Cash-Based Transfers (CBT) and Food Distribution
1. Introduction
The Humanitarian Organization for the People of Afghanistan (HOPA), in partnership with the United Nations World Food Programme (WFP), successfully implemented the 6th and final cycle of Cash-Based Transfer (CBT) distribution in Kandahar City from 12 to 29 May 2025. This report presents the final monitoring and evaluation summary for the Winterization Cash-Based Transfer (CBT) support implemented by HOPA in Kandahar City, under the AF01-2490 partnership with the World Food Programme (WFP). The May 2025 cycle marks the completion of six consecutive months of seasonal cash support to vulnerable households across all 15 districts of Kandahar City. This distribution aimed to provide financial assistance to vulnerable households, allowing them to purchase food and essential items based on their individual needs. The distribution was conducted at Spozmai Saloon in PD-2.
A total of 8,474 out of 8,488 households received direct cash assistance through this program, with a total disbursement of 24,574,600 Afghanis (AFN), equivalent to 354,003.95 (approx.) USD. The distribution was carried out in a fair, transparent, and organized manner, ensuring that all eligible beneficiaries, including female-headed households and persons with disabilities, received their entitlements without difficulty.
One of the key improvements in this cycle was the full segregation of male and female distribution processes, which significantly enhanced efficiency, security, and beneficiary satisfaction. Separate distribution sites and staff were assigned for male and female beneficiaries, leading to reduced waiting times, improved accessibility, and a more dignified process for all participants. This step was highly appreciated by beneficiaries, as it ensured a smooth and respectful distribution experience.
Monitoring and supervision were carried out continuously, with Third-Party Monitoring (TPM) teams from WFP present on-site. Their presence ensured proper accountability and feedback collection throughout the cycle.
2. Final Cycle Summary (May 2025)
2.1 Distribution Overview
2.2 Daily Cash Distribution Summary
In addition to the cash distribution, nutritional support was also provided, benefiting a significant number of children and pregnant and breastfeeding women (PBW). A breakdown of the nutritional support is provided below:
4. Protection and Risk Mitigation Measures
4.1 Gender and Disability Inclusion
Separate queues and distribution points were established for men and women.
Female staff managed women’s sections, enhancing comfort and privacy.
Priority support was given to persons with disabilities and the elderly.
4.2 Protection from Sexual Exploitation and Abuse (PSEA)
All staff were oriented on PSEA policies.
No cases of SEA were reported.
4.3 Accountability to Affected Populations (AAP)
Feedback desks were active at all sites.
Beneficiaries were informed of their entitlements and complaint mechanisms.
Feedback was gathered and responded to promptly.
4.4 Data Protection and Biometric Security
All distributions used SCOPE biometric systems.
Cases of lost cards (including 4 confirmed) were reported to WFP and replaced before completion.
Voucher security was ensured through serial tracking.
5. Observations and Challenges
5.1 Key Observations
Distribution was generally smooth and timely.
High beneficiary satisfaction was reported due to segregation and queue management.
On-site supervision by WFP TPM teams contributed to enhanced transparency.
5.2 Challenges Faced
1. Technical Issues:
SCOPE and MPOs devices experienced brief malfunctions.
Delays were resolved on-site without major disruption.
2. Card and Voucher Issues:
A few beneficiaries lacked light card vouchers; WFP issued replacements during the cycle.
Lost SCOPE cards were replaced after reporting.
3. Absenteeism:
12 households (5 female-headed, 7 male-headed) were absent.
6. Gender-Segregated Distribution Approach
During the April 2025 cycle of the Cash-Based Transfer (CBT) distribution in Kandahar City, HOPA implemented a fully segregated distribution process, ensuring a culturally sensitive, efficient, and transparent system. The decision to segregate male and female beneficiaries for the entire distribution cycle, from registration to voucher issuance, was driven by the goal of enhancing accessibility and security for women while maintaining smooth operations. By assigning separate sites and staff for male and female distributions, HOPA respected the community's cultural norms and created a more inclusive and respectful environment for beneficiaries.
Key Features of the Segregated Distribution Process:
Separate Distribution Sites and Staff:
Female-headed households (HH) were assigned to a designated area with separate staff.
Male-headed households (HH) were directed to separate distribution areas, where staff handled their needs, maintaining cultural propriety and ensuring privacy.
Benefits for Female Beneficiaries:
The segregated system significantly improved the participation of women, particularly female-headed households. It ensured that they felt secure and respected during the process, encouraging them to engage fully in the distribution.
Many female beneficiaries appreciated the clear separation, as it removed the discomfort associated with mixed-gender interactions in a traditionally conservative environment.
Community Feedback:
Both male and female beneficiaries expressed their satisfaction with the segregated model. Female-headed households, in particular, felt more empowered to collect the assistance without the risk of judgment or harassment.
Community leaders and elders also praised HOPA's approach, recognizing it as a culturally appropriate measure that respected local customs while addressing the needs of the community.
The impact of the segregated process extended beyond comfort and security; it also contributed to significant operational improvements. The division between male and female lines minimized waiting times and overcrowding, making the entire distribution process faster and more organized. Beneficiaries moved through the lines more efficiently, and with fewer disruptions, the distribution cycle proceeded smoothly.
Efficiency and Time Management:
Reduction in Waiting Times:
By creating separate lines for male and female beneficiaries, HOPA improved the flow of the distribution process, ensuring that beneficiaries spent less time waiting for their vouchers or cash.
The gender-segregated approach reduced bottlenecks and allowed for better management of the crowd, particularly during peak distribution times.
Better Queue Management:
Each distribution site had a designated staff member responsible for managing the queue, ensuring that beneficiaries received assistance promptly and that there were no delays due to confusion or mismanagement.
Reduced Time Consumption:
The entire process was completed more quickly compared to previous distributions. This was due to clearer divisions, faster management of individual groups, and a more organized flow of participants.
Transparency and Accountability:
Improved Monitoring and Reporting:
The segregated process allowed for more transparent monitoring of the distribution. With clear distinctions between the two groups, there was less chance of overlap or misreporting, ensuring that each beneficiary received the correct amount of assistance.
Monitoring teams, which were also gender-balanced, contributed to maintaining high standards of accountability and reduced the risk of fraud or favoritism.
Feedback Mechanisms:
A robust feedback system was in place, allowing beneficiaries to voice concerns and suggestions. This helped identify and address any issues promptly, ensuring continuous improvement for future distributions.
7. WFP Third-Party Monitoring (TPM)
TPM teams were present on multiple days during May. Key observations:
Efficient cash handling and beneficiary verification.
Beneficiaries were aware of entitlements and reporting channels.
Strong protection protocols were noted, especially for women and children.
Positive feedback was shared by returnees and community members.
8. Financial Summary
No discrepancies or financial irregularities reported.
Reconciliation and reporting were completed in coordination with WFP field teams.
10. Conclusion
The May 2025 CBT cycle marks the successful completion of the Winterization Assistance project under HOPA’s partnership with WFP in Kandahar City. This final distribution reached 8,474 households with a total cash disbursement of 24,574,600 AFN, alongside 27.722 MT of nutritional support for children and pregnant/lactating women.
Despite the scale and the logistical demands of concluding a multi-month seasonal intervention, the activity was conducted efficiently, transparently, and with a clear commitment to protection and accountability. Minor challenges such as absenteeism and technical issues were swiftly resolved without compromising the quality or equity of the assistance provided.
HOPA’s segregated distribution approach, combined with its crowd management strategies and culturally sensitive staffing structure, continued to deliver a safe, organized, and dignified experience for all beneficiaries. This approach not only enhanced accessibility for female-headed households but also optimized distribution flows, reduced congestion, and elevated beneficiary satisfaction.
The final cycle was especially notable for its strong inter-agency coordination, consistent TPM oversight, and seamless integration of cash, food, and nutrition support, which helped address multiple dimensions of vulnerability during the post-winter recovery period.
With encouraging community feedback and high coverage success, this final cycle affirms the effectiveness of the model HOPA has built throughout this winterization response. As this phase concludes, HOPA remains committed to applying these lessons to future humanitarian programs, ensuring that the most vulnerable populations continue to receive support with dignity, transparency, and care.
