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External Evaluation of the GICHD (May 2018)

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External Evaluation of the GICHD (May 2018) External evaluation of the Geneva Centres Volume 4: Geneva International Centre for Humanitarian Demining (GICHD) FINAL REPORT | MAY 2018 Copyright © Universalia 2018, all rights reserved Universalia Management Group 245 Victoria Avenue, Suite 200 Westmount, Montreal, Quebec Canada H3Z 2M6 www.universalia.com FINAL REPORT - VOLUME 4 I Executive Summary This evaluation report forms part of the With a Gender and Diversity policy External Evaluation of the Geneva Centres implemented since 2013 and a Gender and mandated by the Swiss Federal Parliament Diversity Action Plan developed in 2017, GICHD through the framework credit 2016-2019 that is particularly strong in terms of the integration establishes Swiss support for the three Centres of gender and diversity considerations in its (Federal Dispatch 14.091). The evaluation activities. However, the institutional separation covers three Geneva Centres: the Geneva between GICHD and the Gender and Mine Centre for the Democratic Control of Armed Action Program is not optimal. There has Forces (DCAF); the Geneva Centre for Security already been internal discussion and Policy (GCSP), the Geneva International Centre investigation into this point, but no decision has for Humanitarian Demining (GICHD). The been made despite support for the move. evaluation aims to contribute to the next Federal Council Dispatch to the Parliament for While the location of GICHD in Geneva is a key 2020-2023 by accounting for the activities of strength in terms of the Centre’s identification the Centres between mid-2014 and mid-2017 with Swiss values of independence and and supporting learning and the corporate neutrality, the lack of field presence sometimes development of the Centres. hinders the Centre’s response and staff feel a tension between being thematic experts and This volume focuses solely on the findings for advisors on the ground. Proposals to deploy the GICHD. For details on the methodology "regional teams" (one policy expert, one used for the evaluation, the evaluation’s technical expert) to be closer to where the findings on the other Centres or the country clients are and more easily deployable have Vignettes developed for the evaluation, please been raised for consideration. The move to the see Volumes 1, 2, 3, 5 and 6. Maison de la Paix (MdP) has had a mainly positive effect on GICHD’s work and its Relevance collaboration with the other Centres. The In terms of relevance, both stakeholders building is in a good location close to other internal to GICHD and GICHD’s partners and institutions within International Geneva, with peers recognise the unique role played by the easy connections for communing and good Centre in mine action. The competence, facilities. expertise and commitment of the staff is positively perceived internationally. The Effectiveness Centre’s location in Geneva and association In terms of effectiveness, GICHD governance with Swiss values of neutrality and benefits from close interaction among mine independence are a particular strength for the action stakeholders. GICHD’s Council of Centre in fulfilling this role. The scope of Foundation currently has 25 members from GICHD’s work remains aligned with the Swiss donor and affected countries and is engaged in framework credits. However, GICHD’s strategy providing strategic and financial oversight, as is not in line with the periods covered by the well as programmatic support for the Centre. framework credit. It is planned to synchronize Composed of a wide variety of experts from all the periods for the next GICHD strategy after national and international horizons, GICHD 2018. Advisory Board provides advice to both the Foundation Council and GICHD’s management. © UNIVERSALIA II FINAL REPORT - VOLUME 4 Management processes are generally good. APMBC and the CCM objectives. GICHD Staff at GICHD are proud to work for the Centre provides substantive, administrative and and report that the working environment is logistical support to both support units (ISU- positive. There is also a clear strategic direction, APMBC and ISU-CCM). The presence of the thanks to the existence of the strategic plans Secretariat of the IMAS within GICHD also (2012-2014 and 2015-2018) and the integration facilitates exchanges about their interpretation, of a results-based management (RBM) process. evolution and change oriented process. The 2015-2018 strategic plan in particular provides a well-defined vision of the strategic Efficiency orientation of GICHD and how the outputs it In terms of efficiency, GICHD has succeeded in produces are expected to lead to the Centre’s diversifying its financial sources and has Strategy outcomes and strategic objectives. surpassed the minimum threshold set by the Several mechanisms and processes are in place Swiss Confederation. Swiss core funding for to share information. Nevertheless, trends in GICHD is a significant strength for the Centre. In the data suggest that internal communications addition to this core funding, GICHD has could be stronger. surpassed its target of receiving at least 25% of The integration of Results based management its total contributions from donors other than (RBM) processes has been challenging for the Switzerland. Centre and the fruits of recent efforts to Financial resources are being used in an simplify the system are yet to be seen. The efficient manner, in line with national and 2015-2018 strategy establishes an RBM system international standards for financial with a results framework and indicators to management and control. During the last support monitoring and reporting. Activities are strategy, significant efforts have been invested reported to the Foundation Council in bi-annual in order to improve financial information meetings and results are reported through management. All independent financial audits annual reports and, under the current strategy, during the evaluation period have found that the 2016 Performance Report. GICHD is set to GICHD’s financial statements comply with Swiss achieve a large majority of its expected law and the statutes of the Foundation, and outcomes and is making good progress towards that GICHD maintains a system of financial meeting the strategic objectives established in management and control confirming to the 2015-2018 Strategic Plan. generally accepted accounting principles. Partnerships are crucial for GICHD's work to GICHD’s efficiency is somewhat undermined by support states in mine action and to develop its high staff turnover, especially among junior strong network of local partners working to staff and in operations. The evaluation team support national authorities in affected states. also found that there was dissatisfaction with The working model of GICHD is to work in the apportioning of responsibilities across the partnership with national authorities in affected organisation and that is some level of states and to provide technical training on duplication of roles and functions among staff. specific projects, mainly on a short-term basis, by sending international expert staff to partner Sustainability countries. Through its Regional Cooperation program, GICHD convenes different In terms of sustainability, while staff stakeholders to share resources and emphasised that they experience difficulties in experiences and provides support in French, measuring and ensuring the sustainability of the Arabic, Persian and Russian. results of their work due to the lack of in- country presence or remote monitoring system, The hosting of the implementation support GICHD’s focus on establishing national units remains an asset for the promotion of the standards, policies and strategies supports the © UNIVERSALIA FINAL REPORT - VOLUME 4 III achievement of lasting change. GICHD’s Competition in the field of mine action is both a partners, peers and donors recognised GICHD’s challenge and a threat for GICHD effectiveness work to establish national standards, reviews on the ground. Considering the multiplying war and strategies, including the Swiss Mine Action areas, GICHD faces an increasingly number of Strategy 2016-2019, do lead to meaningful and requests from many different national long-term outcomes in the targeted countries. authorities. Its centralized structure and The functional complementarity that prevails Geneva-based resources are sometimes not between the Centre and the ISUs and the IMAS enough agile and sufficient to respond Secretariat guarantees dialogue continuity and effectively to external solicitations. An information sharing among primarily interested enhanced presence of GICHD on the ground is stakeholders in mine action. often mentioned as a realistic proposal to work closer to national stakeholders and partnering Conclusion organisations. In addition to strengthening local partnerships, regional offices could also For 20 years, the Geneva International Centre participate in promoting other areas of for Humanitarian Demining has played a unique expertise and identifying new trends in the role in mine action. Perceived internationally as field. a centre of excellence, the GICHD promotes international norms and standards and provides Recommendations capacity development and advisory services on all aspects of mine action. In only two decades, Recommendation 1: GICHD should GICHD has built a solid reputation through a ensure that IMAS and RBM positions are fully highly-skilled and committed pool of experts. filled, in order to continue the RBM integration The location of Maison de la Paix in the heart of process within the
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