Www.ecbproject.org Fundamental questions Good Enough Guide Training [insert location], [insert date]

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www.ecbproject.org Fundamental questions Good Enough Guide Training [insert location], [insert date]

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Page 1: Www.ecbproject.org Fundamental questions Good Enough Guide Training [insert location], [insert date]

www.ecbproject.org

Fundamental questions

Good Enough Guide Training[insert location], [insert date]

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What matters to you?

What question do you ask yourself about your humanitarian work?

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What matters to you?How are we involving

the women, men and children most affected by the emergency

in planning, implementing and

judging our response?

How are we involving the women, men and children

most affected by the emergency in

planning, implementing and judging

our response?

Are we “good

enough”?

Are we “good

enough”?

What difference

are we making?

What difference

are we making?

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The “good enough” challenge!

What difference

are we making?

What difference

are we making?

How are we involving the women, men and children

most affected by the emergency in

planning, implementing and judging

our response?

How are we involving the women, men and children

most affected by the emergency in

planning, implementing and judging

our response?

Are we “good

enough”?

Are we “good

enough”?

ACCOUNTABILITY

IMPACTMESUREMENT

GOOD ENOUGH

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www.ecbproject.org

Accountability elements

Good Enough Guide Training

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The accountability elements

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Participation

The process by which an organisation enables key stakeholders to play

an active role in the decision-making processes that affect them.

The organisation must have clear guidelines (and practices)

enabling it to prioritise stakeholders appropriately

and to be responsive to the differences in power between them.

In particular, mechanisms need to be in place to ensure that

the most marginalised and affected are represented and have influence.

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Leadership / governance

• leaders and managers in agencies articulate

what accountability means to them and to the organisation;

• policy and practice is explicit about expectations around accountability

• accountability is modelled and demonstrably valued by leaders and

managers.

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Transparency

The provision of accessible and timely information

to stakeholders and the opening up of

organisational procedures, structures and processes

that affect them.

To be transparent an organisation needs to do more

than disclose standardised information.

It also needs to provide stakeholders with the information they

require to make informed decisions and choices.

In this way transparency is more than just

a one-way flow of information;

it is an ongoing dialogue between an organisation

and its stakeholders over information provision.

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Feedback

The systems, processes, attitudes and behaviours through which

an organisation can truly

listen to its stakeholders.

Feedback is essential for organisations

to understand whether they are meeting

the agreed needs / wishes or wants of their stakeholders.

Feedback Mechanisms must be in place

and must be robust enough to support complaints

about breaches in policy and stakeholder dissatisfaction.

These mechanisms allows

appropriate corrective ‘corporate’ action to be triggered.

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DME

The processes used by an organisation,

with involvement from key stakeholders, to:

• monitor and review its progress and results against goals and objectives;

• feed learning back into the organisation on an ongoing basis

• reports on the results of the process.

To increase accountability to stakeholders, goals and objectives

must be designed in consultation with those stakeholders.

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The accountability elements

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www.ecbproject.org

Defining accountability

Good Enough Guide Training

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Making sure that the women, men and children affected by an emergency are involved in planning, implementing, and judging our response to their emergency too.

Good Enough Guide page 4

Accountability

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Means measuring the changes taking place as the result of an emergency project.

At its simplest, impact measurement Means asking the people affected, ‘What difference are we making?’

Their view of the project and its impactis more important than anybody else’s.

Good Enough Guide page 4

Impact measurement

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A view from the UN

“To be accountable to our beneficiaries, we must close the gap between what we practice and what we preach.

We most improve both what we do, and how we do it.”

Jan Egeland, UN Under-Secretary General for Humanitarian Affairs and Emergency

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www.ecbproject.org

Is it “good enough”?

Good Enough Guide Training

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Establishing if a tool is “good enough”

MEET THE ESSENTIALSMEET THE

ESSENTIALS REALISTICREALISTIC SIMPLESIMPLE

ENOUGH TIME

ENOUGH TIME

SECURITY / STAFF

WELLBEING

SECURITY / STAFF

WELLBEING

RESPECT STANDARDS

RESPECT STANDARDS

ENOUGH $$$

ENOUGH $$$

ENOUGH CAPABLE

STAFF

ENOUGH CAPABLE

STAFF

USEFUL AND

RELEVANT

USEFUL AND

RELEVANT

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www.ecbproject.org

The Good Enough Guide:an overview

Good Enough Guide Training

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• Practical, for field staff

• “Good enough”

• Non-prescriptive

The Good Enough Guide

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Content

• Preface and description of terms

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Content

• Preface and description of terms

• 5 principles

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Content

• Preface and description of terms

• 5 principles

• 14 tools

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Content

• Preface and description of terms

• 5 principles

• 14 tools

• Appendices

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Where to get it?

http://www.ecbproject.org/the-good-enough-guide

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Communication materials

Look on the ECB site for communication materials!

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www.ecbproject.org

Accountability initiatives

Good Enough Guide Training

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Accountability Initiatives

Sphere

HAP - I

ALNAP

People in Aid

The Red Cross Code of Conduct

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SPHERE

CODE OF CONDUCT

HAP

ALNAP QUALITYCOMPAS

PEOPLEIN AID

Accountability Initiatives

GOOD ENOUGH

APPROACH

Minimum standards to ensure

“life with dignity”

Tools for

programm

e

managem

ent

Lesso

ns le

arned

,

anal

ysis

, tools

Principles of

conduct

strengthen accountabilityof organizations

and monitorcompliance

Good pra

ctic

e

In m

anag

ing

people

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Sphere

People-centred humanitarian response

People’s capacity and strategies

to survive with dignity

are integral to the design and approach

of humanitarian response.

(core standard 1)

Performance, transparency and learning

The performance of humanitarian agencies

is continually examined and communicated

to stakeholders; projects are adapted

in response to performance.

(core standard 5)

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HAP

Accountability is the means through which

power is used responsibly.

It is a process of taking into account

the views of,

and being held accountable by,

different stakeholders,

and primarily the people

affected by authority or power.


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