic does not spread here. Twenty-eight people have so far tested positive with COVID-19 in the district. We need to keep sensitizing people to reduce the rapid spread of this virus,” added Phul.

Phul continues to share news, updates, and awareness messages through his mobile telephone and whatsapp messaging with the people who have mobiles in his community. People like Phul Jhakro are looked up as role models for others in the local community.

“If the communities are willing, we can bring about development and positive trends in our locality. Being united in following safe behavior patterns will help us defeat this virus.”

“So far no case of corona virus has emerged in my union council. It is my moral responsibility to educate people about the alarming threat,” shared Phul confidently.

[1] A district in southern Sindh, Pakistan

[2] Health Management committee is the body of 20 male and female members from different village of targeted Union council in order to monitor daily proceeding of MNCH Ranta and support staff members in building health awareness.

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