Since its creation, advocacy and influencing have been core elements of CaLP’s purpose and activities. CaLP’s advocacy role has followed a natural progression from the early beginnings of influencing stakeholders to actually do cash transfer
programming (CTP), to the current approach of ensuring CTP is mainstreamed as the preferred response option wherever possible.
This organic evolution has built CaLP’s reputation as one of its key resources. CaLP has supported a bottom up approach and has shaped evidence-driven discussions to solve the big issues regarding CTP. It has also built its reputation around a strong and outspoken commitment to neutrality in otherwise politically charged discussions and a predictable commitment to upholding best practice in strategic discussions. Operational agencies and donors rely on CaLP to push the envelope, create the space and produce the research to solve new and challenging issues. CaLP has been seen as an innovator, through its aspiration to identify the next frontiers of CTP.
In the last 3 to 4 years, the world of CTP has gone through a revolution. More stakeholders are now involved in the technical development of standards for CTP as well as in the strategic discussions related to its implementation.
Conversations regarding coordination, funding and implementation have permeated the global arena involving senior decision makers. This momentum of change coincides with- and feeds off- other global agendas and processes including the World Humanitarian Summit (WHS), where CTP has been given a lead role.
CaLP’s advocacy strategy rests on a vision of CTP in a significantly reformed humanitarian sector in 2020. Within this strategic horizon, CaLP’s main intent is to ensure that the right decisions are taken to build an inclusive, people
centred and quality driven future.
This new way of advocating for CaLP is represented in the diagram below through ‘Cash 2020’.
CaLP’s advocacy goal for the period 2016-2019 is:
To act as a global catalyst for change in discourse, practice, attitude, content and behaviour to build a shared vision of the future of CTP in a sustainable and inclusive manner.
Based on CaLP’s current Advocacy capacity, its comparative advantage and in the understanding that there is a growing number of actors involved in specific advocacy activities on CTP, CaLP has decided to focus its effort on achieving the
Humanitarian actors are supported in positively reframing the perception of CTP, mainstreaming its use as a response option and building a shared future vision of CTP in 2020
This does not cover all the technical and policy issues that are relevant to cash advocacy. But in the spirit of efficiency through complementarity, CaLP has focused its advocacy work to address the gaps that other agencies are less likely to cover due to its complexity or political dimensions. To be consistent and build on its reputation, CaLP has therefore chosen to focus on the next frontiers of CTP advocacy:
To achieve the advocacy goal noted above CaLP has created a logical model that aims to provide CaLP with a predictable and effective way of engaging with both positive and negative advocacy opportunities. This model is intended to guide and shape ‘the CaLP way’ of doing advocacy.
The model has been created around the idea of change and flows towards achieving CaLP’s overall intended impact. Capacities allow CaLP to identify and act upon opportunities, drawing on specific Advocacy resources available to implement action-based strategies geared towards a degree of change in the chain of outcomes. These outcomes contribute directly to CaLP’s overall intended impact.
To read more on CaLP's advocay model please refer to the Advocacy and Influencing Summary.
If you want to involve in CaLP's advocacy work please write to, CaLP's Policy Coordinator, at email@example.com