Preamble: Sungi is committed to make itself, accountable to partner communities and all other stakeholders, who are related to any of its programmes. Sungi believes that the accountability is a key element for humanitarian and development work. Relationship between Sungi and partner communities is based on empowered partnership principles and all share due responsibility and are accountable to each other. Accountability and quality assurance is integrated in Sungi’s approach, which is based on the principles of participation and empowerment, and it ensures that both men and women take lead in participatory planning, implementation, monitoring and evaluation of all community based humanitarian and development programmes.

After becoming the full member of HAP, Sungi developed its Humanitarian Accountability Framework (HAF) and initiated steps to further strengthen accountability and quality in the organisation. A self assessment was carried out against bench marks and a work-plan was developed to improve organization systems, policies and procedures to strengthen humanitarian accountability. Sungi received a considerable experience of developing and implementing humanitarian and development programmes after the earthquake 2005, and being HAP member, it had an opportunity to adopt and practice humanitarian accountability principles. Sungi had been an active participant in all the HAP members annual general meetings and peer group meetings. 

Like the previous years, 2010 was another busy year for Sungi, during which Sungi provided significant support to the flood affected population in Khyber Pukhtoonkhawa, Punjab, Balochistan provinces and Azad Jammu and Kashmir. It was again another opportunity for Sungi to address needs of the affectees through empowered manner and to practice the good practices in humanitarian accountability and accountability. Complaint mechanism, which was developed during the past few years had been further improved and strengthened. A policy and mechanism on complaints handling was developed and tested in both humanitarian and development programmes. The understanding and capacity of staff; community partners; Civil Society Organizations (CSOs) working in emergency was built on HAP Principles. Sungi carried out its guided self assessment for certification audit baseline in consultation with HAP auditors. CWS P/A quality and accountability staff members supported Sungi in this assessment. Sungi planned to carry out its certification audit in 2010, but it could not be materialized due unavailability of consultants, and it has been rescheduled to be carried out in February 2011.  

Sungi is seriously struggling to promote accountability in humanitarian sector and actively engaged with National Disaster Management Authority (NDMA), UN system and Civil Society in Pakistan. Being NDMA strategic group member on behalf of National Humanitarian Network (NHN), Sungi facilitated meeting of the HAP staff member from Geneva to interact with NDMA strategic group, which proved to be very useful. It had generated a discussion within group and accountability and quality had been brought as one of the main agenda points in a number of strategic group meetings. Sungi as NHN coordinator, struggled to advocate for empowered partnership and mutual accountability among the donor, UN, INGOs, National NGOs and the community. Sungi represented Southern NGOs in annual meetings of ICVA and GHP and advocated for promotion of principles of empowered partnership, mutual accountability strengthening local capacities to improve humanitarian action.  

Key goal for 2009

Achievements / challenges / lessons learned

2010 objectives

1. A humanitarian quality management system (Principles 1, 2, 5 & 7)

·            Achieve HAP certification and make improvements in the humanitarian accountability and quality management system

—  As planned, Sungi carried out baseline through guided self assessment.  

—  On the basis of guided self assessment an action plan to improve quality and accountability systems and procedures was developed and implemented. 

—  Sungi intended to do its baseline in November 2010, but it could not be materialized due to unavailability of HAP certification audit team.  

—  The capacity of Sungi staff and its partners was built to improve their understanding on HAP Principles.  

—  HAF was shared with all staff and special sessions were organized to improve HAF.

—  Gender core group of Sungi reviewed and gave inputs in HAF. Through regular monitoring, follow-ups and review of activities the quality of work was improved.

—  Sungi planned HAP Certification Audit in February, 2011

—  Developing action plan to further strengthen humanitarian accountability and quality mechanism, on the basis of the findings of certification audit.

2. Information, Communication, Transparency (Principle 3)

·         Develop Humanitarian Quality Management Committees to lead humanitarian assistance and develp and strengthen Village Committees (VCs) for leading development programmes

·         To Develop and disseminate Information, Education and Communication (IEC) material on accountability and quality

·         Improve Sungi website and ensure regular updating and information sharing through this media

·         Develop Sungi’s Communication strategy/Policy

—  HQMCs were developed, which played active role in humanitarian assistance in all humanitarian operations

—  VCs were developed and strengthened to lead rights based development and advocacy initiatives

—  IEC material on humanitarian quality and accountability was further improved, strengthened and disseminated

—  District level disaster management and contingency planning was facilitated by Sungi in Abbottabad and Mansehra

—  Sungi website has been updated regularly to share information about the Sungi’s humanitarian, development and advocacy work.

—  Details of funds received and progress on humanitarian assistance had been regularly updated and shared through website and  email to donors

—  Staff, beneficiaries & stakeholders capacity has been built on HAP principles, complaint mechanism and code of conduct through training and dissemination of IEC materials.

—  Developed Village Information Boards (VIBs) on complaints mechanism and installed in relevant locations for all infrastructure projects.

—  Communication policy was developed and put into practice.

—  Develop IEC material on complaints mechanism and disseminate

—  Upload IEC material on humanitarian quality and accountability on the website

—  Sungi website will be enhanced and regularly updated to share information

3. Participation and Informed Consent (Principles 3 & 4)

·         Strengthen Disaster Management Committees (DMCs) as part of VCs and develop HQMCs to ensure participation of beneficiaries and stakeholders in humanitarian and development programmes

·         Improve Sungi’s Disaster management manual and include humanitarian accountability principles.

—  DMCs were formed and strengthened in all VCs and HQMCs were formed in all humanitarian operations

—  Capacity development of DMCs and HQMCs was carried out through sessions and training workshops

—  Trained DMC members were engaged in humanitarian assistance to the affectees of the “Zalzal Lake Burst” in AJK and Pakistan flood response.

—  Sungi responded quickly to Zalzal Lake burst in AJK and 2010 Floods through a number of initiatives including WASH, Shelter, Food, Health and Protection sectors. HQMCs played major role in provision of relief assistance.

—  Sungi’s emergency response manual is being revised to include HAP principles

—  Complaints mechanism developed and improved with involvement of beneficiaries

—  Complaints Mechanism to be integrated in VCs and HQMCs through formation of Community Accountability Committees

4. Staff Competencies

·         Build staff Capacity in humanitarian quality and accountability and Complaints handling

·         Staff training on monitoring and evaluation and report writing

—  Programme and project staff received training on HAP Principles, code of conduct, and sphere standard.

—  As a regular practice all new staff particularly those working for humanitarian projects received orientation on HAP to ensure quality and accountability.

—  Strong follow-up to ensure the practices of accountability was carried out.

—  Staff was engaged in developing action plan and improving accountability and quality practices, policy review on the gaps identified in self assessment.

—  HAF was shared with all staff and special sessions were organized to improve HAF.

—  Gender core group of Sungi reviewed and gave inputs in HAF.

—  Regular follow-up and support to ensure HAP principles in emergency and development work will be ensured.

—  Engage staff in action planning to address gaps identified in certification audit and ensure improving practices through engaging staff

5. Complaints Handling (Principle 6) 

·         Improve complaints handling procedures for target beneficiaries, other disaster affected communities and staff.

—  Complaints handling mechanism developed in 2008-9, was practiced and further improved.

—  Beneficiaries’ awareness on complaints and procedure was ensured through display boards, banners, pamphlets and sessions in local language.

—  Complaint boxes were fixed at accessible places.

—  The complaints were addressed by complaints handling committee and necessary actions were taken and shared with relevant stakeholders.

—  Complaints handling procedures were further improved and a proper document was prepared and disseminated.

—  Complaint handling procedures would be improved & formalized.

6. Continuous Improvement (Principles 5 & 7)

·         Improve Sungi policies and procedures to ensure accountability and quality.

·         Involve stakeholders in improving quality and accountability.

·         Improve SM and humanitarian strategy to include HAP principles.

·         Beneficiaries were involved in planning and review meetings.

·         The lessons learnt were utilized in all interventions particularly on complaints mechanisms.

·         HAP practices review was included in external evaluation of the Sungi’s humanitarian and development work.

—  Beneficiaries would be involved to improve quality and accountability in Sungi’s work.

—  Humanitarian accountability and quality practices will be improved on the basis of certification audit.

Case Study Example: Good Practices on Complaints Handling

Complaints Handling Procedures were developed and adopted in all humanitarian and some of the development projects. Sungi had a very encouraging  response in receiving complaints from the beneficiaries. For example in one project of flood response Sungi received 88 complaints regarding exclusion of beneficiaries from the assessment process. All such complaints were settled within 15 days and all the complainants were satisfied about the decision of the complaints review committees. Community based accountability committees were helpful in handling complaints. During this year, Sungi also received a serious complaint against one of the newly recruited staff member, who was accused of allegedly issuing tokens for relief assistance to some of the non-eligible persons. A quick but thorough investigation by the committee, found that staff member guilty. The staff member was fired according to Sungi staff service rules. This resulted in a positive impact in ensuring transparency and accountability in all the ongoing humanitarian relief operations. He was the fifth staff member who was fired due to such practices since 2008, when the beneficiary complaints mechanism was initiated in Sungi.

Plans with regard to: undertaking a baseline analysis, a certification audit, or mid term certification review

Sungi will carry out HAP certification audit during February 2011.

Progress in / highlights from the field (if not otherwise covered above)

Sungi  is representing national humanitarian NGOs in strategic group of National Disaster Management Authority (NDMA), Pakistan. This is a strategic opportunity to Sungi to influence humanitarian actors on ensuring humanitarian accountability and quality.

During the period Sungi represented Southern NGOs in the annual meeting of International Committee of Voluntary Organizations (ICVA) and presented on issues related to the partnership of government donors in humanitarian assistance. Sungi also represented Southern NGOs in Global Humanitarian Platform (GHP) meeting and emphasized on building local capacities for effective humanitarian system – a new business model. Compliance of the principles of partnership and mutual accountability among donors and NGOs were advocated. A paper on “Future Issues and Challenges of Humanitarian Action and Role of Southern NGOs” was published in a Humanitarian Bulletin, which also emphased on ensuring humanitarian quality and accountability.

Summary / Other comments

Challenges

• Ensuring complaints mechanism for emergencies in conflict situations in the new working areas is relatively difficult. 

Lesson learned

• Involvement of community in humanitarian assistance and development programmes proved to be very useful in ensuring quality and accountability.
• Complaints mechanism developed credibility of the organization among the beneficiaries and other stakeholders.