Country Based Pooled Fund Turkey. Annual Report 2014

Country Based Pooled Fund Turkey Annual Report 2014

NOTE FROM THE DEPUTY REGIONAL HUMANITARIAN COORDINATOR In its fourth year of the conflict, the civilian population in Syria continues to bear the brunt in terms of humanitarian needs and protection. Humanitarian needs in Syria have increased twelve fold since the beginning of the crisis, with 12.2 million people in need of humanitarian assistance, including 7.6 million internally displaced people and more than 5.6 million children. Humanitarian access to people in need remains constrained by the closure of many key border and internal (cross line) crossing points, violence, bureaucratic procedures, safety and security concerns due to the on-going conflict. A political solution to the crisis in Syria needs to be found. Until then, displacement, as well as the humanitarian and protection needs of civilians, may worsen in 2015 and Humanitarian action will continue to take place in a context of increased crisis and a more complex and demanding operational environment. To strengthen the Whole of Syria response and in view of the continued deterioration and escalation of needs in the neighbouring countries, a decision was taken by the Emergency Relief Coordinator (ERC) to discontinue the Regional Emergency Response Fund (ERF) established in 2012, and to establish separate funds in Jordan, Lebanon and in Syria. In addition, considering the demands of the UN Security Council through S/RES/2139 and S/RES/2165 to allow safe, immediate and unimpeded access inside Syria and through crossborder operations, an additional pooled-fund mechanism, called the Humanitarian Pooled Fund (CBPF), was created for Turkey in July 2014. Having only been established for a number of months, this report outlines the strategy and achievements of the Turkey CBPF in 2014 and makes recommendations for the continuation of the fund over the coming years thanks to the generosity of the donor community who have to date pledged close to 80 million dollars to the fund. Raul Rosende Deputy Regional Humanitarian Coordinator

EXECUTIVE SUMMARY In July 2014, in recognition of the increased operational complexity and scale of the Syria crisis, and the demands of the UN Security Council through S/RES/2139 and S/RES/2165 to allow humanitarian access and assistance across conflict lines and across borders, Under-Secretary General (USG) Valerie Amos established the CBPF in Turkey. The CBPF is coordinated by the DRHC under the leadership of the Regional Humanitarian Coordinator (RHC) and managed by the OCHA office in Gaziantep. In 2014 the CBPF focused primarily on expanding the delivery of assistance in Syria from Turkey. Guided by the 2014 to 2015 Turkey Response Plan, the CBPF prioritised provision of flexible and timely resources to Syrian national NGO partners, thereby expanding the delivery of humanitarian assistance, increasing humanitarian access, and strengthening partnerships with local and international non-governmental organizations (NGOs). The CBPF aims to enable the delivery of humanitarian assistance by focusing on: i) Supporting life-saving and life-sustaining activities; ii) iii) iv) Filling critical funding gaps; Reaching populations living in hard-to-reach and besieged areas; Prepositioning stock and response capacities; v) Expanding the delivery of assistance by partnering with Syrian organizations while investing on building their operational capacity;

vi) Supporting logistics and coordination services to increase the operational capacity, outreach and access of humanitarian partners. In addition CBPF funds will invest in needs assessment activities and remote monitoring systems to increase the availability of critical information, as well as the transparency and accountability of aid delivery in a context of highly restricted access; and supporting emergent resilience and early recovery needs wherever possible. CHAPTER 1: INFORMATION ON CONTRIBUTORS Summary Table of Donor Contributions for the Reporting year Contributions DFID Qatar Germany Canada Denmark Norway Sweden Switzerland France Spain 4.3 2.4 2.1 2 0.3 / 1.7 0.6 / 0.6 0.5 7.5 31.9 5.3 20 Pledged Paid Contribution Qatar: 20 Million USD (2014) Germany: 7.5 Million USD (2014) DFID: 5.3 Million USD (2014) Canada: 4.3 Million USD (2014) Denmark: 2.4 Million USD (2014) Norway: 2.1 Million USD (2014) Sweden: 2.0 Million USD (2014) Switzerland: 1.7 Million USD (2014) France 0.6 Million USD (2014) Spain: 0.5 Million USD (2014) TOTAL: 46.4 Million USD Pledges France: 0.6 Million USD (20145 DFID: 13.3 Million USD (2015) Switzerland: 0.3 Million USD (2015) DFID: 18.6 Million USD (2016) TOTAL: 32.8 Million USD The above table shows that the CBFP in Turkey has been supported during the reporting period by ten donors who contributed 46.6 million US Dollars to establish the fund in 2014. Additionally France, DFID and Switzerland have pledged further contributions to the fund for 2015 and 2016. As indicated in the table below, the time taken between Pledge and Payment is between 1 and 36 days with an average of 14 days or 11 working days. Delays are the result of a variety of factors including the introduction of a new Grant Management System (GMS) and associated procedures at the end of 2014 and understaffing in the Country Office during the months of November and December. With a full HPF team in place at country level and training provided on the new system and procedures, it is expected that these delays will be avoided in the future.

No. days from Pledge to Receipt of Pledge Letter No. of days from Pledge to receipt No. of net working days from Pledge to receipt Summary Table of Pledges versus Deposits Donor Name Pledge date RCPL Date DEPH Date IMIS Amount US$ Canada 01/12/2014 09/01/2015 14/01/2015 Norway 17/12/2014 18/12/2014 18/12/2014 Germany 09/12/2014 11/12/2014 16/12/2014 Denmark 01/10/2014 03/11/2014 17/11/2014 Sweden 05/12/2014 16/12/2014 09/12/2014 France 1 09/11/2014 21/11/2014 04/11/2014 UK 10/12/2014 23/12/2014 15/12/2014 Qatar 29/09/2014 04/11/2014 23/10/2014 Germany 17/10/2014 14/11/2014 14/11/2014 Spain 08/07/2014 07/08/2014 06/08/2014 9 14 10 4,299,226 1 1 2 2,064,410 2 7 6 1,251,564 3 17 12 2,371,675 11 4 3 1,986,492 2-15 -12 622,665 13 5 4 5,329,154 36 24 19 19,999,960 28 28 21 6,226,650 30 29 22 501,337 Average (days) 14 11 9 CHAPTER 2: ALLOCATION OVERVIEW 2.1 Allocation Strategy As a result of the increasing humanitarian needs, coupled with the increasing complexity of humanitarian operations for Syria based in Turkey, the Humanitarian Community supported by OCHA developed a Humanitarian Response plan for Turkey, covering the period July 2014 to June 2015. The Turkey Response Plan identified six strategic objectives: 1. Engage in joint advocacy with national, international, and non-state actors for unhindered access and protection of civilians, including the promotion of humanitarian space, cross border and cross line operations, and the lifting of sieges in compliance with UN Security Council Resolutions. 2. Provide life-saving and life sustaining humanitarian assistance to all Syrians in need prioritising the most vulnerable in accordance with humanitarian principles and standards. 3. Support and protect resilience of communities, sustainable livelihoods and the rehabilitation of social and public services. 1 Contribution from France arrived 15 days before the pledge

4. Systematically strengthen the capacity of Syrian civil society, including local NGOs and other humanitarian actors responding to the humanitarian crisis in Syria. 5. Strengthen the protection environment at the community and national level to prevent or mitigate violations and promote respect for international human rights and international humanitarian law. 6. Strengthen coordination and communication amongst and between all relevant actors, including communities, national and international NGOs, UN agencies to promote cohesion and accountability of humanitarian actors responding to the Syria crisis. The Response Plan covers all cross-border operations from Turkey to Syria, but does not necessarily reach the entirety of the country. The Plan estimated that USD 530 million was required to address humanitarian needs in accessible areas over the twelve month period. In July 2014 OCHA established the Turkey CBPF specifically to support projects and activities in line with priorities and objectives that are part of the Response Plan (RP). The Fund aims to provide flexible and timely resources to partners therefore; expanding the delivery of humanitarian assistance, increasing humanitarian access, and strengthening partnerships with local and international non-governmental organizations (NGOs). For the first Allocation launched in September 2014 the following priorities were identified. Winterization activities to protect vulnerable population from harsh weather conditions. The existing IDP caseload and continuous displacement of people, due to insecurity, into new camps, and collective shelter put a lot of pressure on the existing settlements. With the winter season approaching there was an urgent need to provide additional shelter, and rehabilitate existing ones, distribute shelter winterization material, support the drainage systems and ensure basic maintenance of sites. Under this priority funds were allocated to the Camp Coordination and Camp Management (CCCM), Education, Shelter and Water, Sanitation and Hygiene (WASH) Clusters. Increase access to life-saving and life-sustaining services. Insecurity and conflict in Syria has seriously compromised food security resulting in limited access to food. While a large number of humanitarian partners are engaged in food assistance, large gaps exist in addressing reduced agricultural production and decreased capacity of rural farming populations to generate income and access food. Health is consistently highlighted by partners as a priority area for intervention with the reported number of people in acute need of health services soaring, while health facilities continue to be

targeted, and provision and delivery of services is increasingly difficult. Availability of drugs is limited, health workforce is weakening and quality and access of reproductive health services continue to be of concern. The on-going conflict and human rights abuses against conflict-affected populations inside Syria require the strengthening of protection related activities. The conflict, which has negatively impacted upon the effectiveness of protection networks and structures, has increased the vulnerability of specific groups. Children and women have been particularly affected. Closely linked to health issues and in particular the spread of communicable diseases is the lack of access to safe and adequate WASH services, in particularly due to damaged infrastructure. Under this priority the CBPF allocated funds to the Food Security and Livelihoods (FSL), Health, Protection and WASH Clusters. Creation of stocks to respond to unforeseen or unexpected humanitarian needs. The volatile security situation and sudden displacements that have occurred over the course of last year have highlighted the need for a rapid response capacity. It is the aim of the CBPF to create an interagency contingency stock to address sudden and newly emerging needs as identified by the humanitarian community through the inter-sector coordination working group (ISCG). Given the limitation of current funds and the strong priority on winterization, the 2014 call focused on creating a contingency stock for the NFI Cluster in order to fill critical gaps in the winterization. As more funds become available, it is foreseen that the contingency stocks will be expanded to all other relevant Clusters. 2.2 Allocation Breakdown The 2014 Allocation has culmınated with a total of 24 projects approved by the DRHC on the 6 of November 2014. The CBPF s allocation criteria and processes are largely different from those of the previous Regional Syria ERF and the new CBPFs in Jordan and Lebanon. The maximum length of the projects is up to 12 months, rather than the 6 months for other Syria-related pooled funds. There is no funding ceiling for allocations under the CBPF, however the recommended minimum budget size for CBPF projects is US$250,000. Where the budget is lower, the Cluster is required to provide a justification, as it may be the case for proposals submitted by Syrian NGOs (SNGOs) whose absorption capacity is limited. The nature of the local NGO community in Turkey is unique amongst the countries affected by the Syria crisis. The large Syrian NGO community, comprised of over 150 organisations is composed mainly by new organisations with less than three years in existence. Those who have a longer

history are not used to operating in emergency environments and therefore are unfamiliar with humanitarian principles, structures, processes, funding and coordination mechanisms, and project cycle management. All this sets a distinctive operating environment for the new CBPF which has made the support and capacity building of national NGOs a core priority of the fund. Allocation breakdown by type of organization Type of the Organization Number & Percentage of Submitted Proposals Number & Percentage of Proposals Recommended for Review Number & Percentage of Proposals Recommended After Final TR National NGOs 42 (86 %) 20 (74 %) 18 (75 %) INGOs 9 (10 %) 5 (19 %) 4 (17 %) UN 2 (4 %) 2 (7 %) 2 (8 %) The focus on Syrian national NGOs is evident in the distribution of proposals received: from a total of 53 projects, 86 per cent came from national NGOs, 10 per cent from INGOs and 4 per cent from UN agencies. From those proceeding onto the next stage, 75 per cent of the proposals came from LNGOs, 17 per cent from INGOs and 9 per cent from UN organisations. Turkey CBPF Funding by Governorate and Cluster

Resources requested by type of organization Type of the Organization Funds requested as of 3 December After Final TR (US$) % of Funds requested as of 3 December After Final TR UN 25% National NGOs 5,195,501 57.5 INGOs % 18% INGOs 1,606,730 17.8 % National NGOs 57% UN 2,228,066 24.7 % 2.3 Fund Performance With the Funds first allocation being launched only in the latter half of 2014 with disbursements reaching partners after the reporting period, it is a little early to develop an in depth analysis of the Funds performance. However lessons from the set-up of the Fund, its priorities and the rollout of the first allocation have been learned and documented in a report published in 2015 by the International Council of Voluntary Agencies (ICVA) based on an in depth implementing partner interviews. The ICVA report gave a largely favourable assessment of the role out of the Fund in Turkey, stating that it was an unprecedented feat of celerity in setting up a brand new pooled funding mechanism in a country for UN OCHA. 2 Expectations of the new CBPF were set very high amongst humanitarian organisations in Turkey, particularly amongst Syrian National NGOs (SNGOs), many of whom expected to be the sole beneficiaries of the Fund. Whilst SNGOs have been prioritised by the fund (see chapter 2.2 above), more could have been done to manage these expectations since the nature of the CBPF mechanism does not allow in principle the exclusion of any group of humanitarian organisations. The ICVA report also noted that, The volume of funding available for the very first CLUSTER CfP represented another issue for SNGOs as they had expected the scale of the Fund to be closer to US$50 million rather than to the US$9 million that was made available for allocations. However, it should be noted that at the time of the launch only US$6.7 million had been paid by donors to the CBPF and that the US$20 million committed by Qatar was only formalised as a paid contribution ten days after the launch. A second allocation of US$20 million has been announced in February 2015. In November 2014, OCHA Turkey also conducted an online survey on the Humanitarian Pooled Fund (CBPF) 2014 first allocation round, asking organizations to feedback on their experience of the process. This survey focused on the first round Allocation process and the Grant Management 2 ICVA, NGO s experience with Syria-related pooled funds, 2015

System (GMS) rather than the set up and strategy of the Turkey CBPF, with 77% of respondents engaging with a CBPF mechanism for the first time. According to the survey, the vast majority of surveyed partners (90%) were satisfied with the Allocation process, however a significant number (66%) felt that OCHA could have done more to provide guidance and support to the Clusters during the allocation process. With so many partners not only new to CBPFs but also newly established (1 to 4 years) as NGOs, the Survey also highlighted an urgent need for the Fund to invest more in the capacity building of partners. The ICVA report also came to similar conclusions, however it stated that the Turkey CBPF team was not currently structured sufficiently to provide training beyond what it already offers namely in Project Cycle Management (PCM), the GMS and compliance with the CBPF application, management and reporting process s. How funding has been allocated in relation to key humanitarian events Given the short lifespan of the Fund in Turkey to date, funding has not been allocated in relation to key humanitarian events per se, however the allocation strategy has been aligned with the Turkey Response Plan 2014/2015 and Strategic Response Plan for Syria 2015. Furthermore close coordination and inputs from Cluster Coordinators has ensured that the Fund Allocation is aligned with Cluster specific priorities. Summary of funding by Cluster Priority How the funds helped to strengthen the leadership of DRHC In the Syrian context the establishment of the Humanitarian Pooled Fund (CBPF) in Turkey as a result of the restructuring/reorganization of the Regional Emergency Response Fund (ERF) in Jordan based on Security Council Resolutions 2139 and 2165; supported the leadership of the Deputy Regional Humanitarian Coordinator (DRHC) in Turkey. As the lead in developing the Strategic Response Plan (RSP) in consultation with partners on the ground; the DRHC was able to quickly mobilize resources to the most urgent humanitarian needs and allocate funds to projects based on identified priority needs at Cluster level. The establishment of this fund has further strengthened the leadership of the DRHC through promoting coordinated response based on

consultation with the humanitarian community in the country through the available coordination mechanisms including the Humanitarian Liaison Group (HLG); and assisted the DRHC in making timely, well-informed and strategic decisions regarding resource allocations. How the funds helped to strengthen coordination system The security situation, information sharing and access in Syria constrained the delivery of assistance to the affected population in the Northern parts of the country. Prior to the establishment of the Fund, Syrian NGOs were engaged in the delivery of assistance to needy population, largely through contracts with INGOs and UN agencies, however they were unable to access funding from Donors directly. The establishment of the fund attracted a high number of Syrian NGOs that were not part of the coordination system and were not able to access funds directly from donors. This fund supported the response capacity of local /Syrian NGOs and assisted in a way to build their capacities. This fund also increased partnership, inclusiveness and information sharing through bringing together the different humanitarian actors in the Syria scene. This resulted in engaging a high number of national partners in the coordination mechanisms at Cluster level and HLG who have supported the production of quality Whole of Syria SRP for 2015 based on needs assessment from all country offices (Damascus, Turkey, Jordan and Lebanon) working on the Syria Crisis. Efforts made to ensure inclusiveness and partnership (NNGOs) This fund was established to specifically expand the delivery of assistance inside Syria through national Syrian NGOs as well as to build the capacity of Syrian NNGOs, most of whom have only been formed within the last four years. The fund since its inception has been very active in engaging the Syrian humanitarian actors in the development of the Allocation Strategy and call for proposals through informal and formal consultations. The fund unit has also been delivering a number of trainings on various topics including Humanitarian Principles, Grant Management System (GMS), finance and budgeting, reporting and proposal writing, as well as providing orientation sessions on the allocation processes. The CBPF team have also provided support to SNGOs throughout the capacity assessment and allocation processes. In addition to the above and to ensure inclusiveness of NNGOs in the Allocation process and implementation of the fund, a number of initiatives have been undertaken. From the outset and at the request of partners, the unit has been translating all important and key documents into Arabic and widely disseminates them to Syrian partners. Furthermore Syrian NNGO s have been encouraged to support the articulation of Funding priorities through the Cluster working groups and been invited to join the project strategic and technical review committees and other decision making forums.

CHAPTER 3: ALLOCATION RESULTS Given that disbursements have been made outside of the current reporting period, it is too early to evaluate the results of the 2014 Fund, we have therefore described below the funded activities by Cluster. Cluster Coordinators have supported the Allocation process throughout thereby ensuring that the Fund Allocation is aligned with Cluster specific priorities as articulated in the Turkey Response Plan 2014. Allocation Breakdown by Cluster Protection 4% Shelter 13% WASH 9% CCCM 5% Education 5% FSL 23% NFI 13% Health 28% FOOD SECURITY and LIVELIHOODS Under Food Security and Livelihoods, the CBPF funded projects aimed at achieving food security and reducing disease outbreaks. CfP Priority Cluster Priority Activities Location US$ Livelihood farming inputs Distribution of farming inputs Al Hasakeh, Aleppo, Ar- Raqqa, Homs and Idleb 1,500,000 2 Livestock intervention Distribution of animal feed, veterinary drugs small animal distribution and provision of basic veterinary services Al Hasakeh, Aleppo, Ar- Raqqa, Deir-ez-Zor, Hama, Homs, Idleb and Lattakia 300,000 Irrigation infrastructure rehabilitation Rehabilitation and/or repair of irrigation systems, catchment areas, in-farm irrigation canals Al Hasakeh, Aleppo, Ar- Raqqa, Deir-ez-Zor, Hama, Homs, Idleb and Lattakia 300,000 Total 2,100,000 CAMP COORDINATION and CAMP MANAGEMENT In view of the winter season in the CCCM Cluster, the CBPF prioritized activities to enable IDPs to cope with the harsh weather conditions. These activities are being implemented through Syrian NGOs with capacity building components in line with CBPF priorities.

CfP Priority 1 Cluster Priority Activities Location US$ Gravelling, replacement/ renovation of tents. Gravelling and fencing. Idleb and Harim settlements 400,000 Total 400,000 EDUCATION In the Education Cluster, the CBPF has funded winterization of schools based on results from Syria Integrated Needs Assessment (SINA). CfP Priority Cluster Priority Activities Location US$ 1 Winterization of schools to provide learning and protective spaces School and TLS rehabilitation and repair. Provision of heating systems. Provision of temporary spaces. Governorates and subdistricts and schools in process of identification. 400,000 Total 400,000 HEALTH The CBPF fund prioritized trauma and reproductive health as the main issues that require urgent attention. CfP Priority 2 Cluster Priority Activities Location US$ Trauma Reproductive Health Provision of drugs and supplies, equipment, training of staff. Management of emergency kits, supplies and drugs. Emergency Obstetric and Neonatal Care (EmONC) services, hiring of midwives Aleppo, Hama and Deirez-Zor Aleppo, Hama and Deirez-Zor 2,000,000 500,000 Total 2,500,000 PROTECTION Emergency child protection and Gender-Based Violence (GBV) activities are prioritized due to their importance in providing life-saving support to the most vulnerable. The CBPF took into consideration that existing projects are unable to meet the protection needs and are geographically limited. CfP Priority 2 Cluster Priority Activities Location US$ Emergency child protection interventions are strengthened Risks and consequences of GBV are reduced Child Friendly Spaces Psycho Social Services Training on CPiE & CPMS Awareness-raising Women Safe Spaces Psycho Social Services Awareness raising on GBV Accessible areas in Idleb, Aleppo, Ar Raqqa, Deir ez- Zor, Al Hassakeh Accessible areas in Idleb, Aleppo Ar Raqqa, Deir ez- Zor, Al Hassakeh Governorates 300,000 100,000 Total 400,000

NON-FOOD ITEMS Under NFI, contingency stock piling and warehousing capacity are the prioritized funding needs. CfP Priority 3 Cluster Priority Activities Location US$ Contingency Stock Warehousing, staffing and management of NFI Purchase and storage of a floating contingency NFI stock for emergencies that have not been funded. Kilis warehouse will support Bab Al-Salam with a secondary warehouse support Bab El-Hawa crossings into Syria. IDPs in Aleppo, Idleb, Lattakia, Ar-Raqqa, Al- Hasakeh, Deir-ez-Zor, Hama and Homs Governorates. Warehouse location priorities Immediate: Kilis; Secondary: Reyhanli. 1,000,000 200,000 Total 1,200,000 SHELTER Shelter priorities focused on winterization of shelter and stock piling of tents. Exposure to harsh weather conditions could have an impact on other key Clusters like health and protection. Therefore, provision of shelter items would assist in containing some of these issues. CfP Priority 1 Cluster Priority Activities Location US$ Immediate winterization/ weather protection Stock of tents Improvement of existing shelter solutions Provision of winterization and weather protection items (plastic sheets, fuel vouchers). Provision of and /or replacement of family tents. Provision of weatherproofing kits. Refurbishment of collective centres and support to host families All Governorates in the North of Syria IDP settlements in Aleppo, Idleb, Lattakia and Deir-ez-Zor All Governorates in the North of Syria 400,000 600,000 200,000 Total 1,200,000 WASH Funding is provided to winterization support to the drainage systems in camps and settlements in addition to the repair and rehabilitation of water systems, including operation and maintenance of water systems as a comprehensive package. CfP Priority Cluster Priority Activities Location US$ 1 Winterization 2 Support repair/rehabilitatio n coupled with O&M of water systems Support camps, settlements and other areas with drainage activities in preparation for the rainy season Chlorination, replacement of water pumps and maintenance of water systems Camps, settlements and other areas depending on access possibilities Affected and host communities depending on access possibilities 200,000 600,000 Total 800,000

CHAPTER 4: ACCOUNTABILITY AND RISK MANAGEMENT With the establishment of a Humanitarian Pooled Fund (CBPF) in Turkey in 2014 to support Partners working remotely inside Syria, the development of a comprehensive Accountability Risk Management & Capacity Assessment Audit Monitoring & Reporting Evaluation Framework has been essential. As the level of operational, financial and reputational risks are considered to be substantial in Turkey within the Syrian Crisis Context; the CBPF Accountability Framework is based on a comprehensive risk management model; which will aim at linking principles of due diligence, performance and capacity assessment throughout the project cycle. management, monitoring and reporting, evaluation and project auditing. The Framework identifies four pillars of accountability; including capacity assessment of partners and risk Pillar ONE - Risk Management The management of the CBPF in Turkey is based on a risk-based approach to ensure a thorough analysis of risks is undertaken and that adequate assurance modalities are identified to mitigate them. In 2014 Risks were analysed at the level of the partner by undertaking due diligence activities and a comprehensive capacity assessment. The objective was to systematically review the institutional, technical, management and financial capacities of partners. Eligible partners, based on the individual score obtained during the assessment, have been categorized in three risk-level categories (low, medium and high). The score will also determine the appropriate operational modalities and control mechanisms. Pillar TWO Monitoring and Reporting (M&R) The framework is based on the assumption that partner organisations will have adequate internal mechanisms to meet project management, monitoring and reporting requirements and generate quality performance information. These mechanisms are expected to be in line with the size of their

operations and the nature of their organisation. Building on and acknowledging the role of these systems, the proposed monitoring and reporting framework has the following key objectives: 1. Ensure adequate verification of reported results at project level. 2. Provide evidence on how the CBPF has contributed to broader outcomes set forth in the SRP. 3. Ensure that resources are used efficiently and according to what was agreed upon in project documents and CBPF Allocation papers. 4. To support Partners during their implementation of CBPF funded activities. Pillar THREE - Evaluation External Evaluation of the Turkey CBPF will be undertaken every year in accordance with the global agreement. Evaluations are commissioned by OCHA New York in consultation with the DRHC and OCHA Turkey, and with Donors, UN Agencies and NGOs at the global level through the Pooled Fund Working Group. Ad-hoc Reviews, Studies and Surveys of how the CBPF is performing will also be considered beyond the mandatory one year evaluation. Such reviews are done in close consultation between the DRHC, the Advisory Board and OCHA. Internal Evaluation of the CBPF management will also take place looking at a number of process indicators. Information collected will seek to provide an overview of performance on the CBPF strategy (funding allocations), financial health, governance, process and timeliness, accountability and management. Pillar FOUR Auditing Audits for UN Agencies and IOM will take place in accordance with their own Financial Regulations and Rules and in accordance with the Framework for auditing multi-donor trust funds which has been agreed to by the Internal Audit Services of Participating UN Organisations and endorsed by the UNDG in September 2007. Audits for NGOs will take place in compliance with applicable financial regulations, rules and directives as per CBPF Operational Handbook and OCHA regulations). The costs of such an exercise will be borne by OCHA. Audits of CBPF are triggered and performed by the main oversight bodies of the United Nations: the UN Board of Auditors, the Office for Internal Oversight Services (OIOS) and the Joint Inspection Unit (JIU). Findings are made available to appropriate stakeholders.

CHAPTER 5: CONCLUSIONS AND WAY FORWARD In the six months since its establishment, the Country Based Pooled Fund in Turkey has contributed towards the strengthening of coordination mechanisms and the capacity development of national (Syrian) NGO s who deliver the bulk of the assistance inside Syria. Within two months of its establishment, the first Allocation was launched for nine million US Dollars, with the strategic aim of prioritising SNGOs as well as encouraging INGOs and UN Agencies to partner and support the capacity building of local organisations. The effects of this strategy were evident in the distribution of proposals received: from a total of 49 projects, 86 per cent came from LNGOs, 10 per cent from INGOs and 4 per cent from UN agencies. From those proceeding onto the contract stage, 76 per cent of the funded proposals came from LNGOs, 19 per cent from INGOs and 7 per cent from UN organisations. This strategy is not without its risks in the context of remote management and cross boarder operations, and the CBPF has sought to mitigate these risks through the development of partner capacity assessment tools that guide both the levels of funding that partners can receive and their monitoring and reporting obligations. Furthermore the CBPF and OCHA has sought to build the capacity of Syrian NGOs through trainings on topics such as the Humanitarian Principles, Programme Cycle Management, Budgeting and Reporting. In 2015 a holistic partner capacity building strategy will be developed with the support of the clusters and other key stakeholders, the strategy will focus on organisational development as well as developing operational and technical capacities, thereby strengthening coordination through the clusters as well as the capacity of individual partners. To guide its establishment and the first allocation process, the Fund in Turkey developed a six month strategy. In the first quarter of 2015 this will need to be reviewed and the fund will need to develop a much more detailed annual strategy for 2015 through 2016 that will form the basis of the Fund s annual work plans and be comprised of several components. Components of the Turkey CBPF Strategy for the Syrian Response 2015 to 2016 Development of national Partner Capacity As mentioned above the strategic priority of the Fund in Turkey is the capacity development of the Syrian National NGO s that have access and deliver the bulk of the aid inside of Syria. This has not only been endorsed by the Advisory board but has been driven by the donors who have contributed to the fund. To date no real articulation of what this actually means for OCHA and the CBPF has been made and a number of differing views are present amongst the Humanitarian community about the Pool Fund role in partner capacity building. It is imperative then that a strategic plan for the capacity building of partners is developed with the support of the clusters and other key humanitarian actors operating from Turkey, one that supports and builds on other initiatives currently

being established by donors such as OFDA and International NGOs as well as enhancing coordination and the quality and effectiveness of the response. Streamline and increase Efficiency and Accountability of CBPF Systems and process s In 2015 OCHA will roll out the new Handbook for CBPF s in parallel with the implementation of a new Grant Management System (GMS) to support the administration of Pooled Fund grants from proposal stage to final audit. The operational handbook contains a number of commitments to both partners and donors about the efficiency and timeliness of allocation processes. These commitments will need to be honoured and improved upon if the fund is to enjoy the continued support of the donor community and prove to be an efficient tool for Humanitarian financing, responding effectively to the needs inside Syria. Building on lessons learned the CBPF in Turkey will develop and translate into Arabic and Turkish its own set of operational guidelines and procedures to support partners with administration of their contracts and tailored to suit the operational context. In addition Monitoring processes and capacity building on the use of systems both with partners and OCHA staff will be instrumental in enhancing the efficiency and effectiveness of the Fund. Monitoring will take several forms including partner surveys, internal and external evaluations, weekly monitoring and reporting on the GMS system itself and setting targets for process timelines. Improve linkages between CBPF and Coordination Mechanisms ICCG and NGO Forum The effectiveness of the Turkey based CBPF fund is reliant on the alignment between the CBPF strategy, the priorities of the Syria Strategic Response Plan (SRP) and Cluster objectives, without which there is a danger of Pooled Funds being used only to fill the budgetary gaps in Cluster or implementing partner budgets which is neither a desirable or strategic use of funds. The conduit for this alignment is the ICCG and various other coordination forums with responsibility for developing the SRP and the HNO upon which it is based. With the priority in 2014 for establishing the fund and launching the first allocation, there was little time for the CBPF to engage at a strategic level with these forums. In 2015 the CBPF will develop strong linkages with the HLG, ICCG, the Humanitarian Coordination Meeting (HCM), the NGO forum and the Partnership Initiative amongst others in developing strategic priorities, partner capacity building initiatives and contingency planning where the use of the CBPFs may be required. Strengthen Information Management for Enhanced Coordination of the Response In the context of remote management and cross border operations, planning and monitoring of the Syria response has been hampered by a lack of first hand and verifiable data. The development of the whole of Syria HNO was complicated by a lack of up to date, first hand and reliable data that could be agreed upon by Humanitarian Actors working in the different hubs of Syria, Turkey, Jordan

and Lebanon. Furthermore the lack of reliable first hand data compounded by lack of access creates a significant risk for the monitoring and management of the CBPF. The CBPF has developed a Risk Management framework (see above) that envisages a number of different data collection and monitoring tools, furthermore a number of Turkey based NGOs are developing their own stand-alone information management systems often making use of information technology. To increase access to reliable, first hand and verifiable data both for assessments and for monitoring purposes, the CBPF will invest in supporting partners to develop innovative information technology based data collection and information management tools. In future these tools could be harmonised across Clusters to support future assessments and the development of the next HNO and Strategic Response Plan. This will also improve the CBPFs ability to mitigate against the risks identified in the risk management framework. Improved coordination and collaboration between CBFS working in Syria Jordan, Syria and Turkey In December 2014 as a response to Security Council resolutions 2139 and 2165, the first Whole of Syria SRP was launched at a donor conference in Berlin. The Whole of Syria SRP provides an overarching framework for the humanitarian response inside Syria. The SRP also provides the umbrella for coordinated action to prioritize resources for the most affected areas and people in need, increasing access, response capacity and advocating for increased protection. This approach brings together for the first time, humanitarian actors working in Syria and from neighbouring countries including Turkey, Jordan and Lebanon under a single strategic framework. To the support the financing of the Whole of Syria response, CBPFs have been established in each of the country s providing Humanitarian Assistance inside of Syria (Syria, Turkey, Lebanon and Jordan). These four funds should therefore complement each other, providing flexible and timely resources to partners, expanding the delivery of humanitarian assistance, increasing humanitarian access, and strengthening partnerships with local and international non-governmental organizations (NGOs). Since all CBPF s will channel resources to humanitarian activities inside Syria, there is a need to develop a simple coordination forum for CBPFs working inside Syria, to ensure that strategic priorities are aligned and activities funded by each of the country funds do not overlap. The overarching mandate of this forum will be to ensure that the four funds complement each other, providing flexible and timely resources to partners, expand the delivery of humanitarian assistance, increase humanitarian access, and strengthen partnerships with local and international nongovernmental organizations (NGOs). Specifically the WOS CBPF Managers Forum will; o Ensure alignment of the CBFP Allocation Strategies around the priorities of the WOS Strategic Response Plan (SRP) for Syria and the Regional Refugee and Resilience Plan (3RP)

o o o o Enhance coordination of CBPF partners and projects to ensure complementarity and reduce potential overlaps Ensure that communications materials including fact-sheets, the CBFP website, infographics and fundraising materials are aligned and do not give conflicting messages Align and increase Efficiency and Accountability of CBPF Systems and process s by sharing best practices and lessons learned Encourage innovation and programme quality through sharing of CBPF partner project evaluations and other project documents where available Financing/Budget of CBPF team to be transferred to CBPF Fund Currently the CBPF Budget resides within the OCHA country budget utilising resources that could be more strategically used elsewhere to enhance and strengthen Humanitarian Coordination. There is a need therefore to develop a cost plan for the unit to be shared with CBPF donors for funding so that the unit is financed from the CBPF itself. Increase awareness of and raise funds for the CBPF The CBPF in Turkey enjoys the support from ten major donors who have to date pledged nearly 50 million US dollars between 2014 and 2016 (see above). In the context of deepening conflict and rising numbers of people in need and where traditional forms of funding for implementing partners is receding and the Syria response remains significantly underfunded, it will be important for the Pool Fund Manager along with the OCHA Head of Office and Deputy Regional Humanitarian Coordinator to promote the added value of the CBPF to donors and other stakeholder and to raise funds for future allocations. A fundraising strategy should be developed that acknowledges the difficult humanitarian and funding contexts and explores opportunities for raising funds from non-traditional donors particularly here in the middle east as well as ensuring the continued support of traditional donors such as European member states.