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Monitoring de la réponse Humanitaire.ppt
- 2. COMMENT UTILISER LA PRÉSENTATION • Cette présentation contient un aperçu complet de tous les aspects du Monitoring de la réponse • Présenter toutes les slides est assez lourd et n’est pas conseillé • Toute personne qui doit faire une présentation sur le Monitoring de la Réponse devrait choisir parmi les slides, celles qui seront utiles pour sa présentation spécifique
- 3. LE CYCLE DE PROGRAMME HUMANITAIRE
- 4. TRAVAIL ACCOMPLI • Le Groupe Technique de Monitoring était un groupe inter-agences, qui, de Septembre 2012 à Août 2014, a développé une approche commune concernant le monitoring de la réponse au niveau collectif, et a produit les guides suivant: Guide du Monitoring de la Réponse Humanitaire Modèle de Cadre de Monitoring de la Réponse Humanitaire Modèle et Guide du Rapport Périodique de Monitoring Registre des Indicateurs Humanitaires • 2013 - 2014: Essais pilotes dans quelques pays • Octobre 2014: / Approbation des guides de Monitoring par le IASC / diffusion à tous les acteurs. • 2015: Première année de mise en œuvre des guides: préparation des cadre de monitoring dans tous les pays.
- 5. GUIDE DU MONITORING • Concepts fondamentaux • Comment organiser le travail de Monitoring • Rôles et responsabilités
- 6. MONITORING DE LARÉPONSE HUMANITAIRE DÉFINITION • Un processus continu qui enregistre l’aide délivrée aux populations affectées ainsi que les résultats atteints par rapport aux objectifs du Plan de Réponse Humanitaire. Suit les apports et les résultats résultants des interventions auprès des populations affectées Collecte les résultats des activités des clusters Mesure les progrès envers les objectifs du PRH, en considérant la diversité des populations affectées & leur point de vue concernant la réponse
- 7. OBJECTIF DU MONITORING DE LARÉPONSE 1) Fournit aux acteurs humanitaires une base de connaissances pour prendre des décisions quant aux actions à mettre en œuvre pour palier aux défaillances, combler les lacunes et/ou ajuster le PRH, afin de contribuer à une réponse humanitaire plus efficace et efficiente, à court et long terme. 2) Sert à améliorer la redevabilité de la communauté humanitaire pour la réalisation des résultats soulignés dans le PRH, envers les populations affectées, les gouvernements locaux, les donateurs et le grand public.
- 8. • Le Monitoring de la situation et des besoins • Le Monitoring des acteurs et des activités (cartographie opérationnelle, 3W) • Le Monitoring des biens en transit et des entrepôts (Pipeline) • Le Monitoring de la Performance des Clusters • Le Monitoring des processus mis en oeuvre • Un « Operational Peer Review » • L’évaluation de l’impact de l’aide délivrée LE MONITORING DE LARÉPONSE N’EST PAS
- 9. RÉSULTATS RESSOURCES CHAÎNE DE RÉSULTATS Inputs Activités Outputs Outcomes Impact •$40,000 •10 membres du staff •100 kits de traitement de l’eau pour les ménages Distribuer des kits 100 ménages ont reçu des kits de traitement de l’eau Nombre de personnes ayant accès à l’eau potable, en augmentation Mortalité réduite au sein de la population affectée EXEMPLE
- 10. RELATION ENTRE PLANIFICATION & MONITORING
- 11. LE CADRE DE MONITORING & EXEMPLES
- 12. L’ÉTENDUE DU CADRE DE MONITORING
- 13. LES TROIS ÉTAPES DU MONITORING DE LA RÉPONSE Préparation Monitoring Reporting
- 14. Étapes clés 1: PRÉPARATION: ORGANISATION DU CADRE DE MONITORING Le cadre de Monitoring est finalisé Vérification par le HC/HCT & approbation du cadre de Monitoring Le document du cadre de Monitoring est rédigé Les indicateurs et cibles au niveau stratégique sont sélectionnés Les Plans de Réponse de Cluster & les Plans de Monitoring de Cluster sont créés Ébauche des Objectifs Stratégiques
- 15. DOCUMENT DU CADRE DE MONITORING DE LA RÉPONSE HUMANITAIRE • Objectifs Stratégiques, Indicateurs et Cibles • Objectifs de Cluster, Indicateurs et Cibles • Rôles et responsabilités : qui sera chargé de suivre quel indicateur, quand • Quel rapport sera produit, quand • Quelles ressources sont requises pour ce travail
- 16. CADRE LOGIQUE DU PRH À l’étape de la planification Àl’étapedumonitoringetdureporting Indicateur Stratégique Besoin Baseline Cible Résultat Statut 1.1 : Indicateur 1 de l'Objectif Strategique 1 xxx xxx xxx xxx satisfaisant – xx% 1.2 : Indicateur 2 de l'Objectif Stratégique 1 xxx xxx xxx xxx Lacunes importantes – xx% 1.3 : Indicateur 3 de l'Objectif Stratégique 1 xxx xxx xxx xxx Aucun Progrès 2.1 : Indicateur 1 de l'Objectif Stratégique 2 Etc … Appuie l'Objectif Stratégique x, y Indicateur de Cluster Besoin Baseline Cible Résultat Statut 1.1 : Indicateur 1 de l'Objectif de Cluster 1 xxx xxx xxx xxx 1.2 : Indicateur 2 de l'Objectif de Cluster 1 1.3 : Indicateur 3 de l'Objectif de Cluster 1 Indicateur d'Activité Besoin Baseline Cible Résultat Statut 1.A.1 : Indicateur 1 de l'Activité 1.A xxx xxx xxx xxx 1.A.2 : Indicateur 2 de l'Activité 1.A xxx xxx xxx xxx 1.B.1 : Indicateur 1 de l'Activité 1.B xxx xxx xxx xxx Supporte l'Objectif Stratégique x, y 2.1 : Indicateur 1 de l'Objectif de Cluster 2 Etc… PRH, Cadre Logique du Monitoring et PMR Objectif Stratégique 1: Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore Objectif Stratégique 2: Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore Plan de Réponse du Cluster Objectif de Cluster 1: Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore Activité 1.A : Activité A, sous l'Objectif de Cluster 1 Activité 1.B : Activité B, sous l'Objectif de Cluster 1 Objectif de Cluster 2: Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore Indicateur stratégique Besoin Baseline Cible 1.1 : Indicateur 1 de l'Objectif Stratégique 1 xxx xxx xxx 1.2 : Indicateur 2 de l'Objectif Stratégique 1 xxx xxx xxx 1.3 : Indicateur 3 de l'Objectif Stratégique 1 xxx xxx xxx 2.1 : Indicateur 1 de l'Objectif Stratégique 2 Etc … Appuie l'Objectif Stratégique x, y Indicateur du Cluster Besoin Baseline Cible 1.1 : Indicateur 1 de l'Objectif de Cluster 1 xxx xxx xxx 1.2 : Indicateur 2 de l'Objectif de Cluster 1 1.3 : Indicateur 3 de l'Objectif de Cluster 1 Indicateur d'Activité Besoin Baseline Cible 1.A.1 : Indicateur 1 de l'Activité 1.A xxx xxx xxx 1.A.2 : Indicateur 2 de l'Activité 1.A xxx xxx xxx 1.B.1 : Indicateur 1 de l'Activité 1.B xxx xxx xxx Supporte l'Objectif Stratégique x, y 2.1 : Indicateur 1 de l'Objectif de Cluster 2 Etc… PRH et cadre logique de Monitoring Objectif stratégique 1: Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore Objectif stratégique 2: Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore Plan de Réponse du Cluster Objectif de cluster 1: Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore Activité 1.A : Activité A, sous l'Objectif de Cluster 1 Activité 1.B : Activité B, sous l'Objectif de Cluster 1 Objectif de Cluster 2: Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore
- 17. OBJECTIFS STRATÉGIQUES ET INDICATEURS
- 19. EXEMPLE DE CALENDRIER DE REPORTING
- 20. 2: MONITORING: APPLICATION DU CADRE DE MONITORING DURANT LE CYCLE DU PRH Les données concernant le Monitoring de la réponse sont disponibles Toutes les données sont compilées & analysées au regard des objectifs stratégiques Les données sur les indicateurs de résultats inter- cluster sont collectées Les données des cluster sont cumulées et analysées au regard des cibles et objectifs de cluster Les données sur les indicateurs de résultats sont collectées Les membres du cluster soumettent les données sur les indicateurs de résultats Étapes clés
- 21. UTILISATION DES DONNÉES DE MONITORING
- 22. 3: REPORTING: PRÉSENTATION DES DONNEES DE MONITORING (Optionnel) Publication externe du PMR délibération du HC/HCT & prise de toute action rectificative nécessaire Produire un Rapport Périodique de Monitoring Analyser les informations, identifier les défis & formuler des recommandations Consolider le monitoring & les informations supplémentair es Plan pour la production du rapport de monitoring & actions à mettre en œuvre Étapes clés
- 24. PMR : INFORMATIONS PRINCIPALES ET ADDITIONNELLES
- 25. CONTENU DU RAPPORT PÉRIODIQUE DE MONITORING
- 26. REVUE A MI-PARCOURS, MISE À JOUR ET RÉVISION DU PRH
- 27. • Acteurs de terrain, Membres des Cluster • Coordinateurs des Cluster • Groupe de Coordination Inter-cluster • OCHA • HC/HCT RÔLES DANS LE MONITORING
- 28. • Guide du Monitoring de la Réponse Humanitaire • Modèle de cadre de Monitoring de la Réponse Humanitaire • Modèle et guide du Rapport Périodique de Monitoring • Registre des indicateurs humanitaires • Guide des indicateurs (en cours de réalisation) • Exemples d’indicateurs (OS et cluster) • Outils de collecte des données de terrain RPM : Response Planning Module ORS : Online Reporting System Activity Info Food Security reporting tool GMS (Pooled Funds) GUIDES ET OUTILS POUR LE MONITORING
- 29. TRAVAIL À FAIRE • Humanitarian Population Figures: comment compter les personnes ciblées / atteintes / couvertes • Outils de collecte des données de terrain / terminologie / structure des données • Systèmes de stockage et mise à disposition des données monitoring • Qualité des données (limites du self-reporting) • Ressources nécessaires pour le travail de monitoring • Alignement des approches de monitoring parmi les différentes parties prenantes • L’effet de carry over
- 30. OÙ TROUVER LES OUTILS Monitoring de la Réponse Humanitaire • https://humanitarianresponse.info/programme- cycle/space/response-monitoring-guidance Registre des Indicateurs Humanitaires • https://www.humanitarianresponse.info/applications/ir
Hinweis der Redaktion
- The Humanitarian Response Monitoring Guidance intends to clarify what humanitarian response monitoring is and how it can be carried out, whether for a sudden or slow onset disaster or complex emergency. It aims to define the standard components, ensure a common understanding of the key concepts and spell out related responsibilities. Is the third in a series of guidance documents on the Humanitarian Programme Cycle, preceded by one on Humanitarian Needs Overview and Humanitarian Response Planning.
- Remove any slides in this presentation that aren’t relevant for your audience.
- The humanitarian programme cycle (HPC) is a coordinated series of actions undertaken to help prepare for, manage and deliver humanitarian response. It consists of five elements coordinated in a seamless manner, with one step logically building on the previous and leading to the next. Successful implementation of the humanitarian programme cycle is dependent on effective emergency preparedness, effective coordination with national/local authorities and humanitarian actors, and information management. The HPC elements are as follows: needs assessment and analysis Humanitarian Response Planning resource mobilization implementation and monitoring operational review and evaluation
- Monitoring of humanitarian aid delivered to affected populations has existed for some time. Humanitarian actors, when implementing projects, establish systems and procedures that measure what is implemented and delivered, the results achieved and the quality. However, monitoring the collective results of a large-scale, multi-agency intervention is less standardized. This accountability was part of the transformative agenda and the revised HPC and spurred the creation of the MTG in 2012 and the present guidance.
- The Humanitarian Response Monitoring Guidance lays out the basic concepts of response monitoring and how to prepare and apply a humanitarian response monitoring framework to measure progress made against strategic objectives and cluster objectives as stated in the HRP.
- A continuous process that records the aid delivered to affected populations as well as the achieved results set out in the objectives of the Humanitarian Response Plan (HRP). It does the following: tracks the inputs, and the outputs resulting from interventions to affected populations; charts the outcomes of cluster activities; and measures progress towards the objectives of the HRP, while considering the diversity of the affected population and their perspectives of the response.
- While response monitoring’s primary focus is to monitor the progress made toward reaching strategic and cluster objectives, it will draw upon findings from other processes and exercises such as Humanitarian Needs Overview, Cluster Performance Monitoring, Evaluations, etc. to analyse results, derive conclusions about progress and make recommendations for action - all to be presented in a Periodic Monitoring Report.
- Response monitoring is not meant to: Follow changes in the context or in humanitarian needs. This is achieved through needs assessment and will be systematically performed through the Humanitarian Needs Overview. Map operational aspects, such as tracking humanitarian actors’ presence, or movement of relief items in the pipeline. This is part of operational coordination. Examine the performance of the clusters, the proper functioning of the coordination system, or the integration of cross-cutting issues into projects. This is performance or process monitoring and will be conducted through the Cluster Performance Monitoring Framework, Operational Peer Reviews, and process indicators (e.g. gender marker). Gauge the quality and impact of the aid delivered, as well as determining the overall relevance, efficiency and effectiveness of the collective response. This is evaluation and will be addressed through an Inter-Agency Humanitarian Evaluation.
- Response monitoring focuses on three links in the results chain - inputs, outputs and outcomes. Inputs - refer to the financial, human and material resources that go into projects. Outputs - refer to the delivery of goods and/or services to a targeted population. Outcomes - refer to the likely or achieved short and medium-term effects of an intervention’s outputs. Outcomes can be intra-cluster, requiring multiple outputs from one cluster, (e.g. defecation free environment) or inter-cluster requiring outputs from multiple clusters, (e.g. decreased incidence rate of cholera).
- Response monitoring preparation has strong linkages at three stages in the HRP process: when selecting indicators and setting targets for measuring achievement of the strategic objectives – strategic level monitoring when selecting indicators and calculating targets to accompany cluster objectives – cluster level monitoring when selecting indicators and defining targets for capturing the outputs of cluster member activities – project level monitoring The preparation for response monitoring is embedded in the processes for developing the HRP and as such is done at the time of drafting the HRP.
- The materials (inputs) that go into cluster member projects during implementation are aggregated at the cluster level. Material resource tracking is conducted only in the first phase of a sudden onset emergency. For protracted crises the input level will only rely on financial tracking, as human and material resources derive from it. The project level captures the outputs from individual organisations’ projects, pertaining to cluster output indicators. At the level of cluster objectives the cluster aggregates the contributions from cluster members’ projects to the cluster output indicators, and any data on the optional cluster outcome indicators that were set against cluster objectives. The overall findings from the indicators are analysed to gauge progress toward each cluster objective. At the level of strategic objectives the inter-cluster coordination group brings together the results of cluster-level data (both output and outcome) and of any inter-cluster level outcomes to measure progress against strategic objectives.
- The scope of a HRP takes into account the portion of identified needs being addressed by others outside of the plan, the expected evolution of the needs, access to the population in need, response capacity and other parameters. A HRP may be localized within a country (as in the Philippines with Typhoon Haiyan), across an entire country (such as Democratic Republic of the Congo) or within a region (as with the Syria crisis). In all cases, the scope of the monitoring framework will follow the scope of the HRP.
- Preparing The clusters and inter-cluster coordination group prepare their monitoring plans and monitoring framework alongside the Humanitarian Response Planning and cluster response planning. At the end of the preparation stage a humanitarian response monitoring framework will be established and a framework document endorsed. Monitoring The monitoring framework is applied continuously, throughout the implementation of the HRP, as laid out in the country’s monitoring framework - humanitarian actors undertake monitoring exercises, perform analysis and make monitoring information available accordingly. Reporting The data on the collective response is then made available for inclusion in a host of public reports with a focus on the Periodic Monitoring Report, where monitoring findings are analysed and presented with a set of recommendations for any corrective action.
- To undertake response monitoring, each humanitarian crisis having a HRP, should jointly set up and manage a Humanitarian Response Monitoring Framework. The monitoring framework is a set of practices, performed by all humanitarian actors, that facilitates the collection and analysis of data on the collective humanitarian response along the year, for producing reports with key findings at scheduled intervals, to inform the clusters, inter-cluster coordination group and HC/HCT. The framework has four levels, shown several slides ago as a pyramid, linked to the results chain, each with a specific purpose.
- The Humanitarian Response Monitoring Framework broadly defines what will be monitored and when who is responsible for monitoring and analysis how the monitoring information will be reported what key actions will be taken and what resources are necessary for successfully applying the monitoring framework. These are all rooted in the selection of indicators and targets for the strategic objectives.
- The strategic logical framework as presented in the HRP template.
- The strategic indicators and targets are at the outcome level. They should respect the SMART criteria, and describe the major changes that need to occur for an objective to be considered reached. Together with objectives they tell what has changed for whom. Some strategic indicators may be drawn from cluster response plans, to represent the results of a cluster’s cumulative activities (for example: Percentage of households with access to a source of safe drinking-water). Others may be developed at an inter-sectoral level for a more overarching result (for example: Affected population’s overall self-assessment of their living conditions, on a scale of 1 to 5). Some of these examples contain concepts, categories and/or thresholds that are context specific and would be defined by the country, for example food consumption score, reliable and sustainable food sources and assessment of living of conditions. For each of these indicators the following will be detailed in the monitoring framework: data required, data source, disaggregation, responsibility for data collection, frequency of reporting and any resources required collecting and reporting on the indicator.
- When establishing a reporting schedule, consider Other documents produced during the year that would draw from findings in the monitoring report and the sequencing of these documents, such as the ones identified above Points in time where key decisions could be influenced by the findings from the monitoring report
- Using the agreed upon monitoring framework that outlines the indicators to be monitored, the data required, who is responsible, the tools and frequencies, monitoring data will be collected, collated and analysed, then made available publicly.
- The monitoring data will be made public for use in a host of other documents such as the Humanitarian Bulletin, Situation Report and Humanitarian Dashboard.
- Reporting, entails not just documenting the results of output and outcome indicators but also joint analysis of these collective findings to ascertain the overall progress made toward meeting strategic and cluster objectives. The analysis answers the questions, “has the humanitarian community done what it committed to doing in the HRP, and, if not why, and what should be done to address those shortcomings”.
- The Periodic Monitoring Report Guidance sets out the processes and content for producing a Periodic Monitoring Report (PMR). The PMR uses the findings from the response monitoring framework as a foundation to determine if strategic and cluster objectives are being met as planned and which remedial action, if any, should be taken. The template consists of four sections that covers: Changes in the context covering a review of the context from an inter-cluster point of view Achievements to date covering a review of strategic objectives from an inter-cluster point of view Analysis of the overall achievements against funding and the challenges encountered Cluster Achievements covering a review of the cluster-specific context and cluster objectives
- The PMR is the primary vehicle for displaying and analysing monitoring data generated at the strategic and cluster objective levels.
- The report should use existing, additional information to supplement analysis and make concrete, targeted recommendations for action. Based on the template, this is a sample inventory of core information and supplemental information for performing analysis and producing the report. The inventory of supplemental information above can be modified, removing elements that will not be available and including any available information that is relevant for interpreting why objectives have not been met and targets for specific indicators are not ‘on track’. For example findings from an operational peer review may be included; conclusions from an evaluation; progress on integration of cross-cutting issues (protection, accountability to affected populations, early recovery, etc.); or a lessons learned exercise from an activated contingency or preparedness plan.
- Using the periodic monitoring report, the HC/HCT will review the overall direction of the humanitarian response outlined in the Humanitarian Response Plan, deliberate on the findings and recommendations made by the inter-cluster coordination group and make evidence-based decisions to address major constraints, adjust responses, and where necessary update the Humanitarian Response Plan accordingly. If the HCT decides to revise the Humanitarian Response Plan based on monitoring information, this should be undertaken as a separate process, in accordance with Humanitarian Response Planning guidance. Other factors may trigger a revision or updating of the HRP such as a substantial change in the scope or severity of a situation.
- Effective monitoring relies on agreement on the roles and responsibilities of all humanitarian actors involved, a set of predictable steps with an even distribution of the workload and a commitment from all involved including field actors as cluster members, cluster coordinators and the cluster, the intercluster coordination group, OCHA and the HC/HCT. Cluster members Organisations, as part of the cluster, contribute to the formulation of cluster indicators and targets and the subsequent cluster monitoring plan Contribute to the results data collection (outputs and potentially outcomes) that will allow tracking progress of the collective response Cluster coordinators Represent the cluster in the inter-cluster coordination group for selection of indicators and formulation of targets for strategic objectives Engage with cluster members for selecting pertinent cluster indicators for measuring cluster objectives and activities and formulating a cluster monitoring plan. Compile cluster member contributions for tracking output indicators (ensuring that adequate tools for data collection are available) and data collected for cluster outcome indicators. Facilitate a review of the data for determining the progress made against cluster objectives. Represent the cluster in the inter-cluster coordination group for reviewing and analysing the totality of data collected for the indicators associated with strategic objectives OCHA Facilitates, in the inter-cluster coordination group ,the selection of indicators, baselines and targets for strategic objectives And the creation of the monitoring framework document, including preparation of drafts Compiles information for measuring progress against strategic objectives and interpreting results in the inter-cluster coordination group Prepares the PMR for the HC/HCT, based on analysis from the inter-cluster coordination group and cluster contributions Disseminates any public monitoring reports through email and hardcopy, making the report available online on the country’s website HC/HCT Ensure the monitoring framework fully measures the prioritised, collective humanitarian response set out in the strategic objectives and determine the periodicity for reporting Identify options for securing the resources for conducting monitoring efforts at the scale required Ensure that monitoring findings feed into their decision-making and endorse findings for public use
- The response monitoring and guidance along with the periodic monitoring report guidance and template are the primary set of tools for establishing the processes and a sample format for a monitoring report. But at all levels of the monitoring framework other roper tools are required. A set of tools currently exist from which response monitoring can draw, such as Who, What, Where databases (3W); Financial Tracking Service (FTS), Online Project System (OPS), LOGIK, the humanitarian indicator registry and cluster-specific tools, while others are in development.
- These challenges can be supplemented or replaced with challenges from the country’s context. There are examples of outcome indicators attached to strategic objectives but no such examples exist for cluster objectives. There is no agreed upon definition for the term “reached” which is used when reporting results. There is also difficulty in how to count those people and how to avoid double-counting. There are no agreed upon data collection tools for capturing output results including terminology in those tools and the data structure. There are also no agreed upon data management systems such as repositories for storing monitoring data and making it available for public use. There are oftentimes no people tasked with performing monitoring work or serving as the focal person – meaning the work either doesn’t get done or is done ad-hoc or poorly due to insufficient resources. The bulk of output data relies on self-reporting which can lead to bias. Projects funded from the previous planning cycle carry over into the new planning cycle relying on funding from the previous year. As a result some of the output results reported are actually derived from projects funded the year before.
- Response Monitoring - On this website can be found all the Response Monitoring and PMR Guidance documents and template. HIR – On this website can be found the database of humanitarian indicators and guidance documents Humanitarian Dashboard – On this website can be found guidance documents and templates for the Humanitarian Dashboard.