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are asked cash with price is to mine
so now we ask uh what he to guess at the big picture and to talk model and i think
given in
the t. i. yes
well it's good of this yet
right i went right on good morning i'm is like in the really grace you are the last one that
town is giving to you and i have to recover time so i try to do that um
what really and we'd be getting too it's it's something which is on everybody's mind
we talk about the then we shy away from it so what online is what we
would like to do is to start a conversation which is already going on
which takes as the old cash as a delivery arrangement on and we can start focusing
hopefully the next call conversation or meeting we can talk about what is cash plus
and what we do so we come out of simple aspects of loving cash and but it is good on
first i would like to sort of a talking a bit about the models and
demystify what it means um today we we we consider many things as model
um we focus on the way forward and why is it is important that we come out of a discussion
which is focused on models and the state start talking
about standards on the delivery of catches it's
now would use so
this one which is basically a normal program management cycle is
no different to any of the humanitarian organisations use
what i'm trying to get over here is this cycle as ulysses is hardly
there's any difference between this and the one b. two fourteen can't
what is the difference in this cycle is basically is one element well is the one
which is marked and going to bat box which is the delivery of cash
now that is the point where most of the efficiency conversation today is taking place
and that's what they are also a lot of discussion face or pensions arrives who controls it
who has the best delivery system who can deliver a cheaper and therefore by white that organisation or
though that agency should be the single delivery agency of so that becomes part of the question
what we have seen is that and be we think about all humanitarian
assistance efficiency not efficiency around that's what we would like to see
when we start reducing tension around that delivery reach me that
we'd turn it into an element of common good
be start creating collaboration rounded the implication of it
what we have seen in some places many
places will be up try to use it it creates efficiencies for the down payment
because there is more conversions because the process is more or less
the same if we're seeking conversions around assessment for example
by reducing tension around delivery it brings us to get if
you are trying to create convergence around targeting by the
ruling detention round delivery it does that what we're saying
is that it's an important element in the equation
delivery off assistance and it is taking a lot of attention and there are different ways of dealing with
now in order to get to the efficiency which seems to be the major concern obviously one thing we need to guess
why is economies of scale without scroll economies of scale efficiency
doesn't count this we can achieve in two weeks
either we go to root of competition that is one agency takes it all
or we go to a system of collaboration that we create
common delivery arrangements meeting that we create this say level off
efficiencies by creating conversion sees and removing duplications
now in order to do that to that um we look into what how this to collaboration versus
competition arrangement can work or does work and we do use a couple of examples of you
us your couple of years ago started contemplating with how can
be move away from the discussion of models and how
we can move to words something which resembles the standards on delivery regions and in order to do that
we establish certain standards and each went out in the market and
started looking into and you started from jordan large scale
and what we try to get to is that how we can remove pension as well
controls the delivery arrangement can we make it into common good as i said earlier
and treat it as pipeline of delivery cash which is available
to organisations and donors equally on people and our bases
in order to could encourage collaboration along the entire program side
not around one element that around entire programs like
and in doing that then creates space for the private sector and the government
to step in in the right role they need to take couple
and therefore in doing that what we have created gone for the standards how to make sure that
that private sector knows what we want and therefore it can stop up and provide that
what's the common requirement and then in the process of doing this removing the gatekeeper function
making it into easy entry easy exit plug and play if possible that's what people are looking for
so in case of jordan be tried that it's not perfect but nevertheless it's tries to
get out of the box of thinking on a rip your something from my agency
and we want to go uh now say beep you or it
doesn't matter if one agency with yours what everybody because is
after all a banking system is the pipeline doesn't matter how much cash to put throw it is going to deliver
it is insensitive to whether you're delivering for i. p. p.'s refugees
nationals yeah it's this is a is a delivery system
so now in order to do that in jordan what we have done established it and nine organisations over
a period of one year came in one hundred and sixteen million dollars travel through the system
bending charges which some of the smaller organisations was paid as as
high as five percent drop to two point two percent
it for the drop to one point six six seven percent when other organisations joined because
it to your costing arrangement which works for more volume less cost for everybody
now this we are hoping to take yawned and grease is our next target be able to take it
bottom line be believe fundamentally in efficiency gains but we also believe that efficiency gaze
through collaboration is possible and what is missing is a common to the rearrangement
now we're looking to the competition now we looked around
really couldn't find a competition model is such that
closely to be came and and coming out of it with due respect i'm not going to be
yeah provocative but i had to discuss uh the echo model or a cool guy that's not what
you have what it is it's reactive so what what it does for
indian or fairness is it tries to create economies of scale
how about it tries to create economies of scale bar
wanting one organisation to deliver the whole of the cash assistance
rather than one deliveries deadwood doing which is collaboration it creates but in
order to get the you need to compete that's that's a constant
but that it takes is one step further and what it's so say is is that not only
you do that but for television ceased can be
achieved if organisations do a certain specific function
delivering cash assessment and targeting and then monitoring being set to
we try that on and this model i mean if i if i look
into it i couldn't find an example but the model is fully uh
on both aspects implemented w. a. p. yes uh send you an e. c. r. in
greece the art shine or we are implementing the first part one contracting agency or
however when it comes to separating organisations
being contracted separated for function that
has not so far from too so we can't talk about it
however what we see is that began our system and that's what the bleep
he was saying even if it is that we'll be taking the resources
there is a very meticulously of segregation within that system and
that is more and more becoming the standard with
no messages so it doesn't need to be necessarily impose it is happening already
now we have done and lots of homework and if you can go to the next slide
this is where we tried to reconcile we try to see if we want
to apply the requirement of over one of very important don't respect or
to maintain that come to believe two words people especially from protection perspective for you what is your
so the shape possibly top the components of a cool guidance
and we found ourselves first some of the components more probably show up model missing
so the question was where we put them how we deal but then who is going to be accountable responsible for it
and then what you see there were number of question marks on how the connections happen and
i think all of that we have shared with the at the last consultation with that
to the bottom line is that that's one way of doing it
you could also achieve economies of scale through creating competition
it's collaboration is not only
moving forward and trying to look into finding solutions and what could be
different we're working we believe that in order to maximise efficiency potential
and make cash fit for future
so it can be applied in at three context not only large context medium
context smaller context having different models one will do we can potentially create
economies of scale by focusing on creating one paper towel if
you want to call it standards i don't deliver
private sector if we could come up with standards on what is that
we want from the market collectively in terms of delivering cash
i've had discussions with private sector many critics and uh
all say if humanitarian sector today would tell us
what is that you need to collectively we would know what to innovate for
we would know how the technology should move but do we have one common stand
right now we go to the market and you see what is available there we want to turn the
conversation around what this is what we expect from the market can you give it to us
what are the advantages advantages that in future you don't have to think about how we have with this
go and do the emergency cash transfer because we don't know who to contact
be have problems with doing prepared that's because preparedness because for planning for running requires you need
to know exactly what you would do otherwise private sector is not able to respond
what we want to get something along the lines of common cash facility because name it anything we want
and any organisation should be able to set it up whosoever is on the ground is best place
be able to say to the private sector the private sector knowing this is what i need to have
into place for humanitarian support you want it to be attractive to that you meant to say
if we have that then you're talking does this and be a changing the dynamics the way it works
otherwise people constantly keep on focusing on what are the modalities all the models that
we all talk about and be normally get very caught up introvert preferences
without the or the standards we will stay in the model and work and you're going to have
escalation of more this may increase destruction but it
will not increase efficiency in fact that's
we need to deliver cash phase assistance differently
possibly cheaper
if we do that then if we only focus on you have
to deliver cash assistance cheaper faster and get missed the point
we have to really start looking at the value added of church
value added of caches that financial inclusion access to finance
remittances these other areas we want to move it
and the real value added of trash for example for us you know the fact that look at opposition is
cash as a white to ingredient of protection comprehensive
reduce owns solutions social safety net social protection
but to get the be need to stop thinking about about preferred
mortals and need to move about creating common shared standards
and on standards out again alert ourselves because we have a tendency of taking a perfectly good pain
and make it so complicated doesn't work it it it it to get out of that i would say let's not try to
just resolve every problem in the well and humanitarian sector that's focused
on one element and i set in the previous model
if we could address around delivery remove tension create
weren't it has ripple effect throughout the system
and we can do it is not so difficult you started showing it some of the countries

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Conference program

Nigel Timmins, Humanitarian Director, Oxfam International and Chair of CaLP Board
28 June 2017 · 9:09 a.m.
Formal Welcome
Manuel Bessler, Assistant Director General and Head of Humanitarian Aid Department, SDC
28 June 2017 · 9:48 a.m.
Looking to the future : Panel introduction
Christina Bennett, Head of the Humanitarian Policy Group, ODI
28 June 2017 · 9:56 a.m.
Looking to the future: Social Cash Transfer in Response to Ebola in Liberia
Gabriel Fernandez, National Social Protection Coordinator, Liberian Government
28 June 2017 · 9:56 a.m.
Looking to the future : MasterCard perspective
Ian Taylor, Vice President, Business Development, Government & Public Sector, MasterCard
28 June 2017 · 10:12 a.m.
Looking to the future : International Relations perspective
Jennifer Welsh, Professor and Chair in International Relations, European University Institute and Senior Research Fellow, Somerville College, University of Oxford
28 June 2017 · 10:30 a.m.
Q&A - Looking to the future
28 June 2017 · 10:37 a.m.
Operational Modalities : Panel introduction
Ben Parker, Senior Editor, IRIN
28 June 2017 · 11:08 a.m.
Operational Modalities : Sri Lanka experience
Sithamparapillai Amalanathan, Secretary, Ministry of Disaster Management, Sri Lanka
28 June 2017 · 11:10 a.m.
Operational Modalities : Turkish experience
Orhan Hac?mehmet and Jonathan Campbell, Resp: Coordinator Of Kizilaykart Cash Based Assistance Programmes, Turkish Red Crescent - Deputy Country Director, WFP, Turkey
28 June 2017 · 11:21 a.m.
Operational Modalities : Zimbabwe experience
Abel. S. Whande, Team Leader, Cash Transfer Program, Care International in Zimbabwe
28 June 2017 · 11:36 a.m.
Operational Modalities : UNHCR experience
Waheed Lor-Mehdiabadi, Chief of Cash-Based Interventions, UNHCR
28 June 2017 · 11:45 a.m.
Q&A - Operational Modalities
28 June 2017 · 12:01 p.m.
Scaling Up Cash In East Africa : Panel introduction
Christina Bennett, Head of the Humanitarian Policy Group, ODI
28 June 2017 · 1:32 p.m.
Scaling up Cash in East Africa: Nisar Majid
Nisar Majid, Independent Researcher, Consultant and Visiting Fellow, Feinstein International Centre, Tufts University
28 June 2017 · 1:32 p.m.
Scaling Up Cash In East Africa : ADESO perspective
Deqa Saleh, Cash and Social Protection Advisor, ADESO
28 June 2017 · 1:46 p.m.
Scaling Up Cash In East Africa : WFP perspective
Ernesto Gonzalez, Regional Advisor for cash-based programmes, WFP Bureau for Central and Eastern Africa
28 June 2017 · 1:52 p.m.
Scaling Up Cash In East Africa : Relief International perspective
Alex Gray, Global Humanitarian Director for Relief International
28 June 2017 · 1:58 p.m.
Cash Barometer and community perspectives of CTP in Afghanistan
Elias Sagmiester, Programme Manager, Ground Truth Solutions
28 June 2017 · 2:35 p.m.
First long-term trial of a Universal Basic Income, Kenya
Joanna Macrae, Director, European Partnerships, GiveDirectly
28 June 2017 · 2:44 p.m.
Changing from a pipeline to a platform
Paula Gil Baizan, Global Humanitarian Director Cash-Based Programming, World Vision International
28 June 2017 · 2:51 p.m.
Grand Bargain and GHD cash work streams
Emily Henderson, Humanitarian Adviser, DFID
28 June 2017 · 3:02 p.m.
Donor Perspectives : Panel introduction
Thabani Maphosa, Vice President for Food Assistance, World Vision International, World Vision US
28 June 2017 · 3:39 p.m.
Donor Perspectives : ECHO vision
Androulla Kaminara, Director, DG ECHO
28 June 2017 · 3:42 p.m.
Donor Perspectives : Office of Policy and Resources Planning's vision
Paula Reed Lynch, Director, Office of Policy and Resources Planning, Bureau of Population, Refugees, and Migration
28 June 2017 · 3:49 p.m.
Donor Perspectives : Norway vision
Ingunn Vatne, Minister Counsellor and Head of the Humanitarian team, Permanent Mission of Norway in Geneva
28 June 2017 · 3:58 p.m.
Donor Perspectives : DFID vision
Patrick Saez, Senior Adviser, Humanitarian Policy and Partnerships, DFID, UK
28 June 2017 · 4:08 p.m.
Donor Perspectives : Centre for Global Development vision
Jeremy Konyndyk, Senior Policy Fellow, Centre for Global Development
28 June 2017 · 4:22 p.m.
Q&A - Donor Perspectives
28 June 2017 · 4:39 p.m.
Closing Remarks
Alex Jacobs, Director, CaLP
28 June 2017 · 5:27 p.m.