This page is a collation of the insights the Reference Group consider to be the most important for the target audiences to gain a quick overview (full **Sense Making & Insights** here**)**

Introduction

Since mid 2023, members of the CashCap PMU have been undertaking a stocktaking & forward planning exercise for the entry points (PoE) for working with national actors proof of concept.

Specifically looking at deployments to the RCO & Governments in five contexts across the AP and LAC regions. We used a combination of desk research, reviewing key documents from the PoE deployments, and key informant interviews to build our understanding.

History of the PoE ‘initiative(s)’ over the current strategic period

Summary insights

Through the stocktake, it has become clear that there is definitely value in the PoE approach and also that PoE is not so much a single ‘model’ but rather the collection of elements that can create an environment for defining and realizing collective outcomes that, with CashCap support, can optimize collaborative action.

Broadly, we examined two types of PoE approaches: one focused on engaging with and through the RCO, and the other with governments.

• Engaging with and through the RCO can offer a stable, enduring and inter-agency home for the CWG in non-IASC contexts. Engaging with the RCO also offers the opportunity to support them in becoming strategic cash champions; in this model, value can be created in a number of ways, including by providing cash-related advice directly to RCO staff or by leveraging the RCO’s connections and broader agenda to bring cash into new conversations (e.g. with governments). However, for this to suceed, there needs to be clarity about the role of the CashCap deployee within the RCO as well as the ways in which their work can contribute to advancing the strategic conversation around cash. Read more in RCO
• Engaging with governments directly, whether through an administrative hosting arrangement or MoU, can offer governments cash expertise that can contribute to strategic and policy agendas. While there is agreement that these engagements created value, given the lack of knowledge many governments will have about the CashCap offering, it will be especially important to invest in scoping to understand how CashCap can best contribute. Read more in Government

Transactional; largely for the purpose of developing the ToR and initiating the deployment | Negotiated with partners; can be by request or co-developed to identify needs and opportunities

| Negotiated with partners; ongoing dialogue to monitor and evolve collaboration throughout the deployment, with the potential to withdraw responsibly if outcomes are not achieved

The scoping process itself provides value to partners, through e.g. | | Administrative Host | | Hosted by UN or government agency (MOU?)

Differing understanding of the role of administrative host across PoE experiment sites | Flexibility to be hosted over time with UN or government agency, who can support for duration of the deployment or to seamlessly transfer administrative host | | Anchoring | Anchored in CWG | Anchored in RCO, host agency or ministry | Anchored in RCO, host agency or ministry

Clear understanding of | | Scope and Objectives | Time-bound, focused on providing technical assistance; often tied to Cash Working Group and cash coordination | Time-bound, but with ad-hoc extensions to support the achievement of higher level, strategic shared outcomes with RCO and government partners | Intentionally planned and scoped for short-to-medium term (e.g. 1-3 years) to allow the achievement of higher level, strategic shared outcomes with RCO and government partners | | Interlocutors | Centred around the Cash Working Group | Expanded set of interlocutors from RCO and government, depending on scope and objectives | Expanded set of interlocutors from RCO and government, depending on scope and objectives |

Looking ahead

The process concluded that there is value in continuing to invest in and develop PoE as a new offering and, increasingly, way of working for CashCap. While more fully explored in Thoughts on phase 2: framing the desired future state, there are some key elements to progress:

• When systematising PoE, it is important to balance this with the flexibility that is at the heart of the PoE approach
• A playbook or toolkit, developed collaboratively and over time, could help to guide conversations and providing starting points for conversations about scoping and the design of specific PoE deployments.
• There is a need to more sharply articulate the value proposition of PoE to donors and potential partners, including rebranding the offering
• Given that PoE deployments may be longer and require more support, there should also be a clear way for CashCap to make decisions about when and where to offer PoE support as part of a portfolio of interventions, and to regularly monitor whether the deployments are meeting their objectives.
• There may also be opportunities to reconsider administrative hosting arrangements to better support PoE deployments, such as establishing new MoUs with other organisations or governments, though this requires further exploration and evaluation.

<aside> <img src="/icons/arrow-right_blue.svg" alt="/icons/arrow-right_blue.svg" width="40px" /> Back to Sense Making & Insights landing page

</aside>