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

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Conference program

Opening
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
Panel
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
Panel
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.
Q&A - Scaling Up Cash In East Africa
Panel
28 June 2017 · 2:06 p.m.
Significant Updates : Panel Introduction
--
28 June 2017 · 2:33 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
Panel
28 June 2017 · 4:39 p.m.
Closing Remarks
Alex Jacobs, Director, CaLP
28 June 2017 · 5:27 p.m.