DANISH REFUGEE COUNCIL Syrian Arab Republic Humanitarian Accountability Framework 1. DRC Syria s objectives, partners & stakeholders DRC initially started operating actively in Syria in 2008, mainly to support Iraqi refugees. when DRC took over 8 Community Centres (CCs) in Damascus and Rif Damascus in co-operation with the Syrian Arab Red Crescent (SARC) supported by UNHCR. All activities in the CCs were targeting exclusively refugees and the overall aim was, aside from providing protection assistance, to assist refugees with skills development activities. In June 2012, DRC was authorized by the Syrian Ministry of Foreign Affairs to expand its efforts and provide assistance to IDPs and to the most vulnerable resident population countrywide. DRC activities in Syria focus on NFI distributions,, WASH,, Education and Livelihood in the 5 following Governorates; Damascus, Rural Damascus, Dera a, Aleppo and Homs. In 2014, DRC has been the main assistance provider in the above mentioned sectors among the international NGOs operating in Syria with a budget of 26 million USD. vision and objectives: In 2015, with a budget of 22 million USD, DRC will continue to implement distribution, and WASH activities to respond to the most urgent needs of the crisis affected population. Building on the achievements to date, DRC will also emphasize its integrated and community based approach, by strengthening its support to the Community Centers (CCs). Indeed, Community Centres are the first line of identification and support for vulnerable people in Syria. They can provide key insights into their communities capacities and priority protection and assistance needs. With the support of a strong network of volunteers, CCs have become a critical channel of information for DRC in Syria to reach out to the most vulnerable IDPs and host communities, including women, children, persons with disabilities and older persons, and to promote healthy protective behaviours among communities. Given their knowledge, know-how and outreach capacity, they should progressively become a key source of information for needs assessments and evaluations, as well as implementing or assisting the implementation of DRC s programs in Syria. Wherever suitable, multiple activities will be implemented in the same area/community to increase their total impact and address the needs of the displaced populations and reduce the burden on the host community. DRC believes that providing multiple services through integrated programming is vital to ensure access and to meet the expectations of different groups affected by displacement. Adopting an integrated approach will improve DRC s image with the local community and other stakeholders including government authorities and increase the sustainability of the interventions. Page 1 of 7
The overall programme objective will be the following: To provide protection and promote durable solutions for displacement-affected populations in Syria 3-year programme objectives Emergency: To provide emergency assistance to displacement-affected individuals and communities in Syria (including mine action). Protracted Displacement: To strengthen social and economic self-reliance of displacement-affected populations with the view to prepare for safe return and/or sustainable integration. Resilience & Stabilization: To reinforce resilience of hosting communities to facilitate integration of displaced populations (including returnees). Programme Specific Objectives for 2015 Emergency: To meet the immediate and short term needs of displaced persons through NFI distribution, shelter and wash assistance (and mine-risk education). Protracted Displacement: To enhance displacement-affected populations access to protection, livelihood and educational opportunities through a community-centre based approach. Resilience and Stabilisation: To build up capacity of local partners and institutions to deliver educational and livelihood services. Partners & stakeholders The main national providers of assistance in Syria are the Syrian Arab Red Crescent (SARC), the Ministries of Education and Health (MoEH), the Ministry of Social Affairs (MoSA) and the Ministry of Local Administration (MoLA). During 2008, DRC engaged in the Education sector, partnering with the Ministry of Education (MoE), rehabilitating both primary and secondary schools in Damascus in areas with a high refugee population. While the objective initially focused on physical structures of schools, DRC then proposed quality education services in schools with a high percentage of refugees, again aiming to providing durable solutions to refugees. In June 2012, DRC built its emergency response strategy on its traditional areas of operation, namely Rif Damascus, Homs and Dera a, where community structures were already in place. Although DRC has kept and developed a strong positioning in Damascus by maintaining constructive relationships with SARC and key Ministries, the context has become increasingly politicized. It is crucial to continuously defend and demonstrate the strict respect of independence of action of DRC in Syria. As one of the largest INGOs intervening from Damascus, DRC should reinforce its role of mediation by bridging as much as possible Cross-Border Organizations and SARC. Page 2 of 7
1.1.1 Syrian Arab Red Crescent (SARC) SARC is officially the pre-empted coordinator of the current emergency crisis in Syria. All INGOs providing an emergency response from Damascus has to closely cooperate with SARC who is in charge of approving projects objectives, activities, and capacities to be allocated for the implementation. SARC is also linking INGOs with Ministries, such as the Ministry of Foreign Affairs or the Ministry of Interior when requesting for working visa for international staff. 1.1.2 Ministries Ministry of Education (MoE): Before the on-going crisis, DRC had already developed a strong and efficient cooperation with MoE for school rehabilitation and educational activities, including risk awareness. Ministry of Social Affairs (MoSA): a Memorandum of Understanding is currently under negotiation in order to build a partnership dedicated to support in priority protection-based activities. Ministry of Local Administration (MoLA) and Ministry of Industry: new opportunities of partnership should be explored with these two ministries before considering further development of resilience-based livelihood projects. 1.1.3 Damascus-based INGOs In Damascus, about16 INGOs are accredited to assist the conflict-affected populations alongside the main UN actors (UNHCR, WFP, WHO, UNRWA, UNFPA and UNICEF). Out of the 16 INGOs in the country, only 6, including DRC, have considerable on-going operations and have been in the country for several years. There are no official INGOs forum. 1.1.4 WHOLE of SYRIA (WoS) The operational coordination of the humanitarian response to the Syria crisis inside Syria as such is taking place at hub/country level (Turkey and Jordan for cross-border operations) where decisions are made on operational basis and in consensus. DRC is very active in all sector cluster related to its field of intervention (protection, /NFI, Education). The WoS coordination structure has been established to facilitate and ensure coherence across the different hubs/countries. The architecture includes a Strategic Steering Group (SSG), the Sector/Cluster Coordination Group (ISCCG), the WoS Clusters/Sectors and the Syria Information Management and Assessment Working Group (SIMAWAG). DRC has been elected by Damascus-based INGOs to seat at the SSG; in addition, DRC has been nominated to co-chair the WoS NFI/ sector group based in Gaziantep. Page 3 of 7
2. DRC Syria Organisational Chart The Program organization chart has been modified in order to strengthen DRC s capacities in Syria. A Head of Program has been recruited to deputize the in Program Management.The whole DRC country program in Syria is served 70 national staff, including 12 international staff, distributed between Damascus country office and 6 DRC-owned Community Centres (1 in Damascus, 3 in Rif Damascus, 1 in Homs and 1 in Dera a). 159 volunteers are supporting the implementation of the Community Centres services in the 6 CCs. In 2015, DRC will open 2 new Women Centres in Aleppo and Homs. DRC s staff, national and international, regularly receives training on technical guidelines (finance, procurement, safety) and programmatic specialties (protection monitoring, humanitarian law, managerial skills, project cycle management, etc.). Page 4 of 7
List of current projects, their objectives, beneficiaries, relevant authorities, funding and implementing partners DRC Syria Accountability Framework - May 2015 Donor Code Start Date End Date Budget Currency Project title Total number of beneficairies Sector DANIDA DANIDA SIDA ECHO OFDA DFID UNHCR US DoS 520 XXX 514-625 642 513-778 514-872A XXX 513-724 01-Jan-15 31-Dec-15 8,000,000 DKK 01-May-15 31-Dec-15 6,974,826 DKK 01-Mar-14 28-Feb-15 10,000,000 SEK 01-Apr-15 31-Mar-16 3,000,000 EUR and promotion of durable solutions for displacement-affected populations in Syria Emergency response to conflict and displacement affected populations in Syria and Lebanon Emergency Assistance to displaced and conflictaffected population in the Arab Republic of Syria Emergency Assistance to Conflict Affected Populations in Syria 30840 17000 127000 115550 11-Sep-13 10-Sep-15 5,523,570 USD Integrated WASH Support to Daraa & damascus Rural 290000 01-Oct-14 30-Sep-16 10,500,001 GBP A two-year multi-sector humanitarian assistance to conflict affected populations in Syrian and Lebanon 01-Jan-15 31-Dec-15 1,656,700 USD Assistance to conflict-affected population in Syria 7820 01-Mar-13 31-Aug-15 1,050,000 USD DDG and the Syrian Ministry of Education regarding early ERW Risk Education in the Syrian Arab Republic 335000 21,000 Livelihoods Education WASH Livelihoods Education EWR Risk Education Key Mechanisms and Tools: How DRC relates to its beneficiaries Key mechanisms and tools for beneficiary awareness and participation in DRC projects include the following: Consultation with beneficiary groups throughout the project cycle (tools used include individual interviews/needs assessments, focus group discussions, post-project monitoring surveys and general assessments); Info sheets about the activities and distribution of contact info to reach and benefit from DRC Syria services General feedback back mechanism in DRC Syria offices and in community centres allowing beneficiaries to with DRC, and to reach the operation committees or the COC committee. Page 5 of 7
3. Accountability Improvement Plan for 2015 HAP 2010 BENCHMARK 1. Establishing and delivering on commitment 2. Staff competency 3. Sharing Information TARGET/INDICATOR(S) 1 2015 All DRC staff providers are familiar with HAP principles and accountability requirements SMT and Senior staff are familiar with the benchmarks All DRC Syria partners (Including SARC) are familiar with DRC HAP principles and accountability requirements A training plan and Induction training is developed and implemented, Regular internal reports are shared systematically with DRC staff ACTIVITIES - Share the Accountability Framework, and hold explanatory meetings with all field and office staff. AF and accountability will also form a part of staff induction. - Regular mee - In the Annual Review, a session is included where benchmarks are discussed and commitments are agreed - The AF is shared with partners and Syrian Arab Red Crescent - Assess needs for capacity building among DRC staff - Design capacity building plan (including budget, identification of resources) and Implement the plan - Regular training on new Programme Handbook (5 trainings by end of June -1/ FO) - Monthly reports are drafted and shared - Distribute them over the programme, - Monthly Programme Briefing to be initiated - Utilize an open management knowledge systemto create central repository for all relevant information each department is to create folders with relevant contents (e.g. Grans Management with all grant agreements, proposals, logframesetc; HR with all valid memos, employee handbook etc; logistics with all procurement docs etc; DAC with all valid SOPs FOCAL POINT AUTHO- RITY 2 DEADL INE HAP FP CD 15/07/2 015 HAP FP HoP/PMs Grants Manager Managers Grants/ All departmen ts HoP Grants 31/12/2 015 Ongoin g 31/12/2 015 MEANS OF VERIFICATION - The AF - Induction training plan - Training agenda & participant evaluations. - Agenda and Report from Annual Review and Midyear review - Some partnership MoU include HAP obligations. - Induction training plan - Training agenda & participant evaluations. - Monthly reports - Files shared on OKM Page 6 of 7
4.Participation 5. Handling complaints 6. Continual improvement Plan for improving DRC Visibility and information sharing developed Beneficiaries participation is ensured at project design and implementation level Ensure a proper feedback system for beneficiaries, staff and stakeholders Ensure that learning and feedback contribute to improvements of the programme activities for distributions etc; Safety likewise) - Discuss weekly or monthly internal newsletter - MoM and implementation plan - Flyers and posters to be printed and shared in Grants - DRC Syria Fact Sheet is offices, community centers and distribution sites Grants Manager produced and shared. and PM - The DRC fact sheet is shared and PM 01/06/1 - Flyers and posters are being EOC/Gra - Annual Report is shared with partners 5 produced nts - Ensure visibility at field level is adequate and - Annual Report Manager compliant - Spot checks on Field - FGDs with beneficiaries take place & are well documented to systematically confirm /improve project relevance & design - Develop guidelines on community mobilization - Code of Conduct Committee meets at least twice a month - Investigations and Preliminary Assessments are conducted as required - CoCC feedback is logged and shared with Copenhagen weekly - Streamline CoC reporting and separate Fraud Reporting with HQ - Mechanism for Operational Feedback is consolidated: hotlines at field level are linked to central hotline - Beneficiaries are aware of feedback mechanism: awareness raising sessions - Boxes and visibility items at filed level are in place and maintained (CCs) - Train and inform all staff on the mechanism - HAP benchmarks to be included in M&E and Internal Audit Plans - Audit results (for follow up on CoC recommended actions) to be shared w CoCC verify corrective action implementation - Contribute to revisions of relevant sections in OH and liaise with HQ on gaps and changes in procedures not reflected in Operations Handbook Programm e Managers PM 01/06/1 5 Ongoin g By end of 2015 - Findings and report from the focus group - Relevant evaluation reports - Guidelines for the mechanism - A confidential record of staff complaints & DRC responses will be kept. - Reports from committees - Records of feedback (calls on hotline, feedback forms from boxes and feedback from email) per tool per office - Awareness sessions reports - Lists of boxes installed - HAP Training plan and Attendance sheets - M&E and Internal Audit Plan - Audit Reports - SMT meeting minutes Page 7 of 7