C&V Lessons Learned

Main Findings

Regional Emergency Coordinator’s Office (REC)

Lebanon, Jordan, Turkey, Iraq (KRI), Egypt, and Syria

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Table of Contents

Introduction ...................................................................................................................................... 3

1. Background of Voucher Programme – Regional EMOP 200433 ........................................... 3

1.1 Plan for 2014 ........................................................................................................................... 4

2 Lessons Learned ............................................................................................................................ 4

2.1 Overarching Topics ................................................................................................................ 8

2.1.1 Guidance ............................................................................................................................... 8

2.1.2 Capacity and Knowledge Gap ............................................................................................ 5

2.1.3 Evidence-based Programming ........................................................................................... 6

2.1.4 M&E ........................................................................................................................................ 7

2.1.5 Fraud Control ........................................................................................................................ 8

2.2 Programme Design ................................................................................................................ 8

2.3 Processes ................................................................................................................................ 9

2.4 Mechanisms .......................................................................................................................... 10

2.5 Outcome/Impacts ................................................................................................................. 11

2.6 Risks and Risk Management .............................................................................................. 12

2.7 Emergency Preparedness / Contingency Planning ........................................................ 13

3 Conclusions ................................................................................................................................... 14

Annexes ................................................................................................................................................. 16

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List of Acronyms

C&V Cash & Voucher

CO Country Office

CP Cooperating Partner

EMOP Emergency Operation

FLA Field Level Agreement

FSP Financial Service Provider

GFD General Food Distribution

IR EMOP Immediate Response Emergency Operation

LTA Long Team Agreement

MOU Memorandum of Understanding

NGO Non-governmental Organisation

PDM Post Distribution Monitoring

PI Public Information

POCB Purchase Order – Cash to Beneficiaries

POS Point of Sales

REC Regional Emergency Coordinator’s Office (in Amman). It oversees implementation of

programmes for Syrian IDPs and refugees in Lebanon, Jordan, Turkey, Iraq, Egypt, and Syria.

RB Regional Bureau

SCOpe WFP’s corporate system solution for facilitating C&V transfers

SOP Standard Operating Procedure

TDY Temporary Duty

ToR Terms of Reference

UNHCR United Nations High Commissioner for Refugees

VAM Vulnerability Analysis and Mapping

WFP World Food Programme

WINGS WFP’s internal financial tracking system

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Introduction

This report outlines the lessons learned of the voucher programme – paper and electronic – which

have been implemented in the five countries responding to Syria Emergency under WFP’s regional

EMOP 2004331. The report largely draws from the two-day WFP REC C&V Lessons Learned

workshop which took place on the 25-26th of March, 2014. All six EMOP Country Offices (Lebanon,

Jordan, Turkey, Iraq, Egypt and Syria), REC, RB Cairo, and HQ participated in the workshop2.

The format of this report follows the structure of the workshop, where the lessons learned were

discussed in six main themes: (i) Programme Design, (ii) Processes, (iii) Mechanisms, (iv)

Outcome/Impacts, (v) Risk and Risk Management, and (vi) Emergency Preparedness/Contingency

Planning. Section 1 of the report provides a brief background of the voucher programme in the

context of the Syrian crisis. Section 2 outlines the good practices, areas of improvement, and

recommendations divided by the six themes. Section 3 concludes the report by summarizing some

topics that require consideration as the use of C&V scales up in emergencies and in WFP.

1. Background of Voucher Programme – Regional EMOP 200433

Initially WFP responded to the Syria crisis with IR EMOP in April 2012 with in-kind food distribution in

Jordan, followed by a Regional EMOP 200433 starting from July 2012. Voucher distribution started in

June 2012 in Lebanon, followed by Jordan in July 2012. In October 2012, the first e-voucher

distribution began in Turkey in collaboration with VISA, whereas e-voucher began in Lebanon and

Jordan in partnership with MasterCard in September 2013.

As of October 2014, in all REC countries, except for Syria and part of the Kurdistan Region of Iraq,

beneficiaries receive general food assistance through vouchers. In August 2013 1.66 million

beneficiaries were reached through vouchers, and as of October 2014, WFP programmes are

estimated to have injected US$753 million into the local economies of Lebanon, Jordan, Turkey, Iraq

and Egypt since the start of the Syria Crisis operations.

Table 1: Voucher Programme Starting Date*¹

Jordan Lebanon Turkey Egypt Iraq Syria

Paper voucher Aug 2012 Jun 2012 Feb 2013 Nov 2012 Jul 2014

E-voucher Oct 2013 Oct 2013 Oct 2012 Mar 2014*²

Note *1: Date indicated does not include the pilot testing period.

Note *2: Egypt began pre-paid shop cards which can retain balances in March 2014. Unlike the e-cards in other COs

in REC region, Egypt cards do not have magnetic stripe/chip and does not use POS.

Table 2: In-kind and Voucher Assistance in REC Country Programmes

Type of Assistance Country

1 EMOP 200433 covers Lebanon, Jordan, Turkey, Iraq and Egypt. The Syria operation is under a different EMOP, namely 200339. 2 Agenda of the workshop and list of participants are found in Annex 5 and 6.

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Paper voucher Jordan, Egypt (Alexandria and Damietta), Iraq (GFD)

Syria (fresh food voucher for pregnant and lactating women)

E-voucher Jordan, Lebanon, Turkey, and Egypt*¹ (Greater Cairo) (GFD)

In-kind Syria & Iraq (GFD) Jordan & Lebanon (New arrivals - one-off distribution)

Note *1: Unlike the e-cards in other COs in in REC region, Egypt e-cards are shop cards.

At the onset of the emergency, RB Cairo took the lead in coordinating the response. In December

2012, L3 Corporate emergency response designation was activated for the Syria crisis, and due to

the large scale of the operation, the REC Office was established in Amman, Jordan in January 2013.

Consequently all operations aimed at assisting Syrian refugees and IDPs affected by the Syrian crisis

have been placed under REC oversight.

1.1 Plan for 20143

Under the Regional EMOP 200433 WFP plans to reach over 2.7 million beneficiaries through

vouchers in 2014.

US$841 million is budgeted for transfer to beneficiaries through vouchers.

Continued transitioning from paper vouchers to e-vouchers (Jordan, Iraq, Egypt)

Launch OneCard platform with other agencies (Jordan, Lebanon, Iraq, Egypt)

Work with government to roll out government programmes using C&V (Lebanon, Turkey)

Pilot a cash study (Jordan and Lebanon)

2 Lessons Learned

During the REC C&V Lessons Learned workshop, experiences to date of using C&V in response to

the Syrian crises were discussed according to six themes: (i) Programme Design, (ii) Processes, (iii)

Mechanisms, (iv) Outcome/Impacts, (v) Risk and Risk Management, and (vi) Emergency

Preparedness/Contingency Planning. The subsequent section 3.2 - 3.7 outlines the good practices,

areas of improvement, and recommendations of each theme. Some topics, however, emerged

repeatedly across the areas: guidance, capacity and knowledge gap, evidence based programming,

M&E, and risk management. Therefore, these overarching topics are discussed first under section

3.1, consolidating the points raised across the themes.

2.1 Overarching topics

2.1.1 Guidance (cross-cutting over Programme Design, Processes, Mechanisms, and Emergency

Preparedness).

Challenges

Guidance, templates, and tools were not available in an easy, ready-to-use format, and even

when they were, lack of knowledge on the available information hampered data collection,

analysis and usage.

3 Based on information and figures from EMOP 200433 Budget Revision 13, in effect as of October 2014.

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Limited guidance was provided to set the voucher value, and unified methodology/approach

for the sub-region was absent.

Did not have global data sharing agreement with UNHCR. COs had to work on it individually.

Information management and data protection mechanisms for tracking information from

partners (UNHCR registration numbers), CPs and FSPs (transfer amounts to CP/bank

accounts), shops etc. were not in place.

Recommendations4

The recommendations that were provided in the workshop are listed below as issues, with indications of

to whom (CO, REC, and/or HQ) the recommendations are mainly addressed. As some issues have been

addressed or worked upon since then, the current status is also indicated.

Issues CO REC HQ

Common and comprehensive guidelines on how to rapidly launch C&V programmes in an emergency situation. Explore the possibility to have different timelines for emergencies in terms of due processes at C&V needs assessment, response analysis and intervention set-up phase (assessments, procurement actions, contracting etc.) on the basis of the emergency level.

▲

Pre-arrangement of various documents as part of emergency preparedness (more details under section 3.6).

▲

Development of guidance materials/standard tools to facilitate assessment and determination of voucher value.

▲ ▲

Develop corporate guidance on e-voucher processes. The existing guidance is limited in scope for various e-voucher options.

▲

Update procurement manuals to include C&V to clarify roles and responsibilities of various units.

▲

Sign global agreement in UNHCR on data sharing. ▲

Develop ToRs and establish C&V steering committee/working group in CO and REC.

▲ ✓

Legend: ✓ = Issues addressed. ▲= Issues being addressed. X = Issues not being worked on yet.

2.1.2 Capacity and knowledge gap (cross-cutting over Programme Design, Mechanisms,

Outcome/Impact, Risks, and Emergency Preparedness).

Challenges

Scale up staffing to appropriate levels took time.

Staff turnover was very high (relying on TDY), which reduced institutional memory in both

practice and documentation.

No stand-by partners were available that met the profiles and skills required for C&V.

Consultation process with new stakeholders (e.g. Central Bank) took time. The government

counterparts for C&V might be different from the ministries WFP traditionally works with.

4 Bracket indicates to whom the recommendation is mainly addressed.

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Recommendations

Issues CO REC HQ

Better understanding of additional skill sets required by WFP for C&V, and how to go about getting them, including expertise on markets and financial institutions.

▲ ▲ ▲

Fill the knowledge gap related to corporate and commercial sector, especially in financial services to have enhanced and cost efficient financial services for vouchers.

▲ ▲ ▲

Enhance knowledge of C&V at various levels to provide greater support and efficiency. Training staff on C&V modality both for experts as well as broad range of staff on regular basis.

▲ ▲ ▲

Organize staff exchange between COs to learn from experiences. ▲

Enhance knowledge management: systematic reporting, documentation and filing, possibility through better utilization of IT tools e.g. a systematized reference repository to consult for C&V.

▲ ▲

Explore and engage new standby partners to meet the specific profiles and skills required for C&V.

▲

2.1.3 Evidence based programming (cross-cutting over Programme Design, Outcome/

Impact, Risks, and Emergency Preparedness)

Good practices

Sectorial assessments such as the macro and micro financial sector assessment, retail supply

chain/shop assessment, NGO capacity assessment and ICT assessment took place to some

extent. For the voucher programmes that started later in the course of EMOP, the

assessments were done more thoroughly.

In some cases, various functional units were involved in assessments and decision making of

the distribution model.

In some cases, transfer options decision was made based on sectorial assessments and cost

analyses (comparison between SMS, western union, mad strips, smartcard, etc.)

In Iraq, a cost analysis was done prior to transfer modality selection.

Challenges

Feasibility studies and sectorial assessments to identify the most appropriate modality were

not systematically conducted or adhered to, including when transitioning to e-vouchers.

Analysis on primary and secondary impacts, risks, cost efficiency and effectiveness analysis,

and appropriateness were not done systematically.

Voucher value was not reviewed periodically.

Baseline surveys were not conducted in most cases, and thus a benchmark to measure the

progress and achievements was not available.

Cost efficiency and effectiveness analysis was difficult to conduct as data required for analysis

was not captured from the onset of the emergency response. In addition, existing tools have

reference to in-kind food as a basis for comparison but in some COs there was no pre-existing

in-kind assistance.

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In the corporate accounting framework, costs were not segregated between in-kind, paper

voucher, and e-voucher, making the cost comparison very difficult.

There was a limited compilation of lessons learned and good practices. Limited consultation

took place among the COs to see what was happening in the sub-region. An ad-hoc rather

than systematic reference repository to consult, was available.

Recommendations

Issues CO REC HQ

Ensure evidence based programming of C&V, through assessments and analysis such as cost efficiency and effectiveness to define most appropriate modality.

▲

Develop methodology / tools to capture outcomes and impact (including primary and secondary impacts at macro level, such as impact to local economy and price inflation) specific to C&V. Identify corporate indicators.

▲

Clarify the role of VAM and Logistics in terms of market assessment, retail supply chain assessment), market monitoring, and price monitoring.

▲

Conduct self-assessment / evaluate outcome periodically and systematically.

X X

Develop more robust methodology to analyze cost efficiency of e-voucher programmes that does not require benchmarking to in-kind food distribution, and also to enable better analysis between voucher and cash.

▲ ▲

Place lessons learned in context to understand from what phase of the operation lessons were learned and subsequent programmatic changes undertaken.

▲

Draft evidence based reports on the impacts and added value of C&V for donor reporting. Establish ways to better document what we do.

▲ ▲

2.1.4 - M&E (cross-cutting over Programme Design, Mechanisms, and Outcome/Impact).

Good practices

Strengthening of M&E and adoption of harmonized tools was a notable achievement.

Challenges

M&E and reporting requirements, methodology and tools were not defined at the onset of the

emergency or prior to implementation, reducing the COs monitoring capabilities.

Lack of guidance or mechanism to systematically capture and analyse food purchase.

The M&E system does not currently include monitoring of secondary objectives (socio-

economic impact on local community, market prices, and wider economy, cross-

cutting issues such as protection and gender).

Clear guidance was not given on the type of monitoring upon which WFP should

focus.

Prices were not monitored periodically. Ensuring prices are not inflated for WFP

beneficiaries remains a challenge.

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Recommendations

Issues CO REC HQ

Clarify minimum monitoring and reporting requirements for C&V (e.g. vouchers usage, PDM, beneficiary preferences, retail price) and fill the gap.

▲ X

Develop a standard M&E checklist and include host communities in monitoring.

▲

Identify standard indicators, including process indicators that are specific to C&V programme modality, for example food basket value tracking.

X

Process and analyse the data to produce qualitative and action-oriented information in a timelier manner, which can also feed into regular reports.

X

Take advantage of available electronic data to incorporate in regular reporting and M&E findings, in a timely manner.

▲ ▲

Develop a standard method for calculating beneficiary figures across the region.

✓

2.1.5 Fraud control (cross-cutting over Mechanisms, Outcome/Impact, and Risk Management).

Good practices

Electronic fraud control system was established for POS. Using the fraud criteria such as

volume of transactions, transaction patterns, POS machines are remotely disabled when

suspicion arise. (Lebanon)

Challenges

Fraud monitoring mechanism needs enhancement across the sub-region.

Recommendations

Issues CO REC HQ

Establish systemized control measures for detecting and mitigating against fraud and for meeting minimum financial control mechanisms when tracking distributions, financial records, reconciliation, and abnormalities (broken, lost, damaged e-vouchers).

▲ ▲ X

Increase analysis of e-voucher usage data to detect misuse of e-vouchers and compile a list/booklet to share among COs on common indicators of fraud / misuse.

▲ ▲

2.2 Programme design

The thematic area of Programme Design covers topics related to the planning and designing phase of the C&V programmes which include assessments, determination of voucher value, distribution frequency/redemption options, transfer modality/distribution model selection, cost efficacy/effectiveness considerations, appropriateness, protection and gender considerations, and project cycle.

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Feedback from the Syrian refugees across the sub-region generally indicate that the C&V modality is

their preferred modality, facilitating increased dignity, product choice, decision over where to shop and

when to shop, independence and a sense of freedom.

Good practices

In most of the countries, personal data protection was strictly followed.

In preparation for resource shortfalls, three scenarios (Plan A/B/C) were developed.

Shifted from paper-voucher to e-voucher where financial services, market and access

conditions allowed.

Challenges

Generally, owing to the use of the relatively new modality at unprecedented scale in an emergency

setting, many guidance/SOPs/templates were not in place, or known prior to the launch of the C&V

programme. A country-specific programme development and evolution, rather than a more

coordinated best practices approach in the region, was adopted. The following gaps have been

identified for future improvements:

There was limited sub-regional coordination in determining the most appropriate response

Individual voucher, not family voucher, was initially launched

Limited coordination and communication between functional units

Competitive procurement processes were not always followed

Support units were not brought on board systematically at the programme design stage.

The roles and responsibilities among CO/REC/RB/HQ were not clear.

Recommendations (not specific to C&V)

Issues CO REC HQ

In setting up a system, consideration should be given to ensure a holistic and sustainable approach. Involve various stakeholders, both internal and external.

▲ ▲

Prioritization exercise, for different funding scenarios, should be included in programme design.

✓ ✓

2.3 Processes

The thematic area of Processes refers to the setup and implementation of C&V programmes. Issues reviewed are: processes of distribution, redemption, reconciliation and payments, communication with beneficiaries, partner/shop selection/contracting, registration data management, and printing of vouchers that have been adopted in the C&V programmes.

Good practices

Processes have evolved during the implementation of the programme and the below points capture

more recent developments and establishment of processes (which is an accomplishment in itself).

Many of the positive outcomes were achieved over the past few months.

A number of processes were gradually developed in reconciliation and payment, CP

evaluation, and contracting of FSPs and shops

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E-vouchers entail regular commercial transactions and payment cycles, and retailers are

satisfied with relatively fast payment of goods once purchased by beneficiaries, which

facilitates a greater liquidity of funds for good stock replenishment and management

Establishment of supermarkets in camps in an unprecedented context, and signing of complex

contracts between supermarkets, government, and financial institutions is a significant

achievement that can be replicated (Jordan and replication in process for Iraq)

Contributed to capacity building of stakeholders in C&V (WFP / CPs / NGOs)

Added value from partners, such as development of distributions database by Save the

Children (in Jordan)

Emphasis placed on communication, awareness raising and information campaigns with

beneficiaries

Challenges

Reliance on UNHCR database for beneficiary registration data, which is often not updated to

reflect the movement of refugees as required for distribution of WFP assistance

Processing time of paper vouchers is long in terms of printing, distributing and reconciling

In some cases Government led the process of shop selection with limited or no room for WFP

input. This resulted in vendors without track record winning bids, and various levels of rent

being charged, potentially leading to high prices. Once contracts are signed, it is difficult to

take punitive measures about under-performance or high prices

Recommendations

Issues CO REC HQ

Involve Procurement Unit. ▲ ▲

Involve Legal Department form an early stage in the procurement process and contract preparation. Possibly bringing legal unit to RB.

▲ ✓

Where Government takes the lead in shop selection process, negotiate from the initial stage to include WFP in the tendering processes, and if possible, include in the shop agreement clauses / terms regarding minimum standards of service to beneficiaries and causes for contract annulment.

▲

Setup one voucher database system from the beginning. ✓ ✓ ▲

Digitalizing paper voucher tracking / reconciliation to accelerate payments (reduce manual process).

▲

2.4 Mechanisms

The thematic area of Mechanisms covers topics related to processes of overall management of the voucher programme: coordination (internal and external), resource mobilization and management, donor relations, public information, reporting, management/leadership, (process) monitoring, and hotline/feedback mechanisms.

Good practices

C&V programmes received good and positive feedback from donors. C&V is an attractive

modality for donors as less percentage is spent on associated cost.

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From a resource management perspective, the C&V modality facilitates immediate

consumption of funds. Donors can rely on WFP C&V programmes when looking to allocate

supplementary funding that require rapid disbursement / consumption.

Stakeholders appreciate the fact that WFP is adapting to the changing world of humanitarian

assistance (moving to C&V).

C&V visibility, especially extensive media coverage on e-vouchers, created positive impact for

WFP’s reputation. WFP is recognized as a lead agency in C&V.

Complaints mechanisms in some countries were established, such as, hotlines or other

feedback mechanisms.

Challenges

Internal communication delayed within WFP

o Programme – Finance – Resource Management – Procurement

o Between field offices and CO

o Between EMOP COs and pre-existing COs

o Between EMOP COs and REC

There were gaps in the financial tracking system as actual C&V transfers recorded in WINGS

do not necessarily relate to that specific month causing errors

Role assignment at CO to manage/monitor resource usage was not clear

Different figures were reported on the same topic (e.g. number of beneficiaries)

Collaboration between the agencies were not sufficient in beneficiary feedback mechanisms

Recommendations

Issues CO REC HQ

Donor visibility is more challenging with C&V (especially e-vouchers) and WFP should explore new ways (e.g. e-voucher sleeves) to increase visibility and PI to showcase its comparative advantage and achievements.

▲ ▲ ▲

Prepare a strategy on how to deal with C&V funding shortages. X

Put in place structures to manage POCB in each CO for better resource management.

X X X

Improve accuracy in account assignment. ▲

WFP has an important role in Inter-sector coordination in C&V. WFP should participate and advocate to discuss C&V issues as a modality that cuts across the traditional sectors and clusters, rather than a stand-alone working group.

▲ ▲

2.5 Outcome/Impacts

The thematic area of Outcome/Impacts covers topics related to the results of the voucher programme: voucher usage by beneficiaries, cost efficacy/effectiveness, and reporting.

Good practices

PDM results indicate that beneficiaries prefer the C&V modality.

Actual reached caseload numbers (redeemed) are timelier with e-voucher.

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Purchase records indicate that more varied purchases are made with e-vouchers compared to

paper vouchers, as e-vouchers allow for multiple shop visits.

Vouchers give access to beneficiaries to purchase fresh food which is not possible with in-kind

assistance.

A number of positive secondary impacts were observed:

o C&V injects money in the local economy, and could lead to local procurement.

o E-vouchers familiarize beneficiaries with the banking system.

o New technology builds capacity of small- and medium-sized shops.

Number of advantages related to beneficiary protection were achieved:

o Reduced travel distance

o Reduced/no distribution waiting time (e-vouchers)

o Better child protection (not playing unguarded around distribution centres).

o Less bulky and heavy to carry with e-voucher as multiple visits to the shops are

possible.

o Reduced tension with host communities as C&V are more discrete

o Beneficiaries can choose the food to purchase

o Dignity, normalcy and social activity

Challenges

Greater control/checks for the payment to the retailers of e-vouchers (payment made prior to

detailed checks by WFP)

Data analysis and reporting capacity at COs was limited (staffing and skills, especially during

emergency)

2.6 Risks and Risk Management

The thematic area of Risks and Risk Management covers topics related to how the risks were identified and managed in the C&V programmes.

Good practices

Emergency and high profile visits led to a positive donor response, good fundraising and

forecast.

Good resource allocation practices, including allocation of confirmed and forecasted

contributions, and use of advance funding against the forecast.

C&V requires less lead-time to change the voucher value in case of funding constraints.

Even when WFP’s access is hampered due to security limitations, beneficiaries may be able

to access food using the vouchers (especially e-vouchers).

Challenges

Limiting usage of vouchers for cash and non-food items

WFP visibility to donors (for fundraising)

Recommendations (not specific to C&V)

Issues CO REC HQ

Financial risk associated with the advance payment to partners in case of vouchers must be thoroughly considered, and risk mitigation measures put in place.

▲

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Harmonize the referential voucher basket across the region. WFP is serving the same population (Syrian) and they should not be/feel favoured in accordance to host country.

✓

Raise awareness of beneficiaries on targeting criteria, and in case of funding shortfall, beneficiaries should be aware of the change in assistance.

▲

Better inter-agency coordination to define the targeting criteria. ✓

Sufficient time should be dedicated to due diligence. ▲ ▲ ▲

2.7 Emergency Preparedness / Contingency Planning

The thematic area of Emergency Preparedness / Contingency Planning covers topics related to the

readiness of WFP to respond to the Syria Crisis. Overall, there was little, if anything, in place for

emergency preparedness/contingency planning at the start of the emergency. The below list shows

what WFP has built in the last several months.

Good practices

LTA created with suppliers.

Segregation of duties has been put in place. Many internal and external players are involved

and each partner/member were duly assigned with designated responsibilities.

Gaps have been identified and necessary actions are being taken (staffing, staff training,

partner orientation, etc.) in the later stage of the emergency.

Received adequate support and engagement from the government.

Challenges

The following challenges were faced at the beginning of the emergency:

WFP corporately was not equipped to launch C&V programme at such a large scale

o Lack of technical capacity and guidance.

o No staff roster of C&V experts.

o Those with experience were not released or made available to the emergency on

short notice.

o Internal staff with C&V skills were less than the demand, resulting in the rapid

recruitment of non-WFP personnel which mandated extra learning of WFP

procedures.

Limited preparedness plan in place in countries with WFP presence, and no preparedness in

place where WFP had no presence. No baseline information was available on sectorial

capacities (market/retail supply chain, financial sector, ICT). SoPs, systems, and tools were

either inadequate or non-existent in all functional areas for C&V response.

Contingency plans were not in place for any required changes in modality.

Recommendations

Issues CO REC HQ

Have Emergency Preparedness and Response in place. ✓

Pre-arrangement of the following as part of emergency preparedness: ▲

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Roster for C&V experts (HQ)

Roster for financial institution at regional level or country office level (CO, REC)

Roster for retail shops (CO)

Market capacity study (pre-crisis) –similar to Logistics capacity assessment (HQ, CO)

Corporate/Common database system (SCOpe ) that could be rapidly replicated/installed (HQ)

Data sharing agreement (HQ)

Establish criteria/trigger points for changing assistance modality (CO)

Ready to use a standard C&V toolkit, similar to the pen drive given to people dispatched to emergencies, which include the following: (HQ) o Visibility/PI items o Sensitization messages o ToR and tools for feasibility studies o M&E tools o FLAs/Contracts o Staffing/organizational structure and ToR of the staff o CP evaluation template o Fund Reservations/WINGs actions o C&V joint directive o Templates for partners (activation, uploading, etc.)

Deploy C&V experts at the onset of an emergency. ✓

3 Main Conclusions

Establishing C&V Programmes in an emergency is a challenging endeavour requiring quick resource

mobilization, staff expertise, capable partners and sound financial service providers. In the Syria crisis

response, the C&V modality was selected as the transfer modality in the early stages of the operation,

with Lebanon assisting through paper vouchers within two months and Turkey through e-vouchers

within the six months of the starting of the IR EMOP. The unprecedented scale of humanitarian

needs, the necessity to rapidly employ a C&V transfer modality to cover large number of beneficiaries

through functioning markets and the lack of ready-to-use corporate tools, especially on e-vouchers,

signified a more challenging context to establish C&V programmes and the necessity to expeditiously

draft new tools and documents. The pace and scale of implementation showcased various successes

and gaps. This report outlined the good practices and areas of improvement, capturing the most

important lessons and provided recommendations for future programmes and operations. The

repeated issues that were raised overarching the various stages and aspects of C&V programme

were surrounding the availability of guidance and ready-to-use tools, capacity and knowledge gaps,

need for evidence-based programming, limitations in the M&E, and risk management.

Some issues have arisen that require discussion beyond CO and REC, as they encompass strategic /

corporate decisions and guidance, as WFP scales up the usage of C&V. Addressing them will pave

ways for smoother, if not more timely and efficient, roll out of C&V programmes.

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In determining the voucher composition and value, are we obliged to provide only the basic

assistance when the beneficiaries purchase far beyond the typical WFP in-kind food basket?

This is a question that touches on WFP’s core mandate.

In cost comparison, how to best reflect the fact that for in-kind food as WFP tenders globally it

receives wholesale prices for commodities, while for C&V food prices applicable are the retail

prices, which are normally higher than the wholesale prices?

As C&V portfolio in WFP expands, what should WFP’s competitive advantage be? How can

WFP retain its advantage in Logistics?

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Annexes

Annex 1: List of documents/templates that have been developed in the Syria Regional Response

Annex 2: Experience sharing: Transition from paper to e-vouchers (Lebanon)

Annex 3: Experience sharing: Transition from food to vouchers (Za’atari Camp, Jordan)

Annex 4: Experience sharing: Transition from paper to e-vouchers (Jordan)

Annex 5: Agenda of REC C&V Lessons Learned Workshop

Annex 6: List of participants of C&V Lessons Learned Workshop

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Annex 1: List of documents/templates developed in the Syria Regional Response

a. Voucher rollout timeline table

b. Macro financial sector assessment tools and reports

c. Micro financial sector assessment tools and reports

d. Retail supply chain assessment tools and reports

e. NGO capacity assessment tools

f. ICT sector assessment report

g. Market assessment report

h. Voucher value calculation template

i. Concept Note for voucher project

j. C&V process chart

k. Risk Registry Statement

l. SOPs (for paper voucher, e-voucher, new arrival voucher)

m. Plan of operations

n. Voucher control forms

o. Redemption form (filled by shops)

p. Payment request form (external, and internal)

q. Payment checklist (used internally by Programme and Finance unit)

r. Monthly distribution report (for paper voucher, e-voucher)

s. M&E toolkit (including M&E framework and questionnaires related to C&V)

t. Price monitoring template

u. MoU (with government)

v. Tripartite agreement (Government-WFP-Retailer)

w. Shop selection criteria

x. RFP documents for FSP selection

y. RFP documents for shop selection

z. Retailer contracts

aa. FSP contracts

bb. Supplier registration form (for C&V shops)

cc. Household Registry Statement (for e-card)

dd. Card Issuance Authorization document (for e-card)

ee. Household Payment List (for e-card)

ff. Letter of Authorization (for e-card)

gg. Card Delivery Note (for e-card)

hh. Card replacement request

ii. Weekly card status report

jj. Internal Procedure for Authorizing Reports

kk. E-card communication materials

ll. Secure Data Sharing Process

mm. WFP-UNHCR process chart on: (i) E-card distribution, (ii) E-card monthly re-

charge, (iii) PDM, (iv) Litigation

nn. Fact sheets/briefing notes

oo. Posters/banners

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Annex 2: Experience sharing: Transition from paper to e-vouchers (Lebanon)5

5 Presentation was given by Catherine Bellamy, Programme Officer (C&V), Lebanon CO, and Charbel Habib, Senior Programme Assistant, Lebanon CO.

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Annex 3: Experience sharing: Transition from food to vouchers (Za’atari Camp, Jordan)6

6 The presentation was made by Elrashid Hamad, Head of Mafraq Sub-Office, and Rikke H. Kasse, Market Creation Consultant, Jordan EMOP.

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Annex 4: Experience sharing: Transition from paper to e-vouchers (Jordan)7

7 The presentation was made by Haya Abassi, Programme Officer (Voucher), Jordan EMOP

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Annex 5: Agenda of REC Lessons Learned Workshop

WFP REC Regional C&V Lessons Learned Workshop

Amman, 25-26 March, 2014

AGENDA

Time Topic Duration Presenter

Day 1

8:30 – 9:00 1. Welcome and introduction/objectives 30 min Sarah

9:00 – 9:20 2. Expectations 20 min Ian

9:20 – 9:45 3. REC C&V activities summary 25 min Kayo

9:45– 10:45 4. Working Group 1: Programme Design 60 min

10:45 – 11:00

Tea break

11:00 – 11:30

(Working Group 1 continued) 30 min

11:30 – 12:15

5. Plenary 1: Programme Design 45 min

12:15 – 13:00

6. Working Group 2: Processes 45 min

13:00 – 14:00

Lunch

14:00 – 14:45

(Working Group 2: Process continued) 45 min

14:45 – 15:30

7. Plenary 2: Process 45 min

15:30 – 15:45

Tea break

15:45 – 17:00

8. Working Group 3: Mechanisms 75 min

17:00 – 17:45

9. Plenary 3: Mechanisms 45 min

Day 2

8:30 – 9:00 10. Recap of previous day discussion 30 min TBD

9:00 – 9:45 11. Working Group 4: Outcome/impacts 45 min

9:45 – 10:30 12. Plenary 4: Outcome/impacts 45 min

10:30 – 10:45

Tea break

10:45 - 11:30 13. Working group 5: Risk management 45 min

11:30 – 12:15

14. Plenary 5: Risk management 45 min

12:15 – 13:00

15. Working group 6: Preparedness 45 min

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13:00 – 14:00

Lunch

14:00 – 14:45

16. Plenary 6: Preparedness 45 min

14:45 – 15:30

17. Experience sharing - Transition from food to paper voucher and retail outlet creation in Za’atri Camp

45 min Jordan EMOP

15:30 – 15:45

Tea break

15:45 – 16:15

18. Experience sharing - Transition from paper to e-voucher

30 min Lebanon CO

16:15 – 16:45

19. Experience sharing - Transition from paper to e-voucher

30 min Jordan EMOP

16:45 – 17:30

20. Discussion: REC best practices 45 min

17:30 – 17:45

21. Closing remarks 15 min Sarah

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Annex 6: List of Participants of REC Lessons Learned Workshop

S.N. Name Title Office

1 Ian Clarke Senior Emergency Advisor HQ

2 Laurene GOUBLET Cash for Change Officer HQ

3 Pascale MICHEAU Programme Advisor RB Cairo

4 Samah HELOU TDY Regional Programme Officer (C&V)

RB Cairo

5 Sarah Gordon-Gibson Regional Programme Manager RECO

6 Kayo Takenoshita Programme Officer (C&V) RECO

7 Fausto DE SANTIS Programme Officer RECO

8 Shirin MUHAISEN Staff Assistant Programme RECO

9 Ahmad HIYARI Data Analyst RECO

10 Frederik Cooper Information Officer RECO

11 Sandro BANAL Resource Management Analyst RECO

12 Kassaye TESFAY Programme Officer (pipeline) RECO

13 Laila AHADI Regional Procurement Officer RECO

14 Hiba Fadli Senior Procurement Assistant RECO

15 Peggy Pedre HR Officer RECO

16 Caroline Batanda HR Officer RECO

17 Bashar Elias Programme Assistant CO Syria

18 Raghid SANDOUQ Sr. ICT Assistant CO Syria

19 ElRashed Hammad Head of Mafraq Sub-Office Jordan EMOP

20 Rikke Kasse Market Creation Specialist Jordan EMOP

21 Ryan Beech Programme Officer (C&V) Jordan EMOP

22 Haya Abbasi Programme Officer (C&V) Jordan EMOP

23 Catherine Bellamy Programme Officer (C&V) CO Lebanon

24 Charbel Habib Sr. Programme Assistant CO Lebanon

25 Kathleen INGLIS Communication Officer CO Turkey

26 Terry QUINN Programme Officer CO Egypt

27 Sumitra Chakma Programme Officer (C&V) Iraq EMOP