assessment...annex 5 – faqs for those taking part in interviews 43 annex 6 – feedback from...

ASSESSMENT AGAINST THE CORE HUMANITARIAN STANDARD USER GUIDANCEFOR AID ORGANISATIONS

QUALITY. ACCOUNTABILITY. PEOPLE MANAGEMENT

Published by: CHS AllianceEdition: 2019Version 2.0 - this version replaces previous versions. ISBN: 978-2-9701305-1-2

CHS AllianceMaison Internationale de l’Environnement 2Chemin de Balexert 7 (first floor, room 1-08)CH – 1219 Châtelaine Geneva, Switzerland+41 (0)22 788 16 [email protected]

© All rights reserved. The copyright for this material lies with the CHS Alliance. It may be reproduced for educational purposes, including training, research and programme activities, provided that the CHS Alliance is acknowledged and details of such use are provided to the Alliance prior to use. For elements of this document to be quoted in other publications, translated, or adapted for use, prior written permission must be obtained from the copyright owner by emailing [email protected].

User guidance for aid organisations l 1

CONTENTS1. OVERVIEW 2 1.1 The guidance and its audience 2 1.2 The Core Humanitarian Standard on Quality and Accountability 2 1.3 A standard for both humanitarian and development work 3 1.4 The CHS verification framework and scheme 3 1.5 The CHS assessment 3 What’s an assessment against the CHS? 3 WhatisthetimelineofaCHSAssessment? 3 Whyconductinganassessment? 3 1.6 The CHS Index scores 5 1.7 The CHS Alliance’s support to its members 5

2. PROCESS & TIMELINE FOR COMPLETING A CHS ASSESSMENT 6 Phase 1 – Headquarters level - Starting the Assessment and completing consultations at HQ level 7 Step0:Preparatoryworks 7 Step1:Documentaryreview 8 Step2:StaffconsultationatHeadquarterslevel 8 Phase 2 - Field level - Consultations of staff, partners and beneficiaries 10 Step3:Conductinterviewswithrelevantstaffatfieldlevel 10 Step4:Conductinterviewswithpartners 11 Step5:Conductinterviewswithbeneficiaries 11 Phase3–Headquarterslevel-Drafting&scoringthereport,validatingtheassessment 12 Step6:Draftandscorethesummaryreport 12 Step7:Submission,validation&nextsteps–improvementplanning 15

ANNEX 1 – THE INDEX SCORES 16ANNEX 2 - SOURCES OF EVIDENCE 17ANNEX 3 - STAFF QUESTIONNAIRE 24ANNEX 4 – TIPS TO PLAN AND CONDUCT INTERVIEWS 42ANNEX 5 – FAQS FOR THOSE TAKING PART IN INTERVIEWS 43ANNEX 6 – FEEDBACK FROM COMMUNITIES 45

2 l CHS Assessment

1. OVERVIEW

1.1 THE GUIDANCE AND ITS AUDIENCEThisguidancepresentsmethodology,toolsandadviceforaidorganisationsconductinganassessmentagainsttheCoreHumanitarianStandardonQualityandAccountability(CHS).Itincludestemplatesforcollectinginformationanddocumentevidence.ItisprimarilydesignedfortheCHSassessmentteam(seedescriptionofresponsibilitiesbelow)andanyotherpersonorentitycoordinatingtheeffortsofanorganisationthroughanassessment.

1.2 THE CORE HUMANITARIAN STANDARD ON QUALITY AND ACCOUNTABILITY (CHS)

TheCHSisasetofninecommitmentstocommunitiesandpeopleaffectedbycrisis,statingwhattheycanexpectfromorganisationsandindividualsdeliveringhumanitarianassistance.ItwaslaunchedinDecember2014andisjointlyownedbySphere,GroupeURDandtheCHSAlliance.Theninecommitmentscanbeusedbyorganisationsandindividualsinvolvedinhumanitarianresponsetoimprovethequalityandeffectivenessoftheassistancetheyprovide.TheCHSalsofacilitatesgreateraccountabilitytothosecommunitiesandindividualsaffectedbycrisis–knowingwhathumanitarianorganisationshavecommittedtoenablespeopletoholdthemtoaccount1.

Asacorestandard,theCHSdescribestheessentialelementsofprincipled,accountableandhigh-qualityhumanitarianaction.Humanitarianorganisationsmayuseitasavoluntarycodetoaligntheirowninternalproceduresanditcanalsobeusedasthebasisforverifyingperformance.

Cor

e H

uman

itaria

n Standard • Core Humanitarian Standard • Core H

umanitarian Standard • Core Humanita

rian

Stan

dard

•

1Humanitarian response is appropriate and relevant.

5Complaints

are welcomed and addressed.

2Humanitarian response is

effective and timely.

3Humanitarian

response strengthens local

capacities and avoids negative

effects.

8Staff are

supported to dotheir job effectively,

and are treated fairly and equitably.

9Resources

are managed and used responsibly for their intended

purpose.

4Humanitarian

response is based on communication, participation and

feedback.

7Humanitarian

actors continuously

learn and improve. 6

Humanitarian response is

coordinated and complementary.

Communities and people

affected by crisis

Humanity • Impartiality

• N

eutrality • Independe

nce

•

1 YoucanfindmoreinformationontheCoreHumanitarianStandardandrelatedresourcesatwww.corehumanitarianstandard.org


1.3 A STANDARD FOR BOTH HUMANITARIAN AND DEVELOPMENT WORK

TheCHSwasdevelopedprimarilybyhumanitarianactorsandthisisreflectedintheterminology.However,theconceptsandverificationtoolsareequallyvalidinadevelopmentcontext–relevance,timeliness,accountability,coordinationorlearningandimprovementarenotrestrictedto humanitarianwork.

AmajorityofCHSAlliancemembersworkwithadualmandatecoveringhumanitariananddevelopment,andthoseusingtheverificationtoolshaveconfirmedthisrelevanceinbothfields.

1.4 THE CHS VERIFICATION FRAMEWORK AND SCHEME VerificationagainsttheCHSisoneofthefirststepsthatorganisationsshouldtakewhencommitting toworkinlinewiththeninecommitments,andtheCHSAlliancehasdevelopedtwokeydocuments tohelp:

• The verification framework2providesindicatorsforthekeyactionsandorganisationalresponsibilitiesundereachCHScommitment.These62indicatorshavebeenderivedfromthe36keyactionsand26organisationalresponsibilitiesacrossthenineCHScommitments.

• The verification scheme3ensuresthatverificationisconductedinafairandconsistentmanner byallparticipatingorganisations.Theschemeoffersfourstand-aloneoptions:

self-assessment peerreview independentverification certification.

Allfourstand-aloneoptionsusethesameindicatorsfromtheverificationframework. Theyalsousethesamesourcesofevidencetoevaluatetheorganisation’sperformance:reviewingdocumentation,consultingstaff(atbothheadquartersandfieldlevel)andinterviewingbeneficiaries.

TheCHSAlliancemanagesself-assessmentandpeerreview.Theindependentverificationandcertification,beingexternalaudits,aremanagedbyanindependentandaccreditedorganisation4.

1.5 THE CHS ASSESSMENT What is an assessment against the CHS?Weusetheterm‘assessment’torefertothe‘self-assessment’whichisentirelyconductedbyaninternalteamorfacilitatedbyaconsultant,orthe‘peerreview’,conductedbyateamfrompeerorganisations.

ACHSassessmentmeasureshowwellanorganisationappliestheninecommitmentsoftheCHSinitspolicies,systemsandpractices.Theassessmenthelpsorganisationstoidentifygoodpracticesandareasforimprovement.

What is the life cycle of an assessment?ACHSassessmentisafour-yearcycleofcontinuouslearningandimprovement(seeFigure1).

https://www.chsalliance.org/files/files/CHS%20Verification%20Framework%2016%20March%202016_with%20copyrights.pdf.https://www.chsalliance.org/files/files/Outline-CHS-Verification-Scheme-V7.pdf

Formoreinformationontheorganizationscurrentlyofferingthisservice,pleaserefertotheverificationpageoftheCHSAlliancewebsite.

4 l CHS Assessment

•Year0:conductaninitialassessmentandbuildanimprovementplan

•Year1:startimplementingtheimprovementsandreportonprogress

•Year2:continuewiththeimprovementplan,whilereviewingittoensureittakesaccountofmajorchangesintheorganisationortheenvironmentinwhichitisworking,andreportonprogress

•Year3:continuesimplementingtherevisedplanandreportonprogress

•Year4:conductanewassessmentandbuildanotherimprovementplan.

Why conduct an assessment?TherearemanybenefitsforanorganisationthatconductsaCHSassessment,including:

•Engagementandimprovement–findingsfromanassessmentprovidethebasisforplanningimprovementsinpolicy,systemsandpracticesandtheassessmentprocessitselfcandeliverthebuy-inrequiredforthechangesthatareneeded.

•Internalawarenessofcommitments–assessmentinterviewswithstaffatbothheadquartersandfieldlevelwillbuildawarenessofyourcommitmentstoaccountability,qualityandpeoplemanagement.

•Externalrecognitionandvisibility–everyorganisationcompletingaCHSassessmentwillbegivenpublicrecognitionoftheeffortstheyhavemadetowardsimplementingthestandard.

Figure1:Acontinuouslearningandimprovementcycle

YEAR 0 OR 4Entire process of CHS

assessment and improvement plan

YEAR 1Annual reporting

against improvement plan

YEAR 3Annual reporting

against improvement plan

Quality and accountability improvement

cycle

YEAR 2Revision of the

improvement plan as necessary


1.6 THE CHS INDEX SCORESEachorganisationcompletingoneoftheverificationoptionswillalsoassessitsperformanceonkeycross-cuttingissues.TheCHSAlliancehasusedindicatorsfromtheninecommitmentstodevelopindexesthatreflecthowwelltheorganisationperformsacrossthreeoftheseareas:1.protectionagainstsexualexploitation,abuseorharassment(PSEAH)2.localisation3.genderanddiversity.

YoucanfindthedetailedlistofindicatorsinAnnex1.

1.7 THE CHS ALLIANCE’S SUPPORT TO ITS MEMBERS AllCHSAlliancememberscommitto‘haveadocumentedorganisationalcommitmenttoqualityandaccountability’,andtheCHSAlliancesecretariatstronglyencouragesitsmemberstofulfilthiscommitmentbyevaluatingperformanceagainsttheCHS.Thesecretariatoffersarangeofsupportforthevariousverificationoptions,including:

•trainingsessions,webinars,helpdesk,bilateralmeetingsandvisitstosupportself-assessmentandpeerreview

•‘sanitychecking’submittedreports,includingin-depthreviewstoensurethatmethodologyisappropriateandthatthescoreshavebeenconsistentlyallocatedinlinewithnarrativeanswersandthescoringgrid

•researchingandclarifyingCHSindicatorswherefurtherguidanceisneeded

•dashboardsandaccesstoCHSverificationdataontheTableauplatformwhenassessmentsorthird-partyverificationsarecomplete–allowingAlliancememberstobenchmarktheirperformance

•advocacyatthesectorlevelforcollectivesolutionsandinitiativesaddressingweaknessesidentifiedthroughtheaggregatedresults.

TheCHSAlliancerequiresmemberstoprovidetheirCHSassessmentorthird-partyreportsforanalysisandtheidentificationofsolutionstocollectiveproblems.Thesecretariatkeepsallreportsconfidential.

6 l CHS Assessment

2. PROCESS AND TIMELINE FOR COMPLETING A CHS ASSESSMENT

Theserecommendationsarebasedongoodpractice.Itisuptoeachorganisationtocustomise theprocessbasedonitsowncircumstances,whileensuringthatataminimumit:

• coversallareasoftheCHS

•seeksinputfromstaff,communitiesandpeopleaffectedbycrisis,aswellaspartnersintheprocess

•providesevidencetobackupconclusionsandscores.

ConductingaCHSself-assessment:

Here’satemplatetimelinethatorganisationscanusewhenpreparingfortheirassessment.Itisbased onfeedbackfromusers,coversthevariousstagesofanassessmentandestimateshowmanydaysyoucanexpecttospendoneachstep.

0.Preparatory

works

Phase1–HQlevel Phase2–fieldlevel

6months

Phase3–HQlevel

3months

2.Staff

consultation–HQlevel

5.Beneficiaryconsultation

1.Documentary

review

4.Partners

consultation

3.Staff

consultation–fieldlevel

6.Report

draftingandscoring

7. Validation andnextsteps–

improvementplanning

Steps/weeks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21#averagedaysofwork(estimate)

NNGO INGO<10countries

INGO>10countries

Phase1-Headquarterslevle-StartingtheAssessmentandcompletingconsultationsatHQlevel

0.Preparatoryworks 3 3 3

1.Documentaryreview 3 6 9

2.Staffconsultation-HQlevel 2 4 6

Phase2-Fieldlevel-consultationsofstaff,partnersandbeneficiariesbycountryvisited(forINGOsonly,tobemultipliedby2iftheorganisationworsin10countriesormore

travel arrangements and preparation of the meetings 5 10

3.Staffconsultation 2 4

4.Partnersconsultation 1 2 4

5.Beneficiaryconsultation 1 2 4

Phase3-HQlevel-drafting&scoringthereport,validatingtheassessment

6.Reportdrafting&scoring 3 6 9

7.Validation&nextsteps 2 3 4

Total 15 33 53


Belowisadetaileddescriptionofeachstep,includingthemethodologyandtoolstobeused.Thesize ofyourorganisationwillhaveasignificantimpactontheparameters.

Werecommendthatyoureadthemethodologyalongsidethereporttemplate,asitreferstotoolsandsectionsinthetemplate.

PHASE 1 – HEADQUARTERS LEVEL – STARTING THE ASSESSMENT AND COMPLETING CONSULTATIONS AT HQ LEVEL

Thisphaseaimsatlaunchingtheassessmentandbuildinganinitialunderstandingofthestrengths andweaknessesoftheorganisationinlightoftheCHS–youwillconfirmandadjusttheseduringthefieldconsultations.Afterthesepreliminaries,theassessmentbeginswithcollectinginformationattheheadquarterslevel,lookingatdocumentsandtheguidancealreadyinplace,aswellasstaffknowledgeandopinions.

Step0:Preparation

Why? ToplanfortheCHSassessmentappropriately,youwillneedtounderstanditsscope,thepeoplewhoneedtobeinvolved,thedocumentsyouwillhavetogatherandhowresultswillbeused.Togetpeopleonboard,youwillneedtobeabletoexplainnotonlytheprocessbutalsothebenefitstheorganisationanditsstaffcanderive–seeSection1.3.

Ensuringseniorleaderssupporttheprocesswillbekeytoitssuccess.Highlightingthestrategicimportanceoftheprocesswillensurethatdifferentdepartmentscommitstaff,timeandresources. Thisisnotonlyrelevanttooperations,butalsotoHRandfinancefunctions.Itwillalsoensurebuy-in fortheresultswhenit’stimetodevelopanimprovementplan.

How?OnceseniormanagementhasendorsedthedecisiontoconductaCHSassessment,theorganisationshouldidentifyandnominate:

• An assessment team-leader: thispersonwillhavetheultimatemanagementresponsibilityforconductingtheassessment.TheCHSAlliancerecommendsthispersonistheAlliancefocalpoint5 orthepersonwiththemostsenior(operational)roleintermsofmanagingqualityandaccountabilitywithinyourorganisation.Theyshouldbecomefamiliarwiththetoolsandprocess–readingthisguidance,contactingtheCHSAlliancepolicyteam,registeringforawebinarortakingtheonlinecourseonself-assessment.Wealsorecommendappointingaself-assessmentchampionfromtheseniormanagementteam,toprovidehigh-levelsupporttotheteamleaderandtheprocess.

• An assessment team: thissmallgroupwillplanandcoordinatetheassessmentprocess,composedofpeopleselectedfortheirinterestintheprocessandtheircapacitytogainthesupportandengagementofstaffacrossdifferentpartsoftheorganisation–includingthedifferentdepartments,e.g.finance,logistic,programmes.Groupresponsibilitiesaredetailedbelow. Youwillneedtodeveloparobustworkplan,takingintoaccountotherprioritieswithinyourorganisation,consultingwithcolleaguesontiming,andprovidingthemwithsufficientnotice whenorganisinginterviewsorrequestingdocuments.Makesurethatyou:

• decideonthespecificactivitiestobeundertakenandwhotoinvolve–basedonthesteps inthisguidance

5 EachCHSAlliancememberorganisationhasafocalpointtoliaisewiththeCHSAlliance.

8 l CHS Assessment

•validateaworkplanfortheentireprocess–steps,timeframesandresponsibilities

• encourageparticipationfromdifferentpartsoftheorganisation

• communicateinitialplansandprogressreportstostaff6

• setmilestonestoensuretheprocessstaysontrack.

Makesurethatanypartnersyouworkthrougharealsoconsultedinthedevelopmentoftheparts oftheworkplanthatconcernthem.

Step1:Documentaryreview

Why? Yourexistingpolicies,guidanceandsystemsarethefirstsourcesofinformationwhenlookingatyourorganisation’scompliancewiththeCHS.

How?

InthisstepyouarerequiredtomapthemostrelevantguidanceyouhaveinplacefortheimplementationofeachofthenineCHScommitments.Thisencompassesnotonlyguidanceandpoliciesbutalsoprojectreports,minutesofmeetings,potentialindependentevaluation,aswellasanyotherdocumentsthatcanprovideevidence.

Ifyouworkthroughpartners,youshouldpayparticularattentiontoallpartnership-relateddocumentsthatcaninfluencebothpolicyandpractice–e.g.partnerassessmentformats,proposals,reporting. Ifyourpartnersarethoseimplementingprogrammes,thentheirreportsshouldalsobeamajorsourceofevidencetoinformcompliancewiththekeyactionsoftheCHS.

Who?

Theassessmentteamleaderandtheassessmentteammembersreviewtheguidancefromtheirowndepartment/areaofexpertise.

What tools?

Annex2ofthecurrentguidanceprovidesexamplesofevidencesourcesyoucanusetodemonstratethedegreetowhichyourorganisationismeetingcommitments.Thesesuggestedsourcesareindicativeonlyandnotmeanttobeexhaustive.

Thefindingsshouldbereportedinsection2–documentationreview–inthereport.

Step2:Staffconsultationatheadquarterslevel

Why? Qualityultimatelyreliesonpeople.Competentstaffcanfixapoorly-writtenprojectproposalbutagreatproposalcanonlysucceedifyouhavebothskilledandmotivatedstaff.Similarly,whileyoucanhavegreatpoliciesandprocesses,unlessstaffareawareofthem,understandwhytheyareimportantandaresupportedtoimplementthem,practicewillnotalignwithpolicy.Itisthereforecrucialtoinvolveyourstaffasakeystakeholderintheassessmentexercise,andtakingaccountoftheirdiversitywillensure youcanaccountfordifferencesofopinionandpracticebasedonseniority,geographicallocation, genderorotherfactors.

6Makesurethisispartoftheworkplan.


How? Meetingsshouldbeconductedseparatelywitheachdepartmentoftheorganisation,focused ontherelevantcommitmentsandindicators,assuggestedbelow.Thisfocusensuresthatmore emphasisisbeingputontheareasofexpertiseoftheinterviewees,inordertosavetimeforeveryone.

Yourobjectiveshouldbetoreachasamplethatisrepresentativebutmanageableintermsofresourcesneeded.

StaffarenotaskedtoprovideyouwithascoreforthecorrespondingCHSindicatorsduringinterviews,butratherprovideinformationandevidencethatwill,togetherwithotherformsofevidence,allowyoutosettleonascoreafterwards.ThestaffquestionnaireinAnnex3willhelpyoumanagethis.Theguidingquestionsaretostimulatethinkingabouthowspecificrequirementscanbemetbuttheyarenottheretoprovidesub-indicators.

Who? Althoughthiscanbedelegatedasnecessary,theassessmentteammembersshouldconductinterviewsandfocusgroupdiscussionsthemselvesasfaraspossible.

What tools? Annex3providesatemplatetoconductanddocumentstaffinterviews.Youdon’tneedtosubmit ittotheCHSAllianceaspartoftheself-assessment.

Annex4offerstipsforplanningandconductinginterviews.

Annex5providesanswerstoquestionsthatmaycomeupduringdiscussions.

Organisational department CHS commitments and indicators to focus on during the interviews

Programmes

Commitments 1 to 7 – all indicators. Primarily key actions but also organisational responsibilities, to assess existing knowledge of current policies and systems Commitment 8 – 8.1, 8.2, 8.3

Policy

Commitment 1 – 1.4, 1.5, 1.6 Commitment 2 – 2.6, 2.7 Commitment 3 – 3.7, 3.8 Commitment 4 – 4.5, 4.6, 4.7 Commitment 5 – 5.4, 5.5, 5.6, 5.7 Commitment 6 – 6.5, 6.6 Commitment 7 – 7.6

Monitoring, evaluation and learning Commitment 2 – 2.4, 2.5, 3.6 Commitment 7 – all indicators

Communication Commitment 4 – 4.2, 4.7

People Management/Human Resources Commitment 5 – 5.5 Commitment 8 – all indicators

Finance and administration Commitment 9 – all indicators

10 l CHS Assessment

PHASE 2 – FIELD LEVEL – CONSULTING STAFF, PARTNERS AND BENEFICIARIES

Whiletheexistenceofrelevantpolicies,proceduresandguidelinescanbedealtwithatheadofficelevelfieldlevelconsultationsareimportantbecausesomeformofsamplingneedstocheckwhetherstaffareawareofandcanaccessthesepolicies7,andtheextenttowhichtheyareimplemented.Consultingbeneficiariesalsohelpswithunderstandingimplementation.

Steps3,4and5takeplaceinthecountriesselectedforthesampling.Dependingontheorganisation, theteamleaderoftheassessmentmaygotothefield.Alternatively,focalpointscanbeappointedincountryoffices,inwhichcasetheyshouldbegivensufficienttimetofamiliarisethemselveswiththe CHSandtheguidancefortheinterviews.

Samplingmeansyouwillonlyvisitalimitednumberofcountriesandprojectsites,butusethefindings ofthosevisitstodrawconclusionsfortheentireorganisation.Forthisreason,itishighlyrecommendedthatyourselectionconsiderstherepresentativenessoftheoperationsyoumayvisit.Forthefirstassessment,weadviseyoutoselectareasorprogrammesthatarethemostrepresentative,rather thanthemostchallengingorsuccessful.

CHSAlliancerequirementsfortheminimumnumberofcountriesandprojectsites:

Number of countries where the organisation operates

Minimum number of country programmes to visit for

the self-assessment

Number of programme sites to visit within each country

1 N/A 2

1-9 1 2

10 or more 2 2

Step3:Conductinterviewswithrelevantstaffatfieldlevel

Why?

AswithStep2,yourobjectiveistogatherinformationfromthestaffinthefield,assesstheextent towhichtheyareimplementingthekeyactions,andwhethertheyarefamiliarwiththeorganisation’spolicies,proceduresandguidelinesidentifiedthroughtheprevioussteps.

How?Asbefore,wehighlyrecommendedyoufocusonthemostrelevantcommitmentsforthedepartmentsyou’remeetingwith(seemappingguideabove).

Manyorganisationsdonotimplementprogrammesdirectlybutworktogetherwithpartnerstodeliver. Ifthisisasignificantmeansthroughwhichyourorganisationimplementsprogrammes,thequalitywilldependtoalargeextentonthedegreetowhichyourpartnersalsoadoptthecommitmentsoftheCHSintheirqualityframework8.Therefore,werecommendthatseniorpartnerstafftakeanactiverolein thestaffconsultation,toassesstheirlevelofunderstandingandimplementationofthekeyactions.

7Forexample,aretherelevantdocumentsavailableinlanguagesspokenbystaffinvariouscountryprogrammes? 8Manyorganisationsinthehumanitariansectorstrivetobuildequalpartnerships.ThismeansthatassessinghowyourpartnerworkswiththeCHS isamutualresponsibility,notjustthatofthepartnerprovidingfunds.


Who?Theassessmentteamleader(ordesignatedrepresentativeinthefield),twoorthreerepresentatives ofeachdepartment(atleastonesenior),andthesamenumberfrompartnerorganisations.

What tools?Annex3providesatemplatetoconductanddocumentstaffinterviews.Youdon’tneedtosubmit ittotheCHSAllianceaspartoftheself-assessment.

Annex4offerstipsforplanningandconductinginterviews.

Annex5providesanswerstoquestionsthatmaycomeupduringdiscussions.

Step4:Conductinterviewswithpartners

Why?Ifyouworkthroughpartnersthisstepaimstoidentifystrengthsandweaknessesinthetype ofrelationshipyourorganisationbuildswithitsthem.Thisshouldhelpyoubetteranalysetheextent towhichyourpartnersareenabledtounderstandandfullyimplementtheCHS.

How?Byconductinginterviewswitharepresentativerangeofpartners–youshouldinterviewatleasttwopartnerspercountry,oruntilyoufeelcomfortableresultsarerepresentativeofyourpartnersingeneral.

Who?Theassessmentteamleader(ordesignatedrepresentativeinthefield),twoorthreerepresentatives (atleastonesenior)fromthepartnerorganisations.

What tools?PleasefillinSection3ofthereporttemplate–‘informationonpartnerships’.

Step5:Conductinterviewswithbeneficiaries

Why?PuttingpeopleatthecentreofhumanitarianresponseistheideabehindtheCHS.Therefore, itisessentialthatthevoiceofpeopleandcommunitiesaffectedbycrisisisakeyelementofthe self-assessment.Theirvoiceneedstobebalancedwiththatofstaff,partnersanddocumented processes,soyoucantriangulatedatatoensureyourconclusionsarereliable.

Ultimately,however,thoseaffectedbycrisisarethestakeholdersbestplacedtosaywhetheraresponseisappropriate,effectiveandtimelyandthisiswhyweaskorganisationstogatherandconsiderfeedbackfromcommunitiesandpeopleaspartoftheirassessment.Thiswillallowscoringtobeinformedbyfeedbackfromeveryoneinvolvedandaffected.Thescoresyougetunder‘communitiesandpeople’ foreachoneoftheCHScommitments(seeSection4)willbevisibleinthescoringsummaryanddashboardsyoureceivefromtheCHSAlliance,helpingraiseyourawarenessofanydiscrepancies thatneedaddressing.

12 l CHS Assessment

How?Accountingfortheviewsofcommunitiesandpeopleaffectedbycrisiswilldependonthecontextandthebestwaystoreachallrelevantsubgroupsofacommunity–accountingforgender,ageandotherindicatorsofdiversity.Initially,youmayneedfocusgroupdiscussionstoensurethatdataforyoursampleofprogrammeareasisavailabletoinformaself-assessment9–youcanaskparticipantsforfeedback onthequalityandaccountabilityofyourprogrammes(seebelowforinformationontools).

Inscoringthisfeedback,weacknowledgethatsatisfactionofcommunitiesandpeopleaffectedbycrisis–inparticularwhenaccountingforgenderordiversity–cannoteasilybesummedupinafigure.Thevalueofcollectingfeedbackliesmostlyinunderstandinghowfarthoseaffectedbycrisisaresatisfied orwithspecificaspectsoftheCHS,whereandwhydifferentgroupsmayholdcontradictoryopinions,andwhattheywouldsuggestdoingdifferently.Whileyouneedscoresforeverysurvey,focusgroupdiscussionorotherformsoffeedback,thescoreyoushouldenterinsection4‘Feedbackfromcommunities’shouldbeanaverageofthosescores.

Youshouldaskforfeedbackontheprogrammesthathavebeenimplementedinacommunity,whethertheyhavebeendeliveredbyyourownorganisationoroneofyourpartners.Youshouldstillconductthesebeneficiaryconsultationsifyouworkthroughpartners,asthesequestionsremainvalidfortheassessment.TheywillhelpyoufindouthowsuccessfulyouhavebeeninexplainingtheCHScommitmentstoyourpartners,aswellasinsupportingthemindelivery.

Who?Theself-assessmentteamleader(ordesignatedrepresentativeinthefield)andrepresentatives oftheaffectedcommunities,takingintoaccountthediversityofthecommunitiesintermsofage, gender,disabilityandothercontextually-relevantcriteria.

What tools?ThereisatemplateforadedicatedquestionnairewithperformanceindicatorsinSection4‘Feedbackfromcommunities,andinAnnex6.AsthoseaffectedbycrisiswillnotbeawareofalltherequirementsoftheCHS,thequestionsinthispartoftheself-assessmentaremoresuccinctinsomeareas,e.g.CHScommitments7,8and9.Incertaincontextsthequestionsmayneedtoberephrasedandyoucanadaptthemasnecessary.

PHASE 3 – HEADQUARTERS LEVEL – DRAFTING AND SCORING THE REPORT, VALIDATING THE ASSESSMENT

Bythisstage,youhavecollectedallthenecessarymaterialtoassesstheperformanceofyourorganisationagainsttheCHS.Thisphasewillbuildaconsensusonthisperformanceforeachoftheindicatorsfromtheninecommitments,takingintoaccountthevarioussourcesofinformationyou haveconsulted.OncevalidatedbytheCHSAlliance,thesummaryreportyouproducewillformthe basisforyourfutureimprovementplan.

Step6:Draftandscorethesummaryreport

Why?Thesummaryreportpresentsyourfindingsinaformatthatcanbesharedinternallywithstaff andmanagers,usedtobuildanimprovementplan,andtrackprogressmadeinfutureyears.

9 AsyoumakeprogressintheimplementationoftheCHS,youshouldbeabletoinformsubsequentreviewsbyusingdatayouwillbecollectingthroughroutinemonitoringandevaluation


How?ThegoaloftheCHSassessmentistohelporganisationsimprove–itisthereforecrucialtobehonest andtransparentinscoringallindicators.Onceascorehasbeendesignatedforanindicator,usingthescoringgridbelow,theassessmentteamleadershouldincludethereasons/evidenceforthescoreintheappropriatecolumninthesummaryreport.Thismustbedoneforeveryindicator.Oncetheassessmentleaderhascompletedthereporttemplate,thecoordinatinggroupshouldreviewthetoolusingtherecordsoftheinterviews,focusgroupdiscussionsandotherformsofevidence,toreachconsensus onthescoresforeachindicator.

ItisimportanttorealisethattheCHSassessmentprocessdoesnotleadtoa‘scientific’result.However,trendsandpatternsintheoutcomesoftheassessmentcanbeinterpretedtohighlightareasofstrengthorweakness.Forexample,anorganisationmighthavegoodpracticesinitsday-to-dayworkbutpoordocumentationintheformofpoliciesandproceduresrelatedtoCHSrequirements.Thedrivingprinciplebehindthescoringisthatthescoresshouldreflectthenormal,‘systematic’workingpracticesoftheorganisation.

Todocumentthedegreetowhich‘organisationalresponsibilities’arereflectedinyourorganisation’spoliciesandprocedures,youaremostlikelytofindtheevidenceinpolicies,manuals,guidelinesorprocedures.Youshouldlistkeydocumentsinthe‘documentationreview’sectioninthereport.

Todocumentthepracticeofyourorganisationwithregardto‘keyactions’,therangeofsources islikelytobebroader.Youwillbeabletorefertoreports,projectproposals,evaluationsorother formaldocumentsthatcaptureanddocumentyourpractice.Atthesametime,youwillalsobeable touseless-formalsources,suchasfeedbackfromcommunitiesandpeopleaffectedbycrisiscollectedthroughfocusgroupdiscussions,interviewsorsurveys.Bothtypesareappropriate,andtriangulatingdifferentsources(includingdifferentlocationsandthroughagenderanddiversitylens)allowsyou tocometoconclusionsmoreconfidently.

YoucanfindsuggestionsofbothformalandinformalsourcesofevidenceinAnnex2.Theseareonlyindicative,willdifferfromoneorganisationtoanother,andwillbeupdatedbasedonfeedbackfromorganisationsundertakingtheself-assessment.

Main sources for writing your findings

Indicators for key actions

• Questions to communities

• Organisations working with partners and questions to partners

• Sources of evidence

• Staff interviews

Indicators for organisational responsibilities

• List of key documents

• Community-level questions

• Organisations working with partners and questions to partners

• Sources of evidence

• Staff interviews (sections linked to organisational requirements)

14 l CHS Assessment

Evidence and scoring guidelinesWeprovidedetailedscoringguidelinestoensurethattheresultscollectedthroughself-assessmentshelpmemberorganisationstomeasuretheirprogressovertime.ItalsoenablesustodrawsolidconclusionsabouttheoverallperformanceofCHSAlliancemembershiponthedifferentaspectsofthestandard,whichhelpsustotargetoursupportandresourcesmosteffectively.

Whendecidingascore,rememberthatevidencecanbeanyreproducibleinformationthatdemonstratestheapplication(ornot)ofaCHSrequirement.Thesourcesforevidenceinaself-assessmentarewrittendocumentsthatdescribepolicies,procedures,processesandsystems,aswellasanyotherinformationthatreportsonpracticesrelatingtotherequirementsoftheCHS–meetingminutes,proposals, resultsofmonitoringandevaluation,interviewsanddirectobservation.Whileitisoftendifficult toconsiderasingletestimonyasanauthoritativesource,aseriesofcongruenttestimonieswould clearlyformevidence.

Who?Theassessmentteamleader,havingcompletedthenecessaryconsultations,willanalyseanddraftthereportbeforescoringit.Thescoringshouldbevalidatedbythemembersoftheassessmentteam,beforebeingsubmittedtoCHSAlliance.

What tools?Youshouldfillinthe‘summaryreport’sectionofthereportingtemplate.

Scoring grid

Score Description

0 Your organisation currently doesn’t not work towards applying this requirement, either formally or informally. It’s a major weakness that prevents your organisation from meeting the overall commitment.

1 Your organisation has made some efforts towards applying this requirement, but these efforts have not been systematic.

2 Your organisation is making systematic efforts towards applying this requirement, but certain key points are still not addressed.

3 Your organisation conforms to this requirement, and organisational systems ensure that it is met throughout the organisation and over time – the requirement is fulfilled..

4 Your organisation’s work goes beyond the intent of this requirement and demonstrates innovation. It is applied in an exemplary way across the organisation and organisational systems ensure high quality is maintained across the organisation and over time.


Step7:Submission,validationandnextsteps–planning forimprovement

Why?ThesubmissionoftheassessmentbytheorganisationanditsvalidationbytheCHSAllianceiscruciallyimportantbecause:

• it reassurestheorganisationthatthemethodologywasproperlyfollowedandthattheresults andfindingsoftheassessmentaresolidenoughtobeusedasabasisforanimprovementplan.

• itallowstheCHSAlliancetocompileresultsinconfidencethattherewasconsistencyinthewaytheyhavebeengeneratedbythedifferentmembers,especiallywhenscoringtheindicators.Thus,theCHSAlliancecananalysecollectiveresults,establishtrends,sharefindingswiththemembershipandatagloballevel,advocatingforappropriatemeasurestobetakeninresponsetoanyweaknessesidentified.

Followingthevalidation,itissimilarlyimportantforyoutousethefindingstodevelopanimprovementplan–theassessmentisalways,andonly,thefirststeptowardstheultimategoalofimproving thequalityandaccountabilityoftheprogrammesyourorganisationisimplementing.

How?YoushouldsubmitthecompletedreporttemplatetotheCHSAlliancepolicyteam [email protected].

Withinfourweeks,theCHSAlliancewill‘sanitycheck’yourreportandprovidewrittenfeedback withcommentsandamendments.Youwillalsoreceivethebenchmarkingdashboards,presenting yourresultsinrelationtoalltheevaluationssubmittedtotheCHSAlliance.

Followingitsownfinalreviewoftheamendedandsupplementedassessment,theorganisation’sassessmentteamshouldsubmititsreporttoitsseniormanagementteamforendorsementand anagreementtodevelopanimprovementplaninlightofthevalidatedfindingsandrecommendations.Thisshouldaddressanyweaknessesidentifiedintheassessmentwithafour-yearplanofactiontotaketheorganisationtoitsnextfullself-assessment.

Who?TheassessmentteamleadershouldsubmitthedocumentstotheCHSAllianceandthen,oncevalidated,sharethemwiththeorganisation’sseniormanagementteam.Thisteamleaderistheninthebestpositiontodevelopanimprovementplan,whichshouldalsobepresentedandvalidatedbytheSMT.

What tools?Thefullreporttemplateshouldbesubmitted.Oncevalidated,theCHSAllianceoffersdashboardsillustratingtheresults,aswellasguidance10onhowtodevelopanimprovementplan.

10 https://www.chsalliance.org/files/files/CHS_improvement_plan_guidelines.pdf

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ANNEX 1 THE INDEX SCORES

Threeindexscorearecalculatedfromtheresultsofyourassessment:genderanddiversity,localisation,andPSEAH.Herearetheindicatorstakenintoaccount:

•Genderanddiversity:ThisscoremeasurestowhatextentyourorganisationisapplyingCHSrequirementswhicharerelevantintermsofthediversityofthecommunitiesandpeoplethatyouassist.Thegenderanddiversityscoreincludesissuessuchasgender,ageand(dis)ability.Thescoreisbasedonyourorganisation’sscoresforthefollowingCHSrequirements:1.2,1.5,3.3,3.6,3.7,4.2,4.3,4.4,8.5,8.7.

•Localisation:ThisscoremeasurestowhatextentyourorganisationisapplyingCHSrequirementsthatsupportanapproachthroughwhichsouthern-basednationalactorscanplayanincreasedandmoreprominentroleinhumanitariananddevelopmentaction.Thisscoreisbasedonyourorganisation’sscoresforthefollowingCHSrequirements:3.1,3.2,3.3,3.4,3.5,3.6,3.7,4.2,6.1,6.2,6.5,6.6,9.4.

•PSEAH:ThisscoremeasurestowhatextentyourorganisationisapplyingCHSrequirementswhicharerelevantintermsoftheprotectionfromsexualexploitationandabuseaswellassexualharassment(PSEAH).Thisscoreisbasedonyourorganisation’sscoresforthefollowingCHSrequirements:1.2,2.1,3.6,3.7,3.8,4.1,4.5,5.1,5.2,5.3,5.4,5.5,5.6,5.7,8.2,8.7,9.5,9.6.


ANNEX 2 SOURCES OF EVIDENCE

1. Communities and people affected by crisis receive assistance appropriate and relevant to their needs.

CHS N° Examples of sources

1.1 •Contextandstakeholdersectioninproposals,ininductionfilefornewstaff,orreports•Contextanalysisandmonitoringreports•Feedbackfromcommunitiesandstakeholders•Country/regionalstrategy

1.2 •Proposals,needsassessments,progress,monitoringandevaluationreports•Selectioncriteriaforpeopletobenefitfromproject•Feedbackfromcommunitiesandstakeholders

1.3 •Progress,monitoringandevaluationreports.•Proposals(inclusionofflexibilitytoadapttochangesinnarrativeandbudget)•Feedbackfromcommunitiesandstakeholders

1.4 • Missionandvisionstatement,codeofconduct•Protectionpolicy•Proposals,needsassessmentstemplates•Operationalhandbook•Commitmenttorelevantstandards

•Staffinductionprogram,andstaffawareness

1.5 •Proposals,needsassessmentsandreportingtemplates•Participation/genderanddiversitypolicy(corporatestatement/staffguidelines,code ofconduct)

•Disaggregationguidelinesforpeopleyouaimtoassist•Operationalhandbook•Staffinductionprogram,andstaffawareness

1.6 •Proposal,needsassessments,reporttemplates•Operationalhandbook

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2. Communities and people affected by crisis have access to the humanitarian assistance they need at the right time.


2.1 •Riskanalysis/assessment•Focusgroupdiscussionswithcommunitiesandlocalstakeholdersonthisissue•Securityplans.

2.2 •Minutesofmeeting,Progressreports

2.3 •Emailandcommunicationswithotherorganisations,clusters,localauthorities•Progressreports•FeedbackandResponseMechanismsystem

2.4 •Referencetorelevantstandardsinproposals,jobdescriptionsreports

2.5 •Monitoringreports,Logframe,internalauditreports•MinutesofFocusGroupDiscussions,Evaluation,realevaluationreports

2.6 •Annualreport,publicationsonprogramareaofexpertise•Trainingplansandtrainingreports,Staffingreports,

2.7 •M&Epolicy,Learningpolicy,Learningtools(database,peerlearning,communitiesofpractice,…)•MinutesofmeetingSMT,Managementresponse,afteractionreviews


3. Communities and people affected by crisis are not negatively affected and are more prepared, resilient and less at-risk as a result of humanitarian action.


3.1 •Contextanalysis,Reports,proposals•MoUandpartnershipswithlocalpartners.

3.2 •Proposals,HazardVulnerabilityCapacityAssessmentreports•MinutesofFocusGroupDiscussions

3.3 •Proposalsandreports•MoUandpartnershipsagreements,Partnerfeedback•Disasterpreparednessplans

3.4 •Proposals,disasterpreparednessplan•Exitstrategyguidelines

3.5 •Contextandmarketanalysis,proposalsandmarketsurveys•Progressandevaluationreportssectionsonrecoveryoflocaleconomy.

3.6 •Contextandriskanalysis,riskmanagementplan•Codeofconduct,staffinductionmanual•Genderpolicy,Operationalhandbook•Protectionpolicy,donoharmpolicy•Discussionswithcommunitymembers

3.7 •Datacollectionanddataprotectionpolicies•Informationdisclosurepolicy•Codeofconduct,staffcontracts•Operationalhandbook•Protectionpolicy,donoharmpolicy,resiliencepolicy

3.8 •Datacollectionanddataprotectionpolicies•Informationdisclosurepolicy•Codeofconduct,staffcontracts

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4. Communities and people affected by crisis know their rights and entitlements, have access to information and participate in decisions that affect them.


4.1 •Informationsharingmaterial,posters,radio,etc...•Reports,minutesofcommunityactivities

4.2 •Contextanalysis,mediaandculturalmapping•Minutesofdiscussionswithcommunitiesandspecificgroupsonpreferred communicationchannels

•informationsharingmaterial,communicationstrategy

4.3 •Genderanddiversitypolicy•Monitoringandprogressreports(withSADD),minutesofdiscussionswithcommunities

4.4 •Feedbackandresponsemechanismsreports,hotlinereports•Satisfactionsurveys,monitoringreports

4.5 •Informationsharingpolicy(corporatestatement/staffguidelines)•Languageoptionsfordocuments

4.6 •Communityengagementpolicy,participationhandbook,accountabilityFramework•Staffdiversitypolicy

4.7 •Ethicalpolicy,fundraisingpolicy,imageusepolicy,informedconsentpolicy•Codeofconduct,staffinductioncurriculum


5. Communities and people affected by crisis have access to safe and responsive mechanisms to handle complaints.


5.1 •Countryandcontextanalysis•Minutesofconsultationmeetings

5.2 •Complaintsmanagementdashboardandreports•Detailsofcountryspecificcomplaintsmechanisms•Communicationmaterialpromotingchannelstosubmitcomplaint•Communityfeedbackoncomplaintshandlingsystem5.3

5.4 •Complaintshandlingpolicyandprocedure(includinganyexistingspecificpoliciesonstaffgrievance,whistleblowing,preventionofsexualexploitationandabuse,etc.)

•Codeofconduct•Guidelinesonhowcomplaintsshouldbehandled•Recordsofconsultations•Recordsofcomplaintshandled

5.5

5.6

5.7 •Referralpolicy•Mappingofreferralmechanisms•Evidenceofcoordinationandcommunicationwithrelevantcoordinationmechanisms andcluster

6. Communities and people affected by crisis receive coordinated, complementary assistance. Quality Criterion: Humanitarian response is coordinated and complementary.


6.1 •Stakeholdermapping,orappropriatesectionsofprojectproposalsandprogressreports•Commitmentstowardscoordination,reportsoninvolvementwithcoordinationmechanisms andclusters

•Programmeplans,monitoringandreportingdocuments,MoUwithotherstakeholders•Minutesofcoordinationmeetings.•Monitoringand/orevaluationreportsdemonstratehowactivitiesarecoordinatedwithothers,includingparticipationinrelevantcoordinationbodies.

6.2

6.3

6.4

6.5 •Coordinationandpartnershippolicy•Operationalhandbook•MoUtemplates,partnerassessmentformats•Countryandorganisationalstrategy•Secondment/standbypartnerpolicyandagreements

6.6

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7. Communities and people affected by crisis can expect delivery of improved assistance as organisations learn from experience and reflection.


7.1 •Projectproposal(incl.Templates)includessectiononlessonsfrompreviousrelevantexperiences.•Policies/strategiesonthematicareasareupdatedregularlyincorporatingexperientiallearning.

7.2 •Monitoringandevaluationreports,Databaseonkeyevaluationandlearningresources•DocumentsissuedbyMEALsection,communitiesofpractice

7.3 •Workshopsandotherlearningevents•Membershipoflearningorientednetworks,publications

7.4 •Learningpolicy,knowledgemanagementpolicy(organisationalandprogrammatic)•Budgetdedicatedtolearning•Filemanagementsystem,learningdatabase•Membershipoflearningnetworks,publications(evaluations,learningreviews,casestudies,etc…)

7.5

7.6

8. Communities and people affected by crisis receive the assistance they require from competent and well-managed staff and volunteers.


8.1 •Staffjobdescriptions•Performancereviews•Ethicscommitteereport,complaintshandlingreports

8.2 •Staffsatisfactionsurveys,Feedbackandcomplaintshandlingsystemreports•Performancereviews,Ethicscommitteereports

8.3 •Internaltrainingplan,capacitydevelopmentplansandbudgets•Staffsatisfactionsurveys,staffappraisals

8.4 •Vacancyrate,staffturnoverrate•Surgecapacityplans

8.5 •Staffpolicies(national/international)•HRorPeopleManagementhandbook/manual

8.6 •Jobdescriptions•HRorPMhandbook/manual•Staffsatisfactionsurveys

8.7 •Codeofconduct

8.8 •Inductionandbriefingprocedures•Trainingandcapacitydevelopmentplans,Performanceappraisals

8.9 •Securitypolicyandguidelines,Healthandsafetypolicy(national/international)


9. Communities and people affected by crisis can expect that the organisations assisting them are managing resources effectively, efficiently and ethically.


9.1 •Specificsectionsofprojectproposals,progressreports•Comparisontableofdifferentprogrammingoptions•Specificguidelinesandreportonvalueformoney,internalauditreports

9.2 •Measurementofprocessefficiencies,specificsectionsofprogressreports,evaluation andauditreports

•Riskmanagementmatrix,InternalControlSystem,Internalauditreports

9.3 •Budgetsandexpensereports.

9.4 •Environmentalimpactassessmentreports•Specificsectionsofproposalsandprogressreports

9.5 •Mechanismforwhistleblowers,managementreports,internalcontrolsystem, internalauditreports

9.6 •Fraudandethicspolicy•Internalcontrolsystem•Codeofconduct•Environmentalpolicy•Auditpolicy•M&Epolicy•Riskmanagementmatrix•Financialsystems

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ANNEX 3 STAFF QUESTIONNAIRE

Pleaseusethequestionnaireintheuserguidanceandreportthefindingsinthetemplatebelow.


Quality Criterion: Humanitarian response is appropriate and relevant.

Key actions

N° Indicators Guiding questions

1.1 Thecontextandstakeholdersaresystematically,objectivelyandcontinuouslyanalysed.

•Howdoyoumapstakeholdersandusethistoinformyourresponse?(seealso3.3&6.5)

•Whatsourcesofinformationareusedtoassessneeds,risks,capacities,vulnerabilitiesandcontext(thismayincludeaffectedpeopleandcommunities,localinstitutionsandotherstakeholders)?

•Doyouhaveplansorprocessesforregularcontextanalysisinplace,aretheseknowntothestaffandusedin monitoringprocesses?

Enteryourfindingshere

1.2 Programmesareappropriatelydesignedandimplementedbasedonanimpartialassessmentofneedsandrisksandanunderstandingofthevulnerabilities andcapacitiesofdifferentgroups.

•Howdoyouconductneedsassessmentsandusethem toinformresponseplanning?(see2.1)

•Howdoyoucollectdisaggregateddata?•Howarevulnerablegroupsidentified?•Howdoyouadapttypesofassistanceand/orprotection todifferentdemographicgroups?

•Howdoyoumatchprogrammebudgetsandresources withneeds?(see2.1&2.7)




Quality Criterion: Humanitarian response is appropriate and relevant.

Key actions


1.3 Programmesareadaptedtochangingneeds,capacitiesandcontext.

•Howdoyouadaptprogrammesbasedonchangingneeds,capacities,risksandcontext?(see2.5&2.7)

•Howaresocialandcontextualfactorsthatcontributetovulnerability,suchasdiscriminationandmarginalisationassessedandused?(see3.1a,3.1b&3.3)


Organisational responsibilities

1.4 Policiescommittoimpartialassistancebasedontheneedsandcapacitiesofcommunitiesandpeopleaffectedbycrisis.

•Inwhichofyourorganisation’sdocumentsisthisrequirementcovered?

•Areallelementsofthisrequirementcovered?•Areyouawareandfamiliarwiththepoliciesandguidelinesthatcoverthisrequirement?Istheircontentpartoftheorganisationalculture?


Listyourevidencehere(N°inlistofkeydocumentsandpagenumber)

1.5 a.Policiessetoutcommitmentswhichtakeintoaccountthediversityofcommunities,includingdisadvantagedormarginalisedpeople.

b.Policiessetoutcommitments tocollectdisaggregateddata.

• See questions under 1.4



1.6 Processesareinplacetoensureanappropriateongoinganalysisofthecontext.




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Quality Criterion: Humanitarian response is effective and timely.

Key actions


2.1 Programmesaredesignedtakingintoaccountconstraintssothattheproposedactionisrealisticandsafeforcommunities.

•Howareconstraintsandrisksanalysedandidentified?•Doesitincludehumanitarianaccess,security,protection,logisticsandfunding?

•Isrisktoaffectedpeopleandstaffregularlyassessed andaddressed?

•Howareaffectedpeopleconsultedaboutsafety andaccesstoassistance?

•Howareplansadaptedasaresultoftheanalysis?


2.2 Decisionsaffectingprogrammingaretakenandacteduponwithoutunnecessarydelaysothatthehumanitarianresponse isdeliveredinatimelymanner.

•Whatearlywarningsystems&contingencyplans areusedforpreparedness?

•Howdoyouaccountandaddressfactorsthatmay causedelayssuchasweather,accessorconflict?

•Howdoyoumonitorandaddressdelaysduringimplementation?

•Howareresourcesadjustedtorespondtochangesidentifiedintheoperationalcontext?


2.3 Unmetneedsarereferredtoanorganisationwithrelevanttechnicalexpertiseandmandateorthere isadvocacytoaddresstheseneeds.

•Howareunmetneedsidentified,documented andaddressed?

•Arerelevantorganisationsmappedandunmet needsreferredtothem?(see1.1)


2.4 Programmesareplannedandassessedusingrelevanttechnicalstandards andgoodpracticeemployedacross thehumanitariansector.

•Howdostaffidentifyanduserelevanttechnicalstandardsandgoodpractice?

•Howaredigressionsfrominternationalstandardsjustified?


2.5 a.Activities,outputsandoutcomes aremonitored.

b.Programmesareadaptedbased onmonitoringresults.

c.Poorperformanceisidentified andaddressed.

•Howareprogrammeactivities,outputsandoutcomesmonitored?

•Howdoesmonitoringleadtochangesinprogrammes?•Howdoesmonitoringhelpidentifyandaddress poorperformance?




Quality Criterion: Humanitarian response is effective and timely.

Key actions



2.6 Programmecommitmentsareinlinewithorganisationalcapacities(seealso8.4).





2.7 a.Policycommitmentsensureasystematic,objectiveandongoingmonitoringandeva-luationofactivitiesandtheireffects(see1.3).

b.Policycommitmentsensure thatevidencefrommonitoring andevaluationsisusedtoadapt andimproveprogrammes.

c.Policycommitmentsensuretimelydecision-makingwithresourcesallocatedaccordingly.




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Quality Criterion: Humanitarian response strengthens local capacities and avoids negative effects.

Key actions


3.1 Programmesarebuiltonlocalcapacitiesandworktowardsimprovingtheresilienceofcommunitiesandpeopleaffectedbycrisis.

•Howdoyoumap,assessandtakeintoaccountlocalcapacities(structures,organisations,leadershipandsupportnetworks)thatstrengthenlocalresilience?(see1.1)

•Howdoyoudemonstrateactivitiesstrengthencommunityresilience?(see2.5)


3.2 Theorganisationusestheresultsofanyexistingcommunityhazard,riskassessmentsandpreparednessplanstoguideactivities.

• Howdoyouidentify,analyseanduseexistingcommunityhazardandriskassessments?(see2.1)


3.3 Programmesenablethedevelopmentoflocalleadershipandorganisationsintheircapacityasfirstrespondersandpromoteanappropriaterepresentationofmarginalisedanddisadvantagedgroupsinlocalleadershipandorganisations.

•Howdoyouidentifyandconsultwithlocalleaderstoensurestrategiesareinlinewithlocaland/ornationalpriorities?(see1.1)

•Howdoprogrammesworkwithandthroughlocalcommunityauthorities?(see1.1,6.2and6.4)

•Doprogrammesusequalifiedlocalandnationalstaffratherthanexpatriatestaff?Ifnot,isitclearwhy?

•Howdoyoutransfercompetenciesandskillstolocalpartners?

•Howaredisadvantagedandmarginalisedgroupssupportedtobecomelocalleadersorberepresentedinlocalleadershipandorganisations?


3.4 Atransitionorexitstrategyisplannedintheearlystagesofthehumanitarianprogrammetoensurelonger-termpositiveeffectsandreducetheriskofdependency.

•Howdoyouensuretransitionand/orexitstrategyisdevelopedinconsultationwithaffectedpeopleandotherrelevantstakeholders?

•Isthestrategyknowntorelevantstaffandstakeholders?(see4.1)

•Howdoesitassessandrespondtotheriskofdependency?(see3.5a)




Quality Criterion: Humanitarian response strengthens local capacities and avoids negative effects.

Key actions


3.5 Programmesaredesignedandimplement-tedinordertopromoteearlyrecoveryandtobenefitthelocaleconomy(see3.6).

•Howdoprogrammesconsiderandfacilitateearlyrecovery?•Howisthepotentialeffectoftheprogrammeonthelocaleconomyatdifferentstagesoftheprogrammeassessedandtakenintoaccount?

•Howislocalprocurementencouraged?


3.6 Programmesidentifyandactuponpotentialoractualunintendednegativeeffectsinatimelyandsystematicmanner,includingintheareasofa)people’ssafety,security,dignityandrights,b)sexualexploitationandabusebystaff,c)culture,gender,socialandpoliticalrelationships,d)livelihoods,e)thelocaleconomy,andtheenvironment.

•Howdoyoudetect,assess,mitigateandmonitorunintendednegativeeffectsintheseareas?

•Howdoyouidentifywhetherprogrammeactivitiesexacerbateexistingdivisionswithinorbetweencommunitiesandaffectthepositionofarmedgroups orotheractors?

•Howdoyouunderstandthemeansbywhichpeopletry toprotectthemselves,theirfamiliesandcommunities? (see1.1and1.2)

•Ifunintendednegativeeffectsareidentifiedintheseareas,howaretheseaddressedandrespondedtoinatimelyfashion?



3.7 Policies,strategiesandguidancearedesignedtoa)preventprogrammeshavinganynegativeeffectssuchasforexample,exploitation,abuseordiscriminationbystaffagainstcommunities&peopleaffectedbycrisisandb)tostrengthenlocalcapacities.





3.8 Systemsareinplacetosafeguardanypersonalinformationcollectedfromcommunitiesandpeopleaffectedbycrisisthatcouldputthematrisk.




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Quality Criterion: Humanitarian response is based on communication, participation and feedback.

Key actions


4.1 Informationisprovidedtocommunitiesandpeopleaffectedbycrisisabouttheorganisation,theprinciplesitadheres to,theexpectedbehavioursofstaff, anditsprogrammesanddeliverables.

•Howisinformationsharingplannedaspartoftheprogrammeactivities?

•Howisinformationonexpectedstaffbehaviourcommunicatedtothecommunity?

•Howisinformationabouttheorganisationandresponsecommunicatedinaccessibleandappropriateways toaffectedcommunitiesandpeople?


4.2 Communicationwithcommunitiesandpeopleaffectedbycrisisuseslanguages,formatsandmediathatareeasilyunderstood,respectfulandculturallyappropriatefordifferentpartsofthecommunity,especiallyvulnerableandmarginalisedgroups.

•Howarepeople,especiallyvulnerableandmarginalisedgroups,abletoaccessinformationprovided?(see1.5)

•Howarethepreferredchannelsandformatsofcommunicationofpeople,vulnerableandmarginalisedgroupsknowntorelevantstaff?


4.3 Inclusiverepresentation,participationandengagementofpeopleandcommunitiesareensuredatallstagesofthework.

•Howarepeople’sviews,includingthemostvulnerableandmarginalised,soughtandusedtoguideprogrammedesignandimplementation?(see1.5)

•Howdoyouensurethatallgroupswithinaffectedcommunitiesfeeltheyhaveequitableandsafeopportunitiestoparticipateinprogrammedecisions?


4.4 Communitiesandpeopleaffectedbycrisisareencouragedtoprovidefeedbackontheirlevelofsatisfactionwiththequalityandeffectivenessofassistance,payingparticularattentiontothegender,age anddiversityofthosegivingfeedback.

•Howarestaffencouragedtoseekfeedbackfrompeopleaffectedbycrisis?

•Howdoyouensurethatallgroups,especiallyvulnerableandmarginalisedpeople,areawareofandhaveaccess tofeedbackchannels,andthattheyfeelsafeusingthosechannels?

•Howarebarrierstogivingfeedbackidentifiedandaddressed?

•Howarefeedbackmechanismsplannedandbudgeted aspartoftheprogramme?

•Whenpossible,isdataprovidedthroughfeedbackmechanismsdisaggregatedbyage,genderandotherrelevantcategories?(see1.2)




Quality Criterion: Humanitarian response is based on communication, participation and feedback.

Key actions



4.5 Policiesforinformation-sharing areinplace,andpromoteaculture ofopencommunication.





4.6 Policiesareinplaceforengagingcommunitiesandpeopleaffectedby crisisandreflecttheprioritiesandriskscommunitiesidentifyinallstagesofthework(seealso1.2).




4.7 Externalcommunications,includingthoseusedforfundraising,areaccurate,ethicalandrespectful,presentingcommunitiesandpeopleaffectedbycrisisasdignifiedhumanbeings.




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Quality Criterion: Complaints are welcomed and addressed.

Key actions


5.1 Communitiesandpeopleaffectedby crisisareconsultedonthea)design, b)implementation,andc)monitoring ofcomplaintshandlingprocesses.

•Howarecommunitiesandpeopleaffectedbythecrisisconsultedinthedesign,implementationandmonitoringphasesofcomplaintshandling?

•Howarethepreferences,particularlythoserelatedtosafetyandconfidentiality,ofalldemographicgroupstakenintoaccountinthedesignofcomplaintshandlingprocesses?


5.2 Complaintsarewelcomedandacceptedandinformationonhowtoaccessthemechanismanditsscopeisavailable.

•Whatspecificprocessesareinplacetoensurethatcomplaintsmakeittothecomplaintshandlingprocess(es)?

•Howdoyouensureinformationonhowtosubmitcomplaintsisaccessibletoandunderstoodbyallrelevantgroups,particularlyvulnerableones?

•Howdoyouexplainwhatcanbecomplainedabout?


5.3 Complaintsaremanagedinatimely, fairandappropriatemanner.Complaintshandlingmechanismsprioritisethesafetyofthecomplainantandthoseaffectedatallstages.

•Whatarethetimeframestoinvestigateandresolvecomplaints,andarethesedocumentedandrespected?

•Docomplainantsandpotentialusersofthemechanisms feeltheircomplaintshavebeenorwouldbehandledinafair,appropriateandsafeway?

•Whatarethemechanismsinplacetoprotectcomplainants?•Howdoesyourorganisationexplainitsnon-retaliationpolicy?



5.4 Thecomplaints-handlingprocessforcommunitiesandpeopleaffectedbycrisisisdocumentedandinplace.Theprocesscoversprogramming,sexualexploitationandabuse,andotherabusesofpower.







Quality Criterion: Complaints are welcomed and addressed.

Key actions


5.5 Anorganisationalcultureinwhichcomplaintsaretakenseriouslyandacteduponaccordingtodefinedpoliciesandprocesseshasbeenestablished.




5.6 Communitiesandpeopleaffected bycrisisarefullyawareoftheexpectedbehaviourofhumanitarianstaff,includingorganisationalcommitmentsmade onthepreventionofsexualexploitation andabuse.




5.7 Complaintsthatdonotfallwithinthescopeoftheorganisationarereferred toarelevantpartyinamannerconsistentwithgoodpractice.




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6. Communities and people affected by crisis receive coordinated, complementary assistance.

Quality Criterion: Humanitarian response is coordinated and complementary.

Key actions


6.1 Theroles,responsibilities,capacitiesandinterestsofdifferentstakeholdersareidentified.

•Howarelocalactors,humanitarianorganisations,localauthorities,privatecompaniesandotherrelevantgroupsconsideredintheorganisation’sdefinitionofstakeholders?(see1.1and2.3)

•Howisinformationaboutthecompetences,resources,areasandsectorsofworkofotherorganisations, includinglocalandnationalauthorities,accessed?

•Howisinformationregardingtheplansandactivities ofotheractorsworkingwiththesamevulnerablegroups, orinthesamesectorsandgeographicareasidentified?


6.2 Theresponsecomplementstheactionofnationalandlocalauthoritiesandotheractors.

•Howdoesprogrammingcoordinatewithotheractors(NGOs,governmentagencies,etc.)andtaketheirprogrammesintoaccountwhendesigning,planning andimplementingprogrammes?

•Aregapsincoverageidentifiedandaddressed?(see2.3)•Howdoyouensurethatcoordinationdoesnotundermineindependencewhenworkinginacontextofarmedconflict?


6.3 Theorganisationparticipatesinrelevantcoordinationbodiesandcollaborateswithothersinordertominimisedemandsoncommunitiesandmaximisethecoverageandserviceprovisionofthewiderhumanitarianeffort.

•Howareexistingcoordinationstructuresidentified? (see1.1)

•Howdoestheorganisationparticipateinrelevantcoordinationmeetingswithnationalandinternationalstakeholders?(see4.5)

•Howareactivitiesthatdirectlyinvolvepeopleandcommunitiesharmonisedwiththoseofotheractors whoworkwiththesamepopulations?(see6.1)


6.4 Informationissharedwithpartners,coordinationgroupsandotherrelevantactorsthroughappropriatecommunicationchannels.

•Howisinformationabouttheorganisation’scompetences,resources,andareasandsectorsofworksharedwithothersrespondingtothecrisis?

•Howdoprogrammeplansincludemeasurestoregularlyshareinformationandcoordinateactivitieswithothernationalandinternationalstakeholders?





Quality Criterion: Humanitarian response is coordinated and complementary.

Key actions


6.5 Thecomplaints-handlingprocessforcommunitiesandpeopleaffectedbycrisisisdocumentedandinplace.Theprocesscoversprogramming,sexualexploitationandabuse,andotherabusesofpower.





6.6 Workwithpartnersisgovernedbyclearandconsistentagreementsthatrespecteachpartner’smandate,obligationsandindependence,andrecognisestheirrespectiveconstraintsandcommitments.




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Quality Criterion: Humanitarian actors continuously learn and improve.

Key actions


7.1 Programmesaredesignedbasedonlessonslearntandpriorexperience.

•Howareevaluationsandreviewsofsimilarprogrammesconsultedandincorporatedwhenappropriate inprogrammedesign?(see2.7a)

•Howdoinitialassessmentstakeaccountoflessonslearnedfrompastexperiences,includingthoseofotheractors, andrelevanttechnicalstandards?


7.2 Theorganisationlearns,innovatesandimplementschangesonthebasisofmonitoringandevaluation,andfeedbackandcomplaints.

•Howdomonitoring,evaluation,feedbackandcomplaintshandlingleadtochangesand/orinnovationsinprogrammedesignandimplementation?

•Whatarethemanagementprocessesthatensurelessonsidentifiedandcorrectiveactionsleadtochangeinpractice?


7.3 Learningandinnovationaresharedinternally,withcommunitiesandpeopleaffectedbycrisis,andwithotherstakeholders.

•Howarelessonslearnedsharedwithstaffandotherrelevantstakeholders?

•Howispoorperformancetakenintoconsideration,documentedandsharedaspartoflessonslearned withstaff?(see2.5)



7.4 Evaluationandlearningpoliciesareinplace,andmeansareavailabletolearnfromexperiencesandimprovepractice.







Quality Criterion: Humanitarian actors continuously learn and improve.

Key actions


7.5 Mechanismsexisttorecordknowledgeandexperience,andmakeitaccessiblethroughouttheorganisation.




7.6 Theorganisationcontributestolearningandinnovationinhumanitarianresponseamongstpeersandwithinthesector.




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Quality Criterion: Staff are supported to do their job effectively, and are treated fairly and equitably.

Key actions


8.1 Staffworkaccordingtothemandateandvaluesoftheorganisationandtoagreedobjectivesandperformancestandards.

•Howarestafftrainedonandsupportedtounderstandthemandateandvaluesoftheorganisation,especiallykeybehavioursonchildprotection,fraud,whistleblowing andcomplaintshandling?

•Howdostaffknowwhatstandardofperformancethey areexpectedtoapplyintheirwork,includingtechnical andqualitystandards?

•Howisstaffperformancemanagedandunder-performanceaddressed?


8.2 Staffadheretothepoliciesthatarerelevanttothemandunderstandtheconsequencesofnotadheringtothem.

•Howarestaffthroughouttheorganisation,atdifferentlevelsandindifferentlocations,madeawareofthepoliciesthataffectthemandtheirwork,thebenefitsofthepoliciesandtheconsequencesofnotapplyingthem?

•Dostaffsignacodeofconductorsimilarlybindingdocumentandreceiveorientationtoensuretheyunderstandtheirresponsibilitiespossiblesanctionsforfailingtofulfiltheirobligations?(See8.1)

•Howarecomplaintsaboutstaffreceivedandhandled?


8.3 Staffdevelopandusethenecessarypersonal,technicalandmanagementcompetenciestofulfiltheirroleandunderstandhowtheorganisationcansupportthemtodothis.

•Howarestafftrainedonstandardsrelevanttotheirwork?(see7.4&7.5)

•Howarepersonaldevelopmentplanscreatedforstaff?•Howarestaffmadeawareofandabletoaccesssupport todevelopthecompetencesrequiredfortheirrole?



8.4 Theorganisationhasthemanagementandstaffcapacityandcapabilitytodeliveritsprogrammes(see2.6).

•Inwhichofyourorganisation’sdocuments isthisrequirementcovered?






Quality Criterion: Staff are supported to do their job effectively, and are treated fairly and equitably.

Key actions


8.5 Staffpoliciesandproceduresarefair,transparent,non-discriminatoryandcompliantwithlocalemploymentlaw.




8.6 Jobdescriptions,workobjectivesandfeedbackprocessesareinplacesothatstaffhaveaclearunderstandingofwhat isrequiredofthem.




8.7 Acodeofconductisinplacethatestablishes,ataminimum,theobligationofstaffnottoexploit,abuseorotherwisediscriminateagainstpeople.




8.8 Policiesareinplacetosupportstafftoimprovetheirskillsandcompetencies.




8.9 Policiesareinplaceforthesecurity andwellbeingofstaff.




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Quality Criterion: Resources are managed and used responsibly for their intended purpose.

Key actions


9.1 Programmesaredesignedandprocessesimplementedtoensuretheefficientuse ofresources,balancingquality,costandtimelinessateachphaseoftheresponse.

•Howdoestheorganisationensurethatstafffolloworganisationalprocessesfordecisionsregardingthe efficientuseofresourcesateachphaseoftheresponse?


9.2 Theorganisationmanagesandusesresourcestoachievetheirintendedpurposeandminimisewaste.

•Howisvalueformoneyandtheuseofresourcesmonitored,reportedandcommunicatedtoprogrammemanagement?

•Howdoprogrammeplansindicatehowresourceswill beusedandforwhatpurpose?Aretheyshared,asappropriate,withaffectedpeopleandrelevantstakeholders?

•Arecost-efficiency,cost-effectivenessandsocialimpactmonitored?


9.3 Expenditureismonitoredandreportedagainstbudget.

•Howareprogrammefinancesandresourcesmonitoredusingrecognisedfinancialmanagementgoodpractices?

•Whatprocessesareinplacetotracktheuseofresources forthepurposesintended,includingbothcashandin-kindcontributions?


9.4 Localandnaturalresourcesareusedtakingtheiractualandpotentialimpact ontheenvironmentintoaccount.

•Whatenvironmentalimpactassessmentsareconsidered inthedesignofprogrammesandactivities?

•Howisimpactonlocalandnaturalresourcesmonitored,andactionstakentomitigatenegativeimpact?

•Howareenvironmentalconstraintsandpotentially negativeimpactanalysedwithregardstowater,soil, airandbiodiversity?


9.5 Theriskofcorruptionismanaged andappropriateactionistakenwhencorruptioncasesareidentified.

•Whatprocessesareinplacetoauthoriseandmonitor theuseoffundsandresources?(see9.4)

•Whataretheprocessesinplacetoaddresscorruption ormisuseofresources?

•Whatarethespecificprocedurestorecordandaddressallegationsofcorruption?




Quality Criterion: Resources are managed and used responsibly for their intended purpose.

Key actions



9.6 Policiesandprocessesgoverningthe useandmanagementofresourcesare inplace,includinghowtheorganisation:a.acceptsandallocatesfundsand

gifts-in-kindethicallyandlegally;b.usesitsresourcesinanenvironmentally

responsibleway;c.preventsandaddressescorruption,

fraud,conflictsofinterestandmisuse ofresources;

d.conductsaudits,verifiescomplianceandreportstransparently;

e.assesses,managesandmitigates riskonanongoingbasis;andensures thattheacceptanceofresourcesdoes notcompromiseitsindependence.





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ANNEX 4 TIPS TO PLAN AND CONDUCT INTERVIEWS

Youcanusethetipsbelowtoplanandconductinterviews:

• Allmeetingsandfocusgroupdiscussionsshouldhaveanominatedfacilitatororchairaswellas arecordkeeper.Thesecouldbetasksassignedtooneormorepeoplefromthecoordinatinggroup sothereisconsistencyinhowthediscussionsareledandfindingsrecorded.Ensuringnotesarekeptfromdiscussionsisveryimportant.

• Putparticipantsateaseandensuretheyclearlyunderstandthepurposeofthediscussion, usingtranslationifnecessary.

• Gettheirconsent–thisshouldhavebeendoneinadvance,butitisimportanttorecheckafter youhaveexplainedthepurposeofthemeeting.

• Explainhowtheinformationwillberecordedandused.Explainthatnonamewillbeasked orrecorded.Explainthatanswerswon’tberecordedinawaythatlinksthemtospecificparticipants. Getpermissiontotakenotes.

• Useanenvironmentwhereparticipantswillfeelcomfortable,awayfromexternaldistractions andotherobservers.

• Follow-upguidingquestionswithopenquestionsthatencourageparticipantstogiveexamples insupportofviewstheyareputtingforward,describethewaythingshaveworkedorsuggesthowthingscouldbedonedifferently.Thiswillhelpyoumakethewritingofanimprovementplaneasier.

• Beattentiveandlistenwell–trustthateachperson’sexperiencewillcontributetosomething;gowiththeflowofconversationevenifitmeansaskingquestionsinadifferentorder;avoidgettingdefensiveorcorrectingpeoplewhenfeedbackisnegative.

• Encouragedifferentviews–youarenottryingtogetto“thefacts”oraconsensusview.Wheredifferentresponsesemerge,trytogetpeopletoexplorewhytheirexperiencesmaydiffer.

• Beawareofthegroupcompositionandindividualswhomayinfluenceothers’abilitytospeakfreely–politelyremindthosewhohaveatendencytodominateoftheimportanceofhearing fromeveryone.

• Whenculturallymoreappropriate,organiseseparatediscussionsformenandwomen.

• Makesureyourecordfindingsinawaythatallowsyoutoidentifyanydifferencesinresponsebasedonlocation,staffseniorityorgendersothatyoucanbettertargetmeasuresinyourimprovementplan.


ANNEX 5 FAQS FOR THOSE TAKING PART IN INTERVIEWS

• What is the Core Humanitarian Standard (CHS)?TheCoreHumanitarianStandardonQualityandAccountability(CHS)isasetofcommitmentsandqualitycriteriathatareusedasaguidelineandmeasuretoidentifyhowaccountableourworkis.TheCHS setsoutNineCommitmentsthatorganisationsandindividualsinvolvedinhumanitarianresponsecan usetoimprovethequalityandeffectivenessoftheassistancetheyprovide.Italsofacilitatesgreateraccountabilitytocommunitiesandpeopleaffectedbycrisis:knowingwhathumanitarianorganisationshavecommittedtowillenablethemtoholdthoseorganisationstoaccount.

• Why are we doing this self-assessment (or a Peer Review)?Asaverifiablestandard,theCHSdescribestheessentialelementsofprincipled,accountableandhigh-qualityhumanitarianaction.Humanitarianorganisationsmayuseitasavoluntarycodewithwhichtoaligntheirowninternalprocedures.Itcanalsobeusedasabasisforverificationofperformance. Aswithallassessments,thisisanopportunitytohaveanhonestreviewofourpoliciesandprocedures. Theteamleadingtheself-assessmentwillbecheckingknowledge,attitudeandpracticeagainstthe 9CHScommitments.Thiswillallowustoknowwhereweare,orcompareourstatusagainstpreviousself-assessmentstocheckthattherehasbeenpositiveprogress.

• I don’t do humanitarian work, so why have I been chosen to take part in this assessment?

YourorganisationorpartnershavedecidedtousetheCHSasatooltomeasurethelevelsofaccountability.Althoughtheterm‘Humanitarian’ispartofthetitleoftheStandard(itwascreated byhumanitarianactors),youwillseebylookingatitscommitmentsthatitisjustasrelevanttoorganisationsinthedevelopmentsector.Theself-assessmentprocessisgenerallyaholisticactivity,lookingatvariousfactorsthroughouttheorganisation,suchasstaffCodeofConduct,HRpolicies andprocurementprocedures.

• What does this mean for our local partners – do they have to comply with the CHS?

Anyorganisationundertakingaself-assessmentwillprimarilylookatitsownprocedures andpractice.However,inthesamewayitisusefultogetfeedbackfromcommunitiesyouwork with,itisimportanttogetfeedbackfromyourpartners.OrganisationsapplyingtheCHSareencouraged

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toexplaintotheirpartnerstheircommitmenttotheCHS,aswellastosupporttheminimplementing theCHScommitments.

NB:Whenanorganisationgoesthroughexternalverification,partnersselectedbytheauditors willbevisitedandaskedwhataccountabilityprocessestheyhaveinplaceandhowyourorganisationsupports/encouragesthemwiththeseprocessesandhow‘accountable’itistothemandtheirstakeholders.Partnerorganisationsthatarevisitedforanauditwillnotbecome“certified”, unlesstheydecidetosubmittotheexternalverificationprocessintheirownright.

• What if I don’t know the answer to a question?Thisisnota‘passorfail’exam.Ifyoudonotknowtheanswertoaquestion,itisnotafailureon yourpart;itisjustanindicationofaneedtoimproveinformationsharingandprocedureswithin theorganisation.Theself-assessmentaimstoidentifypatternsintheorganisationandisnotmeant toassesstheperformanceofindividuals.Theself-assessmentteamwillnotesignificantgaps inknowledgeorprocedureandwillhighlightthemintheimprovementplanas‘actions’thatneed tobetakenwithinarecommendedlengthoftime.Ifyouarestrugglingtounderstandaquestion, orneedtimetoprovideevidence,dofeelfreetotelltheself-assessmentteammembers,whowill bemorethanhappytorephrasethequestionorgivemoreinformationortimeforaresponse.

• Is the interview confidential?Theinterviewitselfisconfidential:theself-assessmentreportwillnotnamethepeoplewhogivespecificinformationandtheself-assessmentteamwillnotdiscussspecificconversationswithanyotherpeople.However,thereisasummaryreportwhichhighlightsinformationonyourorganisation’sstatuswithregardstoaccountability,knowledge,attitudesandpractice.Thisreportisconfidentialandonlysharedwithpersonsdirectlyinvolvedintheassessmentprocess.


ANNEX 6 FEEDBACK FROM COMMUNITIES


Performance indicators Score1.1 Does the assistance we provide responds to your priority needs and does it respect

your culture? 0Summarisefeedbackfromcommunitiesandpeoplehere.

1.2 Do we make good use of the skills and knowledge of your community and its members? 0Summarisefeedbackfromcommunitiesandpeoplehere.


Performance indicators Score2.1 Was assistance given in time? (e.g. seeds given before planting time, roofing materials

before monsoon season, etc…) 0Summarisefeedbackfromcommunitiesandpeoplehere.

2.2 Do you think that the people who needed help were given enough support? 0Summarisefeedbackfromcommunitiesandpeoplehere.


Performance indicators Score3.1 Do you feel that the support you receive prepares you to live without this type of aid

in the future? 0Summarisefeedbackfromcommunitiesandpeoplehere.

3.2 Do you feel that local service providers (local authorities, health care providers and/or community leaders) are more capable to respond to an emergency in the future because of the assistance we provide?

0Summarisefeedbackfromcommunitiesandpeoplehere.

3.3 Has the support had any negative impact on your community? 0Summarisefeedbackfromcommunitiesandpeoplehere.

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Performance indicators Score4.1 Do you feel informed about the services available to you? 0Summarisefeedbackfromcommunitiesandpeoplehere.

4.2 Is the information you receive clear enough? Does it come on time? 0Summarisefeedbackfromcommunitiesandpeoplehere.

4.3 Do you feel your views were taken into account in decisions made about support provided? 0

Summarisefeedbackfromcommunitiesandpeoplehere.


Performance indicators Score5.1 Do you know how to complain if you think there are any problems with the project

or staff? 0Summarisefeedbackfromcommunitiesandpeoplehere.

5.2 Do you feel that it’s easy and safe for you to complain? 0Summarisefeedbackfromcommunitiesandpeoplehere.

5.3 Are you satisfied with the responses provided to your complaints? 0Summarisefeedbackfromcommunitiesandpeoplehere.


Performance indicators Score6.1 Do you think that aid organisations coordinate well? 0Summarisefeedbackfromcommunitiesandpeoplehere.


Performance indicators Score7.1 Do you consider that the support received from our organisation has improved over time? 0Summarisefeedbackfromcommunitiesandpeoplehere.



Performance indicators Score8.1 Are you satisfied with the way aid workers providing services behave towards members of

your community? (quality of the relationship, languages used, respect of your culture, values etc.)

0Summarisefeedbackfromcommunitiesandpeoplehere.


Performance indicators Score9.1 Are you well informed on the progress and results of the programme/project? 0Summarisefeedbackfromcommunitiesandpeoplehere.

9.2 Do you feel that the goods and services are being provided in an honest way? 0Summarisefeedbackfromcommunitiesandpeoplehere.