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James Darcy
ACAPs workshop on multi-sectoral assessment
Revinge, Sweden
May 2010
Needs assessment and decision-making
3 functions of assessment
to inform organisational decisions about response, throughout the life of a programme
to influence others’ decisions (including donors and host governments)
to justify response decisions and appeals for funds (& provide baseline for impact assessment)
Context for this discussion
• Perceived credibility gap• Donors’ own assessments (DART etc)
• Push for more joined-up, better prioritised response (how exactly does JNA help with this?)
• Political resistance in country• Fragmentation and discontinuity in diagnostic
processes (assessment, monitoring, evaluation)
• Misunderstanding (mis-portrayal?) of the role of aid
Issues arising with multi-sector assessment
Form should follow function. So... what is the purpose of multi-sector assessment? What is its utility? (Compare JNA, MSA, etc)
•Issues arising:– Conceptual– Methodological– Process– Operational
‘Need’ is not a precisely definable or measurable quantity, and needs assessment is not an exact science: it involves estimation, interpretation and judgement, as well as measurement, observation and analysis.
Decision-making, similarly, involves judgement and the weighing of multiple factors. The question is what constitutes a sufficiently well-informed decision, and how to ensure that decisions are adequately informed by good needs analysis.
Needs-based decision-making
What types of decision? At what level?
Strategic decisions about whether and how to respond – or to change a response – scale, role
Programme design decisions (sectoral approach etc) Resource allocation decisions: What resources ($,
people etc) to allocate and how to allocate them (cp macro and micro resource allocation)
Tactical/operational decisions
Levels of decision:(i) Within organisations: HQ, regional, national, local (ii) System-wide or inter-organisational
UN agencies
Red Cross/ Crescent
Movement
International NGOs
Implementation
INTERNATIONAL HUMANITARIAN ‘SYSTEM’
CRISIS CONTEXTS
International donor
governments(humanitarian
ODA)
Private individuals
Common Funds
Finance
Corporate etc
STATENational & local
government+ agents
Non-state actors- Civil society: NGOs etc
-- Other
Crisis-affected communities
Who is making the decisions…?
Go
vern
an
ce a
nd
Co
ord
ina
tion
National and regional offices
Situational analysis(Need/risk, vulnerability, capacities)
Response analysis(Design, resource requirements)
Early WarningSurveillanceMonitoring
Pre-crisis Information (baselines, livelihoods etc)
Assessment
Situational analysis tools (social, economic, political, + sector specific: epidemiological, etc.)
Response Decision
Other factors:
Organisational policyResource availability Added valuePoliticsEtc.
Costed Programme
Response analysis tools(best practice, standards & protocols, evaluations, etc.)
Linking assessment and response 1: getting to a programme
Response analysis
Situational analysis
Programme design
Population affected
Proposed interventions:
programme design
Caseload determination
Calculation of resource
requirement
International appeal
NationalgovernmentInformation
systems
EWS, vulnerability mapping,
surveillance, scenario planning
Groups at most risk
Donor assessments
Situational Assessments
Programme implementation
Donor resource allocation
Response analysis
Situational analysis
Operational& work plans
Linking assessment and response decisions 2: getting to a number
AgencyProposal