C The Cash Learning Partnership THE STATE OF THE WORLD’S CASH REPORT This framework consolidates all major commitments to improve CTP from 2015/16. It provides a collective road map for action. The full version is available at www.cashlearning.org/downloads/calp-framework-web.pdf. Global Objective Supporting Actions Global Objective 1 1.1 Increase the use of cash programming, where appropriate. Ensure sufficient 1.2 D evelop and employ common markers and definitions for organizations to track and funding is available report CTP. for cash transfer 1.3 S trengthen support for CTP among all levels of government, senior decision makers and programming the general public. (Grand Bargain 1.4 T rack and report the funding allocated to CTP, using common markers and definitions. #1 & #6) Global Objective 2 2.1 Ensur e that decision makers consider CTP as an option at all stages of humanitarian Ensure cash is response, throughout programme and funding cycles. routinely considered, 2.2 Embed C TP, market analysis and response analysis within humanitarian response alongside other tools procedures and funding mechanisms. (Grand Bargain #1) 2.3 M ake best practice tools and support available to decision makers, to help them consider the appropriate use of CTP. 2.4 Identify and address barriers to increasing the use of CTPs. Global Objective 3 3.1 Ensure that appropriate delivery and monitoring and evaluation mechanisms are in place Build sufficient for CTP, using common approaches where possible. capacity for cash 3.2 Undertake structured approaches to strengthen capacity for CTP at strategic and transfer programming operational levels, including adapting support functions and operational preparedness. (Grand Bargain #5) 3.3 Increase the number of competent staff available for strategic, technical and operational functions required for CTP. 3.4 Make best practice training materials and programmes on CTP widely accessible and tailor them to a range of audiences. 3.5 Invest in supporting national and local organizations to build leadership and capacity for CTP. Global Objective 4 4.1 D evelop common standards and guidelines for CTP, including outcome indicators. Ensure the quality 4.2 M ake existing knowledge and evidence on CTP easily accessible to all significant actors. of cash transfer 4.3 D esign and implement CTPs (including response modalities and operating models) on programming the basis of the best available evidence, beneficiary preferences and considerations of (Grand Bargain efficiency and effectiveness. #4 & #5) 4.4 D esign and implement CTP delivery mechanisms to facilitate financial inclusion, localization and build on local systems and infrastructure where possible. Global Objective 5 5.1 Host go vernments play a leading role in strategic coordination of CTP throughout a Strengthen response, where possible and consistent with humanitarian principles. coordination of cash 5.2 D evelop a predictable approach to strategic coordination by international actors, and transfer programming implement it where necessary. (Grand Bargain #5) 5.3 Link humanitar ian CTPs to existing social protection systems, legislation and infrastructure to the greatest extent possible. 5.4 A ll significant local and international actors actively participate in strategic and operational coordination mechanisms, share information, use common approaches and collaborate with each other as much as possible. Global Objective 6 6.1 Strengthen the evidence base about the costs, benefits, impacts and risks of CTP in Strengthen the different contexts and sectors. evidence base and 6.2 Invest in developing new delivery models and innovations which can be used to increase invest in innovation the quality and scale of CTP. This includes new partnerships with the private sector and (Grand Bargain other actors. #2 & #3) 6.3 Develop and employ common markers to track and assess delivery models. 6.4 Proactively share information about experiences of CTP. 6.5 Maintain a comprehensive overview of the evidence base and gaps on CTP, across all sectors, and promote new evidence across all relevant organizations. 23