C The Cash Learning Partnership THE STATE OF THE WORLD’S CASH REPORT 2.2 Iden tify how CTP can achieve the best results in different technical sectors and across sectors. [GFA 2.3, GB 1.6 & 1.7] — Technical specialists, including clusters, should lead work to identify and promote how CTP can best contribute to outcomes in different sectors. Explore the added value, and limitations, of MPGs in different contexts. 2.3 Donors should work together to ensure appropriate consideration of CTP. [GFA 2.4, GB 1.1] — Donors should encourage implementing agencies to always consider using CTP, to achieve the best strategic outcomes for crisis-affected people. This includes considering how actors can collaborate in the most effective and efficient ways. — Donors may benefit from developing shared principles for high-quality CTP. They should consider how risk can be managed in different contexts and appropriately shared across actors. 3.1 Integrate CTP into organizations’ strategies, systems, processes and staffing [GFA 3.2] — All relevant staff should be equipped to use CTP appropriately, including through the structured integration of CTP into organizational plans, systems, processes and guidance. This is the single most significant step in driving the uptake of CTP and requires time, consistent resourcing and leadership. — Agencies should make strategic decisions about the role they intend to play in CTP. Donors should resource capacity building and institutionalization processes. 3.2 Fund and support national organizations to build their capacity for CTP [GFA 3.5] — National organizations should be supported by international actors to accelerate their efforts to build capacities for CTP. National agencies can also benefit from sharing experience, tools and approaches. 3.3 Build individual competencies in CTP. [GFA 3.3] — All actors should invest in strengthening the competencies of individual staff and practitioners in CTP. CTP competencies should be built into existing job roles, rather than siloed as separate ‘CTP experts’. — CTP should be integrated within existing initiatives to develop skills and talent in the humanitarian sector. All agencies can benefit from common approaches such as shared materials based on best practice. Competencies should be enhanced with experience from outside the humanitarian sector. 4.1 Desig n and implement cash-based assistance to contribute as effectively and efficiently as possible to strategic outcomes. [GFA 4.2, 4.3 & 4.4] — Agencies should systematically ensure that CTP is designed and implemented on the basis of the best available standards and evidence. Programmes should be designed to contribute to strategic outcomes for the whole humanitarian response, in line with beneficiaries’ preferences. Agencies should assume that this will involve collaborating with other actors, rather than operating independently. — Humanitarian programmes should build on existing infrastructure and systems where possible, such as social protection systems, local networks or financial services and communications providers. 4.2 Develop common tools for managing the quality of CTP. [GFA 4.1]. — Agencies, donors and coordinating bodies should improve the common tools available to manage the quality of CTP, at global, national and operational levels. Tools should link to shared definitions of quality and include: outcome indicators, standards, guidance and operational tools. — The process of developing tools should involve a range of actors bringing different perspectives. Tools will need to be systematically updated and promoted. 4.3 I ntegrate CTP into existing mechanisms for managing the quality of humanitarian action. [GFA 4.2] — CTP should be integrated into existing and new humanitarian standards, guidance, frameworks and initiatives. This includes areas such as: humanitarian programme cycles, coordination processes and funding decisions. This should be undertaken with due account paid to best practices from across the humanitarian sector, with lessons shared between organizations and countries. 13