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Part II.

The operations management

Figure 5. The operations management cycle
Step 1.

Step 5.
Monitor and


Step. 4 Plan,
design and

Step 2.
needs and

Step 3.

Step 1: Engage with stakeholders

Engaging with stakeholders from the beginning is essential to programme success,
particularly where political feasibility may be an obstacle to implementing cash-based
interventions. Where there is reluctance to implement CBIs, the results of the response
analysis or feasibility study can be used to advocate for the most appropriate response.
External stakeholders include government, donors, other United Nations agencies and nongovernment organisations (NGOs) providing services, and most importantly, refugees and
persons of concern themselves (Box 1).
Box 1. Engaging with external stakeholders in Burundi
When the United Nations High Commissioner for Refugees (UNHCR) and the World Food Programme
(WFP) wanted to introduce cash-based interventions into refugee camps in Burundi, the agencies
prioritised engagement with the host government and donors, involving them in the feasibility study.
When the time came to implement a voucher-fair to distribute cash transfers, the government was fully
on board, seeing their concerns reflected in the choice of transfer modality and delivery mechanism.
Donors participated in the evaluation. This can be an important strategy where donors are doubtful of
the efficacy of new mechanisms.


Operational GUIDELINES
for Cash-Based Interventions
in Displacement Settings

Internal UNHCR stakeholders include the units within the country office that are
responsible for the effective implementation of cash-based interventions (i.e. management,
programme, protection and community services, finance, security and supply, information
and communication services, and human resources). It is essential that staff have clear roles
and responsibilities, particularly programme and protection staff, as they must work closely
together to ensure effective implementation. Each unit has responsibilities in the assessment
and response analysis and, depending on the transfer modality chosen, throughout
implementation (Figure 6). Management should also designate a cash-based intervention
team during the preparedness stages, which can step up its activities during an emergency.

Figure 6. Setting up the functional CBI team within UNHCR

Management: Provides overall

leadership. Mobilises the CBI team.
Engages external stakeholders.
ICT: Contributes to analysis of delivery
mechanisms, data protection, adapting
ProGres to allow for targeting and
tracking of CBIs.

Programme: Coordinates needs

assessment, response analysis,
programme design, and

Protection: Coordinates
protection mainstreaming,
ensuring refugees
participation in risk analysis,
mitigation strategies and
protection monitoring.

Human resources: Assists in

staff capacity assessment
and staff capacity building.

Security and supply: Contributes to

the analysis of delivery mechanisms
and security risks of different response
options. Leads in contracting goods and
service providers.

Finance: Assists in analysis of delivery

mechanisms, leads in financial and
legal risk assessment, leads in ensuring
financial and legal SOPs are developed
and adhered to.