UNICEF Child Protection: Target 100%? Planning and Costing Case Management in Emergencies
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This document discusses case management for unaccompanied and separated children (UASC) in Kakuma Refugee Camp in Kenya. It presents scenarios to estimate the resources needed to provide case management for different numbers of UASC, from 7,500 to 15,000 to 100,000. An Excel spreadsheet model was used to calculate costs based on factors like staffing needs and supplies. The spreadsheet helped facilitate discussions on planning and identified bottlenecks. While the model provided estimates, it also revealed gaps in planning that need further discussion to improve response for UASC in the camp.
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UNICEF Child Protection: Target 100%? Planning and Costing Case Management in Emergencies
- 1. 1 Target 100%? Planning & Costing Case Management in Emergencies Stephanie Shanler, UNICEF Child Protection Specialist (Emergencies), @stefshanler Minu K Limbu, Emergency Specialist (Innovation Focal Point), @minulimbu UNICEF Kenya Country Office Kenya Country Office
- 2. 1 million + 400,000 Kakuma
- 3. Background: Kakuma Refugee Camp 3 • Before Dec 2013: • 128,009 refugees • Aprox.9,503 UASCs Children aprox71% • 998 and 5,523 41,000
- 4. What is Case Management? Identify and register vulnerable children Best Interest Assessment (BIA) Start the case plan/referral to services Monitoring and Reviewing Close the Case Best Interest Determination (BID) Photo Credit: UNHCR/F.Noy
- 8. Excel to the rescue………….
- 9. Scenario 1 Scenario 2 Scenario 3 20,000 50,000 100,000 UASC 15% Trend 3,000 7,500 15,000 BIA CPIMS Follow-up BID CM Stage #HR $HR Rate Supplies Standard
- 10. Est. 7,500 UASC BIA CPIMS Follow-up BID Pax Rate $ Supplies? Pax Rate $ Supplies? Pax Rate $ Supplies? Pax Rate $ Supplies? Vulnerability Identified ⅓ ⅓ 227 days 683 days 220 pax 74 wks
- 11. “UASC Thermometer” Unaccompanied and Separated Children 7,500 62% 8000 7000 6000 5000 4000 3000 2000 1000 0 Estimated number of USC (15% of 50,000) Newly arrived USC Estimated remaining
- 12. Bottleneck Analysis: • Promotes Understanding, Transparency, Partnership, and Accountability • Quick • Budget pegged to inputs and budget automatically generated • SMART indicators and RBM analysis possible; able to adjust scenario planning and set off “alarm” bells • Excel spreadsheet discussion generated 1M in contribution to Case Management alone
- 13. Gaps:
- 14. Are you Talking about me? Stephanie Shanler, Child Protection Specialist (Emergencies), @stefshanler, sshanler@unicef.org Minu K Limbu, Emergency Specialist (Innovation Focal Point), @minulimbu, mlimbu@unicef.org UNICEF Kenya Country Office Kenya Country Office
Hinweis der Redaktion
- Right around December 15th, South Sudan started to fall apart and in addition to a whole lot of internally displaced remaining inside of South Sudan, refugees started to flee to surrounding countries of Uganda, Ethiopia, and Kenya… and in Kenya, the refugees fled to a camp across the Kenyan border called Kakuma refugee camp. Was in Iraq at the time and got a call to come home – come home because it looks like a child protection problem. While I was on the plane some of my colleagues with UNICEF – including Minu here – went to Kakuma and did a rapid assessment of the child protection situation. Among the needs identified were more psychosocial support, a need to scale up family tracing, and what was starting to look like a high number of unaccompanied and separated children who would require some form of Case Management.
- So what is Case Management? Essentially, it is the process of identifying children with protection concerns and providing follow-up care. It is a core component of providing integrated humanitarian support in response to key child protection risks in emergencies. The Case Management system in Kakuma is a multi-phased process where children with acute protection concerns undergo a Best Interest Assessment (BIA), the information entered into a Child Protection Management Information System (CPIMS database), and follow-up care initiated. A functioning Case Management system also generates up-to-date information and statistics necessary for effective child protection programming. In the context of humanitarian response, a functioning and up-to-date CPIMS allows for: the collection of information in relation to a specific child; for the collection and collation on the overall situation of children in a given context, and a basis for analyzing risk factors and violation patterns; and finally, can inform programmatic decision making for creating the correct response. (fly in standards) There are even standards that should be maintained. For example, Case Workers should not have more than 25 cases to manage. Best Interest Assessments should happen within 2 weeks. When at all possible, we should be looking at alternative care for unaccompanied minors. That said, the standards – at least the standards that are used to govern programming – appear to “fly out” when the emergency happens…
- During an influx a lot seems to fly away, including logical thinking… What happens during an influx? As a programme officer or specialist, especially one with some money, you start to receive project proposals. They come from all over – CBOs, NGOs, INGOs, and even other UN agencies. For the same camp – and virtually the same project – you may see targets set for “1000 children” or “5,000” children, and budgets that swing from 100,000 to 3 million. Although most proposals contain some truth, there is a lot of arbitrary decision making as well. Logframes are often worked backwards, indicate that 100% of children will be reached, but the “result” is not linked the the cost of inputs or any analysis that explains “why” there will be 100% reached. Or a target will be set randomly, i.e., “we think we can reach 4,000 children.” Output targets are selected without necessarily looking at inputs. You have a huge number of children that need attention, you set a target, and you pray for a miracle. .
- And then when faced with having to select a number, sometimes numbers are made up…
- Budgets are arbitrary. You estimate what you need, but your estimates are not necessarily linked to the cost of inputs and then sometimes it’s hard to find the actual programme costs because they are buried in so many other costs… Project budgets beg more questions than answers. For example: “Why do you need only 4 social workers? The answer: “Because that’s what we think you will pay for.”
- Excel to the rescue!!!!!!!!!
- Took out excel and started to build a platform for analyzing what needed to be done with Case Management, and using a method akin to “Business systems analysis”… The following is an example of the approach used, although with fewer categories for the sake of this presentation. First Created a front page with variables on it such as populations expected; % of unaccompanied and separated and observed trends at the time Then broke down the CM system into its most basic steps Then broke down the variables for Each Case Management Step 1. How many personnel were currently involved in processing cases? 2. How much the personnel cost – whether it was a national social worker or a refugee incentive worker? 3. At what rate is the work was being done? 4. What supplies were needed at each stage and how much did they cost? Whether there was a standard associated with the Case Management Stage. Remember the standards? Here they are again… And then we took all of this information and we plugged in how many children had arrived, how many more we expected to arrive, whether there was an existing backlog at any of the stages that required processing, and then how much paper was involved…
- And this is what we discovered: 1/3 of children who underwent a BIA needed some sort of follow up care and 1/3 of children who needed follow up care required a BID. With no change in staffing it will take 188 working days to complete the initial BIA assessments for all of the newly arriving and potential numbers of incoming unaccompanied and separated children It would take a minimum of 683 days to enter all the forms from each state of the process into the CPIMS That it would take 220 social workers to meet the minimum standards for care It would take 74 weeks to clear the Best Interest Determination Backlog While the potential amount of time it would take to clear the Best Interest Assessment backlog was astonishing, the CPIMS backlog was particularly disconcerting: the CPIMS is important because it generates protection information not only about individual children, but about the population as a whole. If you cannot generate a protection profile it becomes difficult to create effective child protection programming.
- P/T/A: Enabled a discussion: We showed the numbers to the donors, UNHCR, and the implementing partner. Promotes: Were able to show how fast cases could be processed with additional personnel, and what the corresponding costs and supply needs would be and agree TOGETHER what was needed. Proposals to donors were based on those discussions. Once you have the spreadsheets set up, you can adjust the numbers on the main page, which will automatically adjust all the numbers on the corresponding pages…this allows for a quick adjustments. It took us some time to generate the main pages and input the formulas manually…there were some “JP Morgan moments.”…but although it took a week to work out the first set of excel spreadsheets, it took a day to generate the first set of appeals. Able to produce and actual budget pegged to inputs – AND able to say how much we could accomplish with a certain amount of funding. This is very important, especially in a constrained funding environment. Donors will tolerate a certain amount of risk, but waste is not tolerated. With this approach they can see exactly what their contribution should have programmatically. By breaking it down the process to its inputs, and by analyzing rates, instead of saying we’ll reach 100%, you can now built a SMART indicator: you can say that with 5 people processing 20 BIA’s per day, you can do 100 per day and do a possible 500/per week. This is specific, it’s measurable, it’s achievable, it’s relevant, and it’s time bound. With this same indicator, you can now generate a meaningful log frame and a monitoring and evaluation plan. Were able to create a platform for monitoring the influx of UASC as a percentage of the total population targeted, and determine when more personnel would have to be added. 1M: $$$
- So in terms of what was realized during this whole process: Remember the 683 days for data entry? By showing the amount of time it took to enter all the data, and how many “stages” a case had, we were also able to demonstrate the time loss in paper-based system and the inordinate cost required to scale up a paper-based system to meet the influx. In the process of working on the excel spreadsheets we asked around to other offices and partners, some big ones at that, whether they knew what their rates of completion were, and it became very apparent that no-one was developing their proposals on the basis of inputs. A quick search of the web reveals a myriad of business planning software and models to choose from – such is not the case in humanitarian planning around case management. Way forward – taking the spreadsheet and bottleneck analysis concept to the next level and developing a platform that is easy to use for others – one that prevents “JP Morgan” moments. Essentially a business type modeling plan for Emergencies (and perhaps non-emergencies) that allows for this type of programmatic Case Management bottleneck analysis, automatic generation of a logframe, and automatic generation of core program budget.
- Please get in touch!