CTP Preparedness
Mainstreaming CTP – RC/RC Movement
approach to NS CTP Preparedness
OCHA/CaLP
CTP & Coordination
CTP Preparedness
RC/RC Movement CTP preparedness framework
Enabling
systems
Communication
& coordination
NS CTP
operational
readiness
(aim of POA)
Resources
& capacity
Preparedness
for
NS
to
be
operationally ready to deliver CTP
based
response
at
scale
in
emergencies.
Work on 4 tracks:
1.
Enabling systems
2.
Programme tools
3.
Resources and capacity
4.
Communication and
coordination
Programme
tools
CTP Preparedness
Self-assessment of the 4 tracks – one step in the
process
Self-assessment
Enabling systems
5
4
3
2
Communication
and coordination
1
0
Resource and
capacity
Programme tools
CTP Preparedness
Pillar 1 – Enabling systems
Enabling
systems
Dimension 1: Vision and Strategy.
1. To what extent is there active support from NS senior leadership?
2. How strong is our overall strategy for CTP institutionalization?
3. To what extent is our adoption of CTP based on credible evidence?
4. To what degree is there a plan of action to achieve CTP institutionalization?
5. How consistently are you considering cash transfer as a response option?
Dimension 2: Organisational structure.
1. To what extent is there active support from NS NHQ and branches?
2. To what extent we have the right structure in place to support CTP at all levels (field and
HQ)?
3. To what extent is there segregation of duties to effectively implement CTP?
4. How well are the policy elements related to CTP adhered to?
Dimension 3: Managing Processes.
1. To what extent do we have standardised processes that enable CTP implementation?
2. To what extent has the standardised processes been tested?
3. To what extent is the standardised processes utilised at all levels (NHQ, chapter,
subchapter)?
4. To what extent do our processes enable a cost-efficient and effective modality selection?
5. Describe how integrated CTP is in the contingency plans?
6. How would you rate the current instruments used for cash distribution and reconciliation?
CTP Preparedness
Potential Activities
Enabling
systems
1) Developing or
adapting
contingency plans
for CTP.
2) Research and
prepare most
appropriate cash
transfer mechanism.
3) Develop CTP SOPs.
4) Adapt financial
system.
Programme
tools
1) Assessment (e.g.
market) tools
adjusted for CTP.
2) NDRT trained
and prepared for
CTP.
3) Agreements
templates etc.
set-up.
4) Adapt M&E
systems.
Resources &
capacity
1) Train staff
and
volunteers.
2) Simulation
exercises.
3) Peer to peer
exchanges.
Communication
& coordination
1) Develop advocacy
messages (internal
and external).
2) Coordinate actions
with other
organisations.
3) Develop and share
case studies and
learning with other
organisations.
CTP Preparedness
RCM CTP Preparedness Guidance
CTP Preparedness
Stage 1: Prepare and analyse
Step 1: Documenting the pre-disaster baseline
Step 2: Develop and
analyse scenarios
Step 3: Identify the gap in
CTP preparedness
CTP preparedness is linked to existing preparedness and response
processes
Enabling systems
Current capacity and context is understood, analysed and documented
Potential blockers have been identified and advocacy has been effective
to allow the CTP preparedness process to succeed
Market assessments have been completed
Stage 1:
Prepare and
analyse
Standard tools are used or adapted to the local context, and used for
Programme tools
Resources and
capacities
Communication
and coordination
contextual analysis
development of a CTP baseline
development of disaster scenarios
identifying stakeholders and engaging with them appropriately
The capacity of the National Society at NHQ and branch level to provide
scalable and timely CTP has been assessed, and gaps identified.
CTP actors, networks and other stakeholders have been mapped and
considered
Specific internal CTP advocacy is considered and undertaken as required
CTP Preparedness
Stage 2: Develop and Implement CTP Preparedness
Step 4:
Develop the CTP Building Blocks
Enabling systems
Step 5:
Mainstream CTP into key areas
Step 6: Implement the CTP preparedness
POA
The NS auxiliary role includes a reference to CTP
The National Society is committed to mainstreaming CTP, and this is
reflected in strategic and operational plans, and in the CTP preparedness
plan.
CTP is included in all the plans of all departments and functions that
contribute to enabling systems, and this is reflected in CTP SOPs.
CaLP resources are known and available.
Standard tools are used or adapted to the local context, and used for
Programme tools
Stage 2:
Develop and
Implement
CTP
Preparedness
The creation of a CTP Technical Working Group and the appointment
of a CTP focal point
Self-assessment of CTP preparedness and capacity
Draft of NS CTP SOPs guidance and template
Identification and contracting of financial service providers
Mapping of donors and trends
Development of simulations
Resources and
capacities
The NS CTP structures and building blocks are created, inclusive of all
stakeholder departments, and functional
Training is available for NS staff and volunteers from logistics, finance and
admin, from HQ and Branches.
CTP is included in contingency plans and stocks, including systems, cards
and kits, and registration processes
Pre-agreements are established with third parties and financial service
providers
Partner and/or donor resources are mapped, identified and confirmed
Communication
and coordination
CTP coordination is prioritised and properly resourced
CTP is located within the NS communications strategy
Beneficiary communications materials are prepared, and ready to be
adapted
Other communications materials such as FAQs, talking points, audiovisuals, case studies are prepared and ready to be adapted.
CTP Preparedness
Stage 3: Review, learn and improve
Step 9: communicating and sharing learning
Step 7: evaluating levels of CTP
preparedness
Step 8: learning
through CTP operations
There is an open and transparent attitude to review, evaluation and
learning within the National Society.
Enabling systems
CTP learning is used to identify remaining obstacles and improve CTP
processes.
Internal and external reviews are used to identify opportunities for
learning and improvement.
The National Society is open to learning from outside, including outside
the Movement, and joins with others to share learning.
Standard tools are used or adapted to the local context, and used for
Stage 3:
Review,
learn and
improve
Programme tools
Reporting on the progress of the CTP preparedness project
Evaluating the level of CTP preparedness
External evaluation of CTP operations
Developing case studies
Internal capacity exists to effectively monitor progress in the CTP
preparedness project, and in CTP operations
Resources and
capacities
Documentation and review are adequately resourced with people, time
and money, and senior leadership engage with learning processes
Measures are in place to monitor and review the accountability of third
parties and financial service providers working with the National Society.
Communication
and coordination
National Society fully engages in a range of networks and platforms for
exchanging CTP experience.
Learning opportunities are properly documented and disseminated.