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Self Report 2019

The self-report on WHS Commitments below is organized according to the 24 transformations of the Agenda for Humanity. It is based on commitments pledged at the time of report submission. Click on the 'Expand' symbol to expand each section and read the reporting inputs by transformation.

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  • 3A
    Reduce and address displacement

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Catholic Relief Services commits to supporting its local partners in the integration of psychosocial support and trauma-healing as needed into its humanitarian programming and contributing to an evidence base of the importance of this programming for children and youth within protracted refugee or displaced contexts.


    • Operational
    • Leave No One Behind
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Other

    Through active participation in the shelter sector/cluster, Catholic Relief Services has been an active participant in planning multi-year interventions within protracted crisis. 

    Examples:

    a. Philippines: improved shelter designs shared across implementing agencies. 

    b. Bangladesh: mid-term shelter design introduced early in response, as well as essential upgrades for adoption by other actors and government. 

    c. Nepal: Catholic Relief Services active member of the multi-year Housing recovery and reconstruction platform (HRRP) with a strong focus on environmental sustainability.

    IDPs (due to conflict, violence, and disaster)

    Catholic Relief Services (CRS) is a member of the START Network and sits on the Allocation Committee for the START Fund, a pooled fund managed by NGOs. Catholic Relief Services has provided support as needed to local/national Caritas partners to cover START membership fees, so they can apply directly for START funding. CRS also assists national Caritas organizations to design and implement Emergency Appeals when needed.  CRS has encouraged opening of Caritas Emergency Appeals (Caritas Network Pool Fund), which were traditionally focused on fundraising by Caritas Network members, to other donors such as foundations.  The Caritas Emergency Appeals for hurricane response/recovery in the Antilles valued at over USD 2 million included private foundation funding and allowed Caritas Antilles to have a lead role in a joint cash platform (https://www.cashlearning.org/downloads/user-submitted-resources/2018/11/1541608778.BVI%20JCP%20General%20Case%20study.pdf)

     

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Grand Bargain
    Keywords

    Cash, Community resilience, Country-based pooled funds, Displacement, Emergency Response

  • 3F
    Enable adolescents and young people to be agents of positive transformation

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Catholic Relief Services commits to supporting its local partners in the integration of psychosocial support and trauma-healing as needed into its humanitarian programming and contributing to an evidence base of the importance of this programming for children and youth within protracted refugee or displaced contexts.


    • Operational
    • Leave No One Behind
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    In 2018, Catholic Relief Services (CRS) reached over 7,500 youth through Development Food Security Activity (DSFA) projects in Bangladesh, Ethiopia, Madagascar and Uganda.  In addition to receiving training in life, leadership and employability skills, young men and women were integrated throughout project activities and contributed to goals in the areas of food security, natural resource management, emergency response, water and sanitation, and environmental conservation.

    In Sri Lanka and India, CRS trained 450 youth refugees and recent returnees on life skills, employability and entrepreneurship. Youth entrepreneurs received access to start-up loans through newly created District Livelihoods Commissions, and 60 per cent of the trained youth were successfully placed in employment.

    The YouthBuild model  is now being implemented by 20 partners operating 34 program sites, in 6 countries Haiti, Ecuador, Guatemala, El Salvador, Honduras and Nicaragua. This is an increase in 4 partners and 10 new sites compared to Financial Year 17.  The project reached a total of 6,927 direct beneficiaries in Financial Year 18, bringing the cumulative total to 13,799.

    In 2018, CRS Youth Pathways project financed by US Departmetn of Labor conducted the third round of data collection in a 4-year longitudinal study and found positive impact of the YouthBuild model:

    • A significant reduction in those who are not in education, employment or training from  71 per cent at the baseline  to 25 per cent as of December 2018.
    • Overall employment improved from 12 per cent employed at baseline to 56 per cent 
    • The quality of employment improved from “0” to 28 per cent who now have at least two of the following conditions: Employed 40 hours per week, Under contract, Compensation equal to or above the minimum wage according to industry and national regulations, have access to Public Health and Retirement Fund
    • 8 of 10 participants indicate that they obtained their employment thanks to the program
    • Indicators for resiliency increased and sense of being depressed decreased significantly
    Keywords

    Climate Change, Displacement, Emergency Response, Strengthening local systems, Youth

  • 4A
    Reinforce, do not replace, national and local systems

    Joint Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • As a member of the Cash Learning Partnership (CaLP), Catholic Relief Services commits to work with states, humanitarian and development agencies and the private sector to build consensus, capacity, resources and commitment to scale up multipurpose humanitarian cash transfers in line with the calls to action laid out in the CaLP Agenda for Cash.
    • Advocacy
    • Change People's Lives: From Delivering Aid to Ending Need

    Partners: CaLP Cash Learning Partnership

    • Catholic Relief Services commits to establishing a common approach to providing information to affected people and collecting, aggregating and analysing feedback from communities to influence decision-making processes at strategic and operational levels.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    Partners: United States Conference of Catholic Bishops

    • Catholic Relief Services commits to adopt the Core Humanitarian Standard (CHS) and International Aid Transparency Initiative Standard, with clear benchmarks for achieving these through the CHS Alliance self-assessment tool.


    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity

    Partners: United States Conference of Catholic Bishops

    Individual Commitments (5)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • Catholic Relief Services commits to invest in and strengthen its own cash readiness and that of its local partners, allowing for the use of cash when appropriate in all its humanitarian and development programming by 2020.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • Catholic Relief Services commits to measuring effectiveness, appropriateness, feasibility and efficiency of its cash programming as a means of contributing to learning and the global expansion of cash programming.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • Catholic Relief Services commits to providing a global platform, the Institute for Capacity Strengthening (ICS) for learning and access to test guidance and tools for its network of over 1,150 local partners in more than 90 countries and beyond. It also commits to expanding the use of its Partnership Scorecard through which local partners provide use with feedback on the quality of its partnership and support.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • Catholic Relief Services will ensure that all its programming with local partners includes the mainstreaming of protection and mechanisms for information flow to and from affected people in order to ensure their active role in defining response design, implementation, and monitoring by 2020.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • Catholic Relief Services will prioritize partner leadership in coordination mechanisms, at the expense of its direct role, where possible. Catholic Relief Services commits to area based, coordinated and multi-sectoral assessments and response planning that build on local systems and coping mechanisms.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (5)

    • Commitment
    • Core Responsibility
    • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
    • Change People's Lives: From Delivering Aid to Ending Need
    • Commit to reinforce national and local leadership and capacities in managing disaster and climate-related risks through strengthened preparedness and predictable response and recovery arrangements.
    • Change People's Lives: From Delivering Aid to Ending Need
    • Commit to increase investment in building community resilience as a critical first line of response, with the full and effective participation of women.
    • Change People's Lives: From Delivering Aid to Ending Need
    • Commit to increase substantially and diversify global support and share of resources for humanitarian assistance aimed to address the differentiated needs of populations affected by humanitarian crises in fragile situations and complex emergencies, including increasing cash-based programming in situations where relevant.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    • Commit to empower national and local humanitarian action by increasing the share of financing accessible to local and national humanitarian actors and supporting the enhancement of their national delivery systems, capacities and preparedness planning.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Strengthening national/local leadership and systems

    Based on preliminary year-end data for fiscal year 2018, 22 per cent of all Catholic Relief Services humanitarian projects (43 out of 196 humanitarian projects active in fiscal year 2018) included local/national partner capacity strengthening as a core component;  16 per cent of these projects (32 out of 196 humanitarian projects) were more than one year in length. 

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Grand Bargain
    2. B. How are these challenges impacting achievement of this transformation?

    The need to shift to area-based coordination approaches will help to ensure a stronger place/role for local leadership.   Also, there needs to be predictable resources for promoting local/national leadership with an international NGO mentoring role when appropriate.  

    Keywords

    Local action, Strengthening local systems

  • 4B
    Anticipate, do not wait, for crises

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Catholic Relief Services commits to investing at least US$ 5 million of its own resources and leveraging an additional US$ 5 million to support urban disaster risk reduction in partnership with local organizations and government by 2020.


    • Financial Contribution ()
    • Change People's Lives: From Delivering Aid to Ending Need
    • Catholic Relief Services commits to including risk analysis and the integration of risk reduction, mitigation and/or response plans into development and humanitarian programming by 2020. This analysis, planning and programming with our local partners will include the identification of climate change related risks and its impact on conflict, migration, and development outcomes as experienced by those served.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (2)

    • Commitment
    • Core Responsibility
    • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
    • Change People's Lives: From Delivering Aid to Ending Need
    • Commit to improve the understanding, anticipation and preparedness for disaster and climate-related risks by investing in data, analysis and early warning, and developing evidence-based decision-making processes that result in early action.
    • Change People's Lives: From Delivering Aid to Ending Need
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Preparedness

    Catholic Relief Services (CRS) has agency-level agreements with a remittance agency and pre-paid card to facilitate cash-transfer programming at country level where local options do not exist. CRS tested a new financial service provider selection policy in the Democratic Republic of the Congo and Ethiopia, to inform an agency-wide policy

    CRS provided assistance on cash-based programming to shelter clusters in Afghanistan, Bangladesh and Ethiopia.

    Disaster risk reduction and disaster risk management (including resilience)

    Ongoing: Through our Disaster Risk Reduction/Resilience (DRR/R) Coordination initiative, Catholic Relief Services, Catholic Agency For Overseas Development (CAFOD), Caritas Australia and Trocaire have pooled resources to build capacity of agency/partner staff to implement high quality DRR and resilience programming. Since 2016. training over 300 people across 10 countries in Africa, Asia and the Pacific. In 2018 specifically, Catholic Relief Services trained 116 people in 5 separate trainings. To ensure sustainability of these efforts, the initiative has begun to build a “roster of trainers”. The “trainers” are identified as high capacity individuals who participated in these trainings who are well placed to conduct training on DRR basics, Community Led Disaster Risk Management (CMLDRM) and Environmental Stewardship (eventually).

    Example on CLDRM: Timor-Leste, Guatemala and Bangladesh - communities identified the need to access higher quality seeds and veterinary services and were able to access support through coordinated efforts to ensure government support and their own investment.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Grand Bargain
    Keywords

    Cash, Disaster Risk Reduction, Local action, Preparedness

  • 4C
    Deliver collective outcomes: transcend humanitarian-development divides

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • Catholic Relief Services commits to developing and implementing with partners flexible long-term programs that, based on area-specific needs, can transition quickly between disaster preparedness, humanitarian response, recovery, development, and disaster preparedness.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
    • Change People's Lives: From Delivering Aid to Ending Need
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Joined-up humanitarian-development analysis and planning towards collective outcomes

    As a co-champion of the Collaborative Cash Delivery (CCD) Network, Catholic Relief Services (CRS) contributed time and resources to developing collaborative cash delivery models including pilots in Colombia, Ecuador, Ethiopia, Peru and Uganda as well as global initiatives like the creation of a global data sharing agreement. CRS provided "collaboration manager" staff to start up Ethiopia and Colombia collaborations. Pilots have contributed to streamlining cash delivery and pooling of resources including common payment platforms, shared staff, joint beneficiary databases and other improvements. 

    Other

    CRS participates in response plan development and makes every effort to ensure that activities focused on livelihoods, social cohesion, psychosocial support and education are included.  As appropriate ensure a focus on both affected and host communities.  Example: Uganda - increased savings, investments in small business. 144 community saving groups were formed, trained, supported,  and mentored.  2,880 Women saved USD 70,000. 1,400 trained and successfully graduated. 83 Micro-enterprise Development Groups have been formed and supported with start-up kits . As a result, 1,472 individuals own business/self-employed.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Grand Bargain
    Keywords

    Cash, Education, Humanitarian-development nexus, Private sector, Youth

  • 5A
    Invest in local capacities

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • Catholic Relief Services commits to only going where needed and responding with local partners as a default. It will jointly assess partners' response capacity and invest at least US$ 8 million in increasing readiness of local partners in at least 20 countries by 2020.
    • Financial Contribution ()
    • Invest in Humanity
    • Catholic Relief Services will invest at least US$ 8 million by 2020 in strengthening the financial, human resources, planning, monitoring, evaluation, and management capacity of its local partners so they can directly access international funding. Catholic Relief Services commits to supporting partners to manage the range of risks associated with these funds. Catholic Relief Services will provide transparency on its costs and those of its partners for donor funds received.
    • Financial Contribution ()
    • Invest in Humanity

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to empower national and local humanitarian action by increasing the share of financing accessible to local and national humanitarian actors and supporting the enhancement of their national delivery systems, capacities and preparedness planning.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Direct funding to national/local actors

    Based on preliminary year-end data, Catholic Relief Services awarded 13.9 per cent of its humanitarian funding to local/national responders in fiscal year 2018 (USD 52.6 million of a total USD 379.3 million in humanitarian funding.)  5.5 per cent (USD 21 million) was directly from CRS private funds; 8.2 per cent (USD 31 million) was through a single intermediary; and 0.1 per cent was through pooled (START) funds. A CRS-supported partner also obtained USD 4.4 million directly from US Government donors.

    Capacity building of national/local actors

    CRS supported four local responders to apply for funding directly from bilateral government donors;  support included assisting partners strengthen internal control systems to meet US Government funding eligibility requirements, and building partner capacity to undertake needs assessments, strategy design and proposal development.

    Based on preliminary year-end data for fiscal year 2018, 22 per cent of all CRS humanitarian projects (43 out of 196 humanitarian projects active in fiscal year 2018) included local/national partner capacity strengthening as a core component;  16per cent of these projects (32 out of 196 humanitarian projects) were more than one year in length. 

    Addressing blockages/challenges to direct investments at the national/local level

    CRS encourages and supports local/national partners to participate in coordination meetings relevant to their programming, as part of its approach to humanitarian response.  When feasible, based on a partner's interest and experience, CRS provides capacity-building and support for the partner to take a lead role in coordination mechanisms.  Caritas Bangladesh, with a CRS mentor, has taken on the role of co-facilitator for Shelter coordination for the Rohingya response. A mid-term shelter design informed by Caritas Bangladesh's local knowledge of building environment and materials was approved by the Shelter sector and government.  

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Charter for Change
    • Grand Bargain
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Buy-in
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    B. How are these challenges impacting achievement of this transformation?

    There needs to be an investment in new funding models that incentivize international NGOs to play an accompaniment role at the request of multiple local/national partners.  So that demand-driven, capacity-strengthening focused partnerships can exist between INGOs/local/national actors over a multi-year period with support from donors and beyond a single grant period.    

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    Include predictable financing for local NGOs to fill coordination leadership positions and allow for INGOs mentoring as appropriate. 

    Keywords

    Local action, Strengthening local systems

  • 5D
    Finance outcomes, not fragmentation: shift from funding to financing

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • Catholic Relief Services commits to integrating innovative financing mechanisms, including social impact bonds and/or parametric insurance, in humanitarian response in at least 5 countries by 2020, as well as strengthening its capacity and that of its local partners in the effective utilization of innovative financing mechanisms.
    • Financial
    • Invest in Humanity
    • Catholic Relief Services commits to using private resources to fill gaps created by inflexible donor mechanisms while contributing to solutions that break down the development and humanitarian funding streams.
    • Financial
    • Invest in Humanity

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to enable coherent financing that avoids fragmentation by supporting collective outcomes over multiple years, supporting those with demonstrated comparative advantage to deliver in context.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    CRS continued to expand its Savings and Internal Lending Communities (SILC) model  in both humanitarian and development programming .  Fiscal year 2018 figures: 58 countries, 3.6 million participants, 151,000 active groups.   For further information see:

    Keywords

    Gender

  • 5E
    Diversify the resource base and increase cost-efficiency

    Joint Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Catholic Relief Services commits to adopt the Core Humanitarian Standard (CHS) and International Aid Transparency Initiative Standard, with clear benchmarks for achieving these through the CHS Alliance self-assessment tool.


    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity

    Partners: United States Conference of Catholic Bishops

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to increase substantially and diversify global support and share of resources for humanitarian assistance aimed to address the differentiated needs of populations affected by humanitarian crises in fragile situations and complex emergencies, including increasing cash-based programming in situations where relevant.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    1. CRS continues to engage in innovative funding opportunities including replica insurance and impact investments.   In addition, we seek to diversity our funding.  Operating revenue increased by USD 11 million (USD 978 million in 2017 compared to USD 989 million in 2018).   Funding sources:

    • USG (USD 516 million in 2018, USD 540 million in 2017)
    • other Public (USD 179 million in 2018, USD 118 million in 2017)
    • EU/ECHO (USD 5.7 million in 2018, USD 4.9 million in 2017)
    • UN (USD 53 million in 2018, USD 68 million in 2017)
    • other Caritas members (USD 11 million in 2018, USD 14 million in 2017)
    • Foundations (USD 33 million in 2018, USD 33 million in 2017)
    • Private Donations (USD 188 million in 2018, USD 200 million in 2017).

    2. Invested in a standardized platform for the agency to deliver cash and asset transfers, the Cash and Asset Transfer (CAT) Platform (https://www.crs.org/sites/default/files/crs_cat_brochure_20180926.pdf).

    • a) Launched CRS CAT Platforms in Ethiopia, Philippines, and Kenya.
    • b) Supported Caritas Chad to open its own RedRose Platform based on the CAT Platform

    3. Encourage country teams to share data safely and be active members of coordinated assessment activities.   Through CRS' co-leadership of the Collaborative Cash Delivery Platform, CRS participates in joint market assessments and the sharing of findings. Adopted a common agreement format when providing funding to a National Caritas member through a Caritas Emergency Appeal mechanism. Examples include participation in the joint assessment activities within both the Lombok and Sulawesi response in Indonesia.  CRS, along with local partner Caritas Peru, led a joint assessment process with multiple NGOs in Peru focused on Venezuelan refugee crisis and shared the outcomes widely.  

    4. CRS has accessed resources via common pipelines for responses in Bangladesh and Indonesia.  CRS also prioritizes local purchases which reduce the burden related to importation, delays and transport costs.  CRS also "loaned" pre-positioned stocks to other organizations via the United Nations Humanitarian Response Depot (UNHRD) hub system. 

     

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Grand Bargain
    Keywords

    Cash, Transparency / IATI