Humanitarian Quality Assurance Initiative (HQAI) 2024

To support HQAI in a phase out period of one year to allow it to:

• Provide professional and tailored quality assurance services that have a positive impact on the quality, accountability, efficiency and equity of aid in the humanitarian and development sector
• Develop its new 4-year strategy with a focus on accountability and transparency, recognition for the added value of CHS verification, diversity in quality assurance services and advancing the localization agenda
• Capitalise on the work undertaken since 2015 to broaden the set of clients, number of local auditors and donor support base to ensure its financial sustainability and relevance

Humanitarian practitioners and stakeholders. In particular:

• Donors for due diligence passporting, ensuring quality humanitarian partners and accountability
• Humanitarian organization for improved capacities and quality delivery, confidence and visibility towards donors and accountability

1. Increased accountability and transparency in the sector
2. Widespread recognition of the added value of CHS verification and greater diversity in the provision of quality assurance services
3. Advancing the localisation agenda and more equitable partnerships
4. Greater efficiency in the sector's due diligence processes
5. Greater (self-)sustainability of HQAI

Risultati principali attesi:  

• Secure and increase external funding (1 more donor), increase own revenues to 50% and increase number of partner organisations to 70
• Adaptation of HQAI audit to the new CHS
• Increase the ration of L/NNGO audited partners to 35%
• Have 5 newly trained local auditors/audit facilitators
• 1 additional funder to accept CHS audits and 2 new donors looking at reducing DD duplication

Risultati fasi precedenti:   HQAI has a unique expertise in bridging the world of auditing with the humanitarian and development sector. It has adapted traditional management system auditing to the aid sector. HQAI audits help audited partners to improve processes and accountability. The sector has demonstrated interest in HQAI audits and services. The number of audit/s and audited partners has increased and audits are more accessible to small national NGOs. But interest by humanitarian organisations and recognition of these audits by funders is below HQAI projections. This has hampered HQAI’s ability to innovate and adapt, become financially self-sustainable and support more localized auditing. In the coming year(s) HQAI has to show how CHS auditing has significant value add for the sector and translate this into greater donor support for due diligence passporting.