Strengthening our Commitment to Accountability to Beneficiaries Participation Transparency Complaints and response Project M&E Strategy Performance Management Corporate M&E Planning Strengthening our Commitment to Accountability to Beneficiaries Awareness-raising and training Advocacy within the Movement

The Building Blocks of Accountability to Beneficiaries Transparency Complaints and response Participation Project M&E These circles were adapted from the accountability framework used by the One World Trust organisation.

The Building Blocks of Accountability to Beneficiaries : Transparency Participation Transparency Complaints and response Project M&E To be transparent our programmes need to provide information to beneficiaries that will enable them to make informed decisions about if, how, and when, to engage with us and our programmes. That information must be timely and it must be accessible. Programme teams therefore need to consider what information they should be providing, when it should be made available, and how they are going to make it available. An example for making timely information available to beneficiaries would be the Tsunami Recovery Programme in Aceh where BRC sent out regular newsletters to beneficiaries to provide timely information. This reduced confusion and conflict about entitlements and facilitated participation. In the UK, Areas provide leaflets targeted at potential beneficiaries explaining the services available. We will ourselves, and will assist our partners to provide timely and accessible information to beneficiaries that will enable them to make informed decisions about if, how and when to engage with the organisation.

The Building Blocks of Accountability to Beneficiaries : Participation Transparency Complaints and response Project M&E Participation is a broad term and there are various participation models, but for this purpose it refers to us enabling beneficiaries to play an active role in the decision-making processes as well as the activities that affect them. Active participation from beneficiaries will lead us to an improved understanding of their needs and interests, but it is more than getting approval for, or acceptance of, a decision or activity – we are seeking to involve them in how the decision is taken and what decision is made. To be meaningful, we need to work differently and give up or share some of the power we hold over resources. An example for this is the Georgia-BRC Kutaisi Project for the Single Elderly. This project formed activity groups with elderly volunteers, staff, and community members. The Group Leaders participated on the Project Steering Committee, and provided information to participants. Volunteers and staff forwarded their own experience and concerns to authorities and decision-makers. This resulted in experienced-based influencing and advocacy. . In the UK, Yorkshire received suggestions from older people who had benefited from our care in the home to improve signposting to other organisations that would provide longer-term support. As a result it developed a partnership with an organisation called "Contact the Elderly". This charity organises volunteer drivers to take frail, elderly people who live alone on regular visits to hosts' homes for tea and a social gathering. The consultation process on the transfer of the care homes) has been seen as good practice. We will ourselves, and will assist our partners to enable beneficiaries to play an active role in the decision-making processes and activities that affect them.

The Building Blocks of Accountability to Beneficiaries : Project Monitoring and Evaluation, and Learning Participation Transparency Complaints and response Project M&E As stronger accountability is expected to result in improved programmes, this continual process of monitoring, evaluation and learning is a vital component of accountability. Asking what is working or has worked, what isn't working or hasn't worked, and why, with reference back to what the programme was intended to achieve (the outcomes), enables us to make those ongoing improvements and learn from our experience. The beneficiaries' views of the programme are the most important, so these must be sought out. An example for this is the Kyrgyzstan Red Crescent Society-BRC Vulnerable Women’s Project. This project uses graduates of courses (sewing/computers) and peer NGOs in monitoring progress against a monitoring plan. These graduate volunteers also took part in the project midterm review. In the UK, a recent example of beneficiary input is the recently completed destitution survey based on interviews with 100 asylum seekers. We will ourselves, and will assist our partners, to monitor and review progress against goals and targets with the input from beneficiaries, as well as to integrate learning from this into future decision making and to report on the results.

The Building Blocks of Accountability to Beneficiaries : Complaint and Response Mechanisms Participation Transparency Complaints and response Project M&E While the commitments to transparency, participation and monitoring are intended to minimise the need for beneficiaries to make a complaint, it is still an important mechanism to have in place for beneficiaries to hold the organisation to account and for us to be made aware of an issue that requires a response. They may wish to query a decision, action or policy; we have a responsibility to give it due consideration and then respond, whether that be defending our position on the issue, or making changes as a result of it. For example, the Tsunami Indonesia Livelihoods programme set up an appeals process and complaint mechanism for beneficiaries and assessed their participation. During the individual interviews nearly all were able to verify the process of beneficiary selection, appeals process and complaint mechanism and their participation. Hard copies of the computerized appeals were properly maintained. In the UK, there is an established complaints procedure supported by an explanatory leaflet that can be given to beneficiaries. The Community Equipment Service worked closely with their beneficiaries and other partners in revising their complaints procedure to ensure that it was a better process for the beneficiary. We will ourselves, and will assist our partners, to set up mechanisms through which beneficiaries can make complaints in relation to our programme/project decision and/or actions and through which these are reviewed and acted upon.

Enabling activities Strategy Planning Transparency Complaints and response Participation Project M&E Performance Management Corporate M&E The boxes refer to corporate processes that incorporate accountability to beneficiaries. >                    Strategy Commitment: We commit ourselves to have Action points on accountability to beneficiaries in all our strategies. For example, the UK Programme Framework on p.13 states: ” Accountability to beneficiaries should exist throughout the lifespan of a programme and should be maintained when working through partnerships. This section presents key activities for improving accountability”. >                    Corporate Planning We commit ourselves that our corporate Planning system incorporates accountability to beneficiaries. An example for this is the participation of S&E staff in the accountability to beneficiaries working group to ensure that our planning processes include accountability to beneficiaries mechanisms, and providing adequate funding for the workplan of this group. >                                           Corporate M&E, (and Learning) Commitment: Our corporate M&E, Learning and Management systems reflect our commitment to being accountable to beneficiaries. For example, Human Resources and Learning could use case studies produced through the process of identifying examples of good practice in existing programmes for a series of orientation sessions on AtB for staff. Learning on AtB could be captured through future research.   >                    Performance Management Commitment: We commit ourselves that our corporate Human Resources system ensures that staff is capable to apply the accountability to beneficiaries framework and monitors its application. For example, BRC’s Human Resources and Education Team could draft procedures to review staff training records, induction and briefing procedures to ensure that staff is aware of the accountability to beneficiaries framework, its relevance and importance, and that they understand their responsibilities. The boxes refer to corporate processes that incorporate accountability to beneficiaries.

Enabling activities: Strategy Planning Transparency Complaints and response Participation Project M&E Performance Management Corporate M&E For example, the UK Programme Framework on p.13 states: ” Accountability to beneficiaries should exist throughout the lifespan of a programme and should be maintained when working through partnerships. This section presents key activities for improving accountability”. We commit ourselves to have Action points on accountability to beneficiaries in all our strategies.

Enabling activities: Corporate planning Strategy Planning Transparency Complaints and response Participation Project M&E Performance Management Corporate M&E An example for this is the participation of S&E staff in the accountability to beneficiaries working group to ensure that our planning processes include accountability to beneficiaries mechanisms, and providing adequate funding for the workplan of this group. We commit ourselves that our corporate Planning system incorporates accountability to beneficiaries.

Enabling activities: Corporate Monitoring and Evaluation, and learning Strategy Planning Transparency Complaints and response Participation Project M&E Performance Management Corporate M&E For example, Human Resources and Learning could use case studies produced through the process of identifying examples of good practice in existing programmes for a series of orientation sessions on AtB for staff. Learning on AtB could be captured through future research. Our corporate M&E, Learning and Management systems reflect our commitment to being accountable to beneficiaries.

Enabling activities: Performance Management Strategy Planning Transparency Complaints and response Participation Project M&E Performance Management Corporate M&E For example, BRC’s Human Resources and Education Team could draft procedures to review staff training records, induction and briefing procedures to ensure that staff is aware of the accountability to beneficiaries framework, its relevance and importance, and that they understand their responsibilities. We commit ourselves that our corporate Human Resources system ensures that staff is capable to apply the accountability to beneficiaries framework and monitors its application.

Awareness-raising and training Enabling activities: Supporting staff Strategy Planning Transparency Complaints and response Participation Project M&E Performance Management Corporate M&E Awareness-raising and training …through training and internal communications

Communicating and advocating Participation Transparency Complaints and response Project M&E Strategy Performance Management Corporate M&E Planning Strengthening our Commitment to Accountability to Beneficiaries Awareness-raising and training Advocacy within the Movement For example, BRC’s Communications Division is organising an event “The need to know- communicating with affected communities”, inviting programme and communications staff members from various NGOs to improve communication and two-way information and accountability during emergencies.   Strengthening our Commitment: We commit ourselves to explain and promote the framework and its implications at all levels of BRC’s work.

Communicating and advocating Participation Transparency Complaints and response Project M&E Strategy Performance Management Corporate M&E Planning Strengthening our Commitment to Accountability to Beneficiaries Awareness-raising and training Advocacy within the Movement For example, BRC provides input into various Federation and ICRC meetings where accountability is discussed, and contributed a discussion paper towards the Federation’s Strategy 2020 on the subject of accountability.   Advocacy within the Movement: We commit ourselves to work with our international partners in the Movement to strengthen their organisational commitment, to pilot AtB work, and to capture/share learning.