Humanitarian Pooled Fund (HPF) in Turkey Overview Humanitarian Financing Unit (HFU) Gaziantep 23 February 2016 www.unocha.org
DISCLAIMER All training material will be uploaded to the https://www.humanitarianresponse.info/en/operations/stima /hpf CBPF Global Guidelines (with Annexes) HPF Turkey Standard Operational Manual (Annexes) Please read these manuals available in Arabic and check this website regularly!!!!
Training Outline Introduction to HPF Turkey and CBPFs Introduction to Grant Management System (GMS) and Key Modules; Registration, Due Diligence, Project Proposal; Reporting Project Proposal Writing / Log Frame; Case Study Introduction to Gender Marker Lunch Break Budgeting / Finance / Due Diligence Budget Finance Clinics
HPF Introduction The Humanitarian Pooled Fund (HPF) in Turkey is a multidonor Country Based Pooled Fund (CBPF) established in 2014 following UN Security Resolutions 2139 and 2165 in view of the magnitude and complexity of the Syria crisis; The HPF supports projects in line with priorities and objectives that are part of the Humanitarian Response Plan (HRP); It aims to provide flexible and timely resources to partners thereby expanding the delivery of humanitarian assistance, increasing humanitarian access, and strengthening partnerships with local and international non-governmental organizations (NGOs).
Objectives of the HPF Turkey The HPF in Turkey has the following overall objectives: Support life-saving and life-sustaining activities while filling critical funding gaps; Promote needs-based assistance in accordance with humanitarian principles; Strengthen coordination and leadership by leveraging the cluster system; Improve the relevance and coherence of humanitarian response by strategically funding priorities as identified under the Humanitarian Response Plan (HRP); Expand the delivery of assistance in hard-to-reach/besieged areas by partnering with national and international NGOs.
Objectives of the HPF Turkey The long-term goal of the Turkey Humanitarian Response Fund is to strengthen the capacity of Syrian NGOs which it does in three ways; Providing direct funding to Syrian NGO; Applying participatory capacity assessment methodologies to identify and address capacity needs of the partners; Funding projects of UN agencies and INGO s with distinct capacity building components targeting Syrian NGOs.
CBPFs Governance Structure (Country level) Humanitarian Architecture Alignment with HRP
The HPF Allocation Modalities HPF uses two modalities for allocating funds 1. A standard allocation (through a call for proposals) is issued on a periodic basis at the discretion of the DRHC and linked to the priorities of the HRP; 2. A reserve allocation (as a certain percentage of the fund) may be maintained to respond to unforeseen/emergency requirements.
ELIGIBLE PARTNERS IOM
ASSESSMENT PROCESS
Risk Levels based on Capacity Assessment Scoring Results
MINIMAL OPERATIONAL MODALITIES RISK LEVEL HIGH RISK PROJECT DURATION (Months) Less than 7 Between 7-12 MAXIMUM AMOUNT PER PROJECT (USD) MAXIMUM AMOUNT OF ACTIVE HPF CONTRACTS DISBURSMENTS (in % of total) FINANCIAL Expenditure Report REPORTING NARRATIVE 60-40 Monthly Quarterly 500,000 50-50 Monthly Quarterly 40-40-20 Monthly Quarterly 800,000 1,000,000 40-30-30 Monthly Quarterly MEDIUM RISK LOW RISK Less than 7 Between 7-12 Less than 7 Between 7-12 100 Quarterly Quarterly 750,000 80-20 Quarterly Quarterly 80-20 Quarterly Quarterly 1,200,000 2,000,000 60-40 Quarterly Quarterly 100 Mid-Final Mid-Final 3,000,000 80-20 Mid-Final Mid-Final 100 Mid-Final Mid-Final 3,000,000 3,000,000 80-20 Mid-Final Mid-Final
Standard Allocation Workflow Country-Based Pooled Funds Allocation Strategy (Paper) Partners submit proposed projects Strategic Review Shortlist Approval Technical and Financial Review HC Final Approval Funds Disbursed
Country-Based Pooled Funds Allocation Paper Analysis of the humanitarian context Intent of the standard allocation Total amount to be allocated Detailed by priority, cluster, sector and/or region Criteria for eligibility and review Timeline
Strategic Review Country-Based Pooled Funds Partners submit proposed projects Strategic Review Shortlist Approval Strong proposals: Strategically relevant Respond to greatest needs Show capacity and expertise Duration and size of action will have impact Monitoring, reporting and evaluation appropriate to location and type of action
Always the same categories globally May vary questions with weights for each allocation per CBPF A B C D E F G Scoring Categories Eligibility Based on capacity assessment. Strategic relevance Aimed at assessing the alignment of the proposed project with the CHAP (SRP) and the allocation strategy Programmatic relevance Not about the technical details but to assess if the proposed activities are adequate to meet the proposed objective Cost effectiveness Assess if the cost of the proposed projects is commensurate to the intended outputs and outcomes Management and monitoring Effectiveness of arrangements for management and monitoring Engagement with coordination If partners engage on humanitarian coordination in country Previous performance HFU assessment not partner performance (timely implementation, adequate results, adequate costing, timely financial and programmatic reporting, audits) Country-Based Pooled Funds Weighting Yes/No 35 25 15 15 10 Yes/No Total 100
Country-Based Pooled Funds What to expect during Technical and Financial Review Two-way communication with reviewers and HFU May be asked to revise and resubmit 1-3x Comments can be seen in GMS Technical and Financial Review HC Final Approval Disbursement
Total HPF in Turkey Distribution by Organisation Type of organization # of approved projects Funds received (in USD) National NGOs 70 $27,440,340 INGOs 33 $19,320,640 UN 10 $12,493,850 113 $59,254,829
Total HPF in Turkey Distribution by Beneficiary
Grant Management System (GMS) Description The Grant Management System (GMS) is a web-based platform that supports the management of the entire grant life cycle for all Country-Based Pooled Funds (CBPFs). GMS streamlines allocations and facilitates interaction among all stakeholders involved in the grant management process, supporting them in discharging their functions. GMS allows grant recipients to submit project proposals online. Financial and narrative reporting can therefore be done in real time, together with any project revisions. The system provides for real time tracking of processes, tasks, reminders and feedback.
Implementing Partners DRHC OCHA HFU Turkey FSU NY OCHA Cluster Coordinators (T.R.C)
GMS Business Model
3 7 REGISTRATION IP contacts HFU (offline) To request registration in the GMS IP gives HFU essential information Name of the org., acronym IP registers online in GMS GMS supports the entire grant life cycle
Country-Based Pooled Funds https://www.humanitarianresponse.info/en/o perations/stima/hpf
Humanitarian Programme Cycle
What is a Log Framework? A log frame (also known as a Project Framework) is a tool for planning and managing development/emergency projects. It looks like a table (or framework) and aims to present information about the key components of a project in a clear, concise, logical and systematic way. Why Log Framework? LOGICAL FRAMEWORK The LF is a way of describing a project in a logical way so that it is: Well designed Described objectively Can be evaluated Clearly structured
CONTENTS OF A LOG FRAMEWORK A log frame summarises, in a standard format: What the project is going to achieve? What activities will be carried out to achieve its outputs and purpose? What resources (inputs) are required? What are the potential problems which could affect the success of the project? How the progress and ultimate success of the project will be measured and verified?
LOGICAL FRAMEWORK STRUCTURE GOAL OUTCOME OUTPUT ACTIVITY Ultimate result to which your project is contributing - the impact of the project. The change that occurs if the project outputs are achieved - the effect of the project. The specifically intended results of the project activities - used as milestones of what has been accomplishe d at various levels The actual tasks required producing the desired outputs. INDICATORS quantitative and qualitative ways of measuring progress whether project outputs or outcomes are achieved RISKS & ASSUMPTIONS Means of Verification
CASE STUDY According to the OCHA report completed in April 2015 in rural HPF TOWN there is almost no education ongoing (2 schools out of 50 are operating) and the majority of qualified teachers have fled the region due to the most recent outbreak of violence (OCHA April 2015). Infrastructure of many schools were badly damaged in the initial fighting in January. However, since January the area has stabilized rapidly and there have not been any new outbreaks of violence in the past four months. The local councils are having a large challenge reopening schools because of a lack of usable infrastructure to hold classes in (Organizational Assessment, April 2015) and there is the need to support rehabilitation of schools over the summer months so that normal school activities can resume from September 2015. Additionally, there is a large number of child soldiers in the area and schools are often targeted by the armed groups as a space to find more recruits (SCI report, May 2015). However, despite the increase in conflict and subsequent displacement there are still approximately 50,000 school age children (OCHA April 2015) in the region that need to be supported in education activities. Because the area is quite unstable and displacement is ongoing there is a need for a creative and non-formal system of education to be implemented so that the largest number of school age children can be reached and education can continue even in the current situation of ongoing conflict.
CASE STUDY Overall Project Objective To provide access to a safe, protected and quality learning environment for 8,000 emergency affected school age children in rural HPF village. Cluster objectives Ensure access to education to crisis affected school-aged girls and boys (3-17 years) with specific focus on the most vulnerable Enhance the quality of teaching and learning for children and adolescents within conducive and protective environment Strategic Response Plan (SRP) objectives Strategic Objective 1: Promote protection of and access to affected people in accordance with International law, International Humanitarian Law (IHL) and International Human Rights Law (IHRL). Strategic Objective 2: Provide life-saving and life-sustaining humanitarian assistance to people in need, prioritizing the most vulnerable.
CASE STUDY Outcome 1 To provide access to a safe, protected and quality learning environment for 8,000 emergency affected school age children in target area Output 1.1 Description Safe and accessible education spaces Assumptions & Risks That urban target area will stay stable enough to rehabilitate schools, if insecurity levels rise again parents may not feel safe sending their children to school. All rehabilitation will be done in direct consultation with the communities, including which schools are in the safest areas and need to be repaired first. Activities Activity 1.1.1 Needs assessment conducted in target area Activity 1.1.2 Rehabilitation of #classrooms in the target area
CASE STUDY Indicators End cycle beneficiaries End cycle Code Cluster Indicator Indicator 1.1.1 Education Number of children and adolescents (girls, boys) affected by the crisis who have access to formal and non-formal education opportunities Men Women Boys Girl s Target 8,000 Means of Verification : Attendance sheets collected from each school at the end of each semester Indicator 1.1.2 Education Number of educational programmes/initiatives that are being implemented at district level 25 Means of Verification : Regular meetings with school principles
What will the CBPF be looking for in proposals? Action is strategically relevant to the SRP and to the Allocation Paper. Action responds to greatest and most immediate humanitarian needs. Partner has capacity and expertise in the proposed action. Duration and size of proposed action will have significant impact both geographically and thematically. Action includes relevant and appropriate monitoring, reporting and evaluation, both to the location and the type of work proposed.
Some Tips for successful proposals Consult with clusters Inline with allocation paper and SRP Objectives Consult with OCHA HFU Know your beneficiaries Design clear Log frames (outcomes, outputs, SMART indicators, detailed activities) Break down you budget and support it with a clear narrative Coordinate!