The Consolidated Appeal Process (CAP)

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The Consolidated Appeal Process (CAP)
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What is a CAP
The Consolidated Appeal Process is much more than
an appeal for money. It is a tool used by aid
organisations to plan, implement and monitor
their activities - together.
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Why do we need it
Appeals bring aid organisations and donors and
governments together to

• present strategic approaches to humanitarian
  crises
• plan, coordinate, implement monitor response
• appeal for funds cohesively
• presents an action plan set of projects
• serves as a road map of required actions
  funding needs
• ensures funds are spent strategically,
  efficiently with greater accountability

Each appeal
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Supply and Demand

• Supply side and demand side which instruments
  are related to which side?
• Common humanitarian action plans and their
  selected projects (Consolidated and Flash
  Appeals) aim to organize the demand side.
• Humanitarian finance reforms, such as pooled
  funds and the Good Humanitarian Donorship
  initiative, aim to improve the supply side.

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What is the CAPs rationale?

• To avoid competing and overlapping appeals
• To provide a framework for strategic,
  coordinated, and inclusive programming
• To serve as an inventory of priority
  humanitarian project proposals, and a barometer
  of funding response.

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Who is involved?

• Resident/Humanitarian
• Coordinator
• UN Agencies
• NGOs
• Red Cross/Red Crescent
• Movement
• Donors
• Affected country government

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Flash Appeals Consolidated Appeals
Flash Appeal
Issued within 5 days of the onset of an emergency
for up to 3-6 months
Consolidated Appeal
Issued within 3-6 months of emergency, and
annually as needed
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Elements of a Consolidated Appeal

• Context needs analysis
• Scenarios
• Strategic priorities
• Sector-specific response plan
• Monitoring plan

Common Humanitarian Action Plan (CHAP)

Inventory of projects necessary to accomplish the
strategy

Consolidated Appeal
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The Consolidated Appeal Process an inclusive,
coordinated programme cycle
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Typical CAP

• Sector/cluster coordination (year around), needs
  assessments
• CAP workshop
• Clusters make response plans collect projects
• OCHA-field writes general sections, circulates to
  country team HC, sends to GVA (by mid-Oct)
• Document shared with IASC HQs for comments
  finalisation
• Global CAP launch (end Nov)

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Then

• Field launches
• Kick-off meeting
• Mid-year review
• Next years CAP workshop
• Ongoing
• Needs assessments
• Monitoring
• Financial tracking.

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Flash Appeals- Indicative time frame from crisis
onset
Day 1 HC/RC triggers appeal, in consultation with HCT and government
Day 2-3 HC/RC and HCT establish strategic priorities, planning assumptions, and criteria
Day 1-3 Clusters/sectors conduct rapid needs assessment and prepare sectoral response plans with partners to input to appeal
Day 4 RC/HC, with support from OCHA, consolidates response plans into appeal
Day 5 OCHA CAP section shares draft with IASC HQs for 24 hr review
Day 6-7 OCHA CAP section processes electronically publishes appeal
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Example of a project summary box
SHELTER CLUSTER SHELTER CLUSTER SHELTER CLUSTER
OXFAM PHL-09/S-NF/27810 Project Title Emergency Shelter and NFIs Assistance to Affected Population in Bulacan, Rizal, Laguna, Cavite, and in NCR if required 1,000,000
OXFAM PHL-09/S-NF/27810 Objective Provide emergency shelter and NFIs to families whose houses have been destroyed to ensure privacy and dignity, particularly for women and children 1,000,000
OXFAM PHL-09/S-NF/27810 Beneficiaries 10,000 families (55,000 people). The target group for the programme includes women-headed households, daily wage labourers, landless (both urban and rural). 1,000,000
OXFAM PHL-09/S-NF/27810 Partners PDRN 1,000,000
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Revising Flash Appeals

• Revisions are necessary because flash appeals
  are, of necessity, written within a short
  timeframe and using incomplete information
• Revisions take place within 4 weeks of the
  publication of the original appeal (using the
  On-line Project System (OPS)
• Revisions also accomplish the following
• Present up-to-date information
• Outline progress made
• Assess the effectiveness of current strategy
• Update sector/cluster response plans
• Reprioritize humanitarian response activities
• Analyze funding
• Advocate for donor support

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Agency/NGOs role

• Being proactive in the process
• Participating in sectoral needs assessment
• Helping develop sector response plan
• Presenting realistic project proposals
• Engaging individually with donors
• Reporting on activities

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• leading sectoral needs assessment (identify
  priority needs)
• consulting with the government (gvt-action,
  gaps, advocacy for CAP)
• developing sector response plan (strategy,
  priorities)
• gathering project proposals inclusively (incl.
  NGOs)
• vetting project proposals ruthlessly
  /prioritising projects
• leading the monitoring and evaluation process
• advocating for funding for their sector and
  advising donors
• monitoring sector funding
• updating and revising sector strategy and
  projects (OPS/FTS)

Cluster leads role
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• Triggering the appeal and leading the country
  team
• Participating in the development of a strategy
• Liaising with the government at diplomatic
  level
• Supporting the CT in establishing firm
  selection and prioritization criteria, and
  ensuring fairness and transparency in these
  processes
• Ensuring a good quality document id presented,
  on time
• Advocates for the CT in terms of funding
• Final decision-maker in the process

HC offices role
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Agency HQs role

• Supporting their field team in the elaboration
  of the appeal
• Substantively reviewing the document and
  projects during
• HQ review
• Advocating for funding
• Reporting to FTS

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Further information

• www.unocha.org
• www.humanitarianappeal.net
• http//fts.unocha.org
• http//ops.unocha.org
• www.reliefweb.int