AGENDA FOR HUMANITY

Error message

Notice: Undefined offset: 1 in drupal_settings_initialize() (line 802 of /backup/agenda/public_html/includes/bootstrap.inc).

Expand All

1B

Act early

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to lead and facilitate interagency analysis and early warning, share methodology and, while upholding humanitarian principles, reinforce its capacity to enable effective linkages between IASC early warning and information and analysis available to peace, human rights and development - including in support of analysis presented to the UN Security Council.
Operational
Political Leadership to Prevent and End Conflicts

WFP commits to strengthen local, national and regional capacities and contribute to broader system-wide efforts in risk analysis and early warning.
Operational
Political Leadership to Prevent and End Conflicts

Core Commitment

Commitment
Core Responsibility

Commit to act early upon potential conflict situations based on early warning findings and shared conflict analysis, in accordance with international law.
Political Leadership to Prevent and End Conflicts

Commit to make successful conflict prevention visible by capturing, consolidating and sharing good practices and lessons learnt.
Political Leadership to Prevent and End Conflicts

What led your organization to make the commitment?

WFP has been engaged in strengthening local, national and regional capacities in early warning needs assessments and analysis, and this is also being made a strategic objective in many of WFP’s new Country Strategic Plans (CSPs). In addition, WFP has also more directly been lending its expertise in early warning, including as Co-Chair of the Inter-Agency Standing Committee (IASC) Reference Group on Risk, Early Warning and Preparedness.
Achievements at a glance

One milestone is the Cambodian government’s active use of WFP’s Seasonal Explorer in its own monitoring and early warning systems. As Co-Chair of the IASC Reference Group on Risk, Early Warning and Preparedness , WFP has also successfully led higher level (for example, Executive Office of the UN Secretary General) exposure to the IASC report, on early warning particularly in its most recent iteration. Nonetheless, it should be recognized that capacity building and strengthening are long-term investments, yielding relatively few specific achievements within a short time frame. Given the ongoing rollout of WFP’s CSP framework, capacity-building and strengthening activities articulated in them (covering areas such as analysis and early warning) are merely a first step, and more concrete results are expected to follow as the CSPs become institutionalized.
How is your organization assessing progress

Each WFP country office measures achievements in its CSP implementation through WFP’s Corporate Results Framework (CRF) that tracks country-level performance against SDG2 (achieving zero hunger) and SDG17 (creating global partnerships). Globally, WFP is engaged in several IASC working groups looking at improving data collection, indicators and thresholds, with progress measured against IASC-wide agreed objectives.
Challenges faced in implementation

A primary challenge continues to be the lack of multi-year funding for capacity development efforts. In terms of its IASC Co-chair role, WFP’s largest challenge has been ensuring that the IASC’s report on early warning retains its humanitarian character and is not overwhelmed by political considerations outside the humanitarian community.
Next step to advance implementation in 2017

WFP plans to further develop linkages with peace and development communities, in particular the UN Operation and Crisis Centre (UNOCC) and Peacebuilding Support Office (PBSO).
If you had one message for the annual report on what is most needed to advance the transformation 'Act early', what would it be

Continued engagement among IASC partners should be linked to a funding mechanism that resources action as a result of early warning.
Other related Agenda for Humanity transformations

☑5B - Invest according to risk

1C

Remain engaged and invest in stability

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to design and implement food assistance programmes in a conflict-sensitive manner that avoids doing harm and contributes to local-level reconciliation and national-level peacebuilding efforts.
Operational
Political Leadership to Prevent and End Conflicts

WFP commits to work together with relevant partners, in alignment with commitments for humanitarian action outlined in the WHS "Peace Promise", across silos and at the peace-humanitarian-development nexus in addressing the drivers of violent conflict, delivering humanitarian assistance and developing institutions, resilience and capacities in a complementary and synergetic way in order to end humanitarian needs, in a context-specific manner that safeguards humanitarian principles.
Policy
Political Leadership to Prevent and End Conflicts

Core Commitment

Commitment
Core Responsibility

Commit to improve prevention and peaceful resolution capacities at the national, regional and international level improving the ability to work on multiple crises simultaneously.
Political Leadership to Prevent and End Conflicts

Commit to sustain political leadership and engagement through all stages of a crisis to prevent the emergence or relapse into conflict.
Political Leadership to Prevent and End Conflicts

Commit to address root causes of conflict and work to reduce fragility by investing in the development of inclusive, peaceful societies.
Political Leadership to Prevent and End Conflicts

What led your organization to make the commitment?

In the context of supporting peacebuilding efforts, WFP recognizes that conflict is a leading cause of hunger. As most of its largest operations take place in conflict-affected countries, WFP has a strong interest in contributing to achieving peaceful outcomes.
Achievements at a glance

During the second half of 2016, WFP contributions to peacebuilding interventions were implemented in Colombia and Kyrgyzstan (still ongoing as of early 2017). Lessons learned from these activities are being incorporated into WFP conflict sensitivity and peacebuilding guidance for field staff, to help encourage replication.
How is your organization assessing progress

Through an update for the Executive Board on progress made against its peacebuilding policy. Progress is being assessed through a review of information gathered from country offices on measures undertaken to improve conflict sensitivity of programmes and on implementation (where appropriate) of activities with a peacebuilding component.
Challenges faced in implementation

Currently the technical capacity of WFP staff in conflict sensitivity and peacebuilding is limited in many countries, and there is a need for dedicated funds to build the capacity of field staff in these areas.
Next step to advance implementation in 2017

Finalization of guidance and training packages for WFP field staff on conflict sensitivity and peacebuilding.
If you had one message for the annual report on what is most needed to advance the transformation 'Remain engaged and invest in stability', what would it be

N/A.
Specific initiatives

☑The Peace Promise

2A

Respect and protect civilians and civilian objects in the conduct of hostilities

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to support impartial humanitarian actors' engagement with non-state armed groups for the purpose of negotiating humanitarian access, and their right to provide humanitarian assistance in areas controlled by non-state armed groups.
Operational
Uphold the Norms that Safeguard Humanity

Core Commitment

Commitment
Core Responsibility

Commit to promote and enhance the protection of civilians and civilian objects, especially in the conduct of hostilities, for instance by working to prevent civilian harm resulting from the use of wide-area explosive weapons in populated areas, and by sparing civilian infrastructure from military use in the conduct of military operations.
Uphold the Norms that Safeguard Humanity

What led your organization to make the commitment?

As the largest UN humanitarian agency operating in deep field locations in many complex emergencies, WFP often faces constraints in humanitarian access. At the same time, WFP is taking a systematic and structured approach to assessing and overcoming access constraints to improve its ability to achieve the SDGs and particularly, its Zero Hunger goal.
Achievements at a glance

In the second half of 2016, WFP conducted trainings on humanitarian access for roughly 75 WFP and partner staff in Iraq and Afghanistan, and conducted field support missions on access in Nigeria and Myanmar.
How is your organization assessing progress

WFP headquarters regularly monitors, in conjunction with our regional and country offices, the effects of access constraints on our operations and the affected communites. WFP also conducts evaluations of staff trained in access to assess changes in performance.
Challenges faced in implementation

The ability to gain access is determined by a number of external factors out of the control of the organisation. As such, WFP has not always been successful in changing the behavior and policies of the relevant actors to ensure free and unfettered humanitarian access.
Next step to advance implementation in 2017

In 2017, WFP will be further refining its access training, and providing it to additional field-based colleagues. WFP is also developing a training on humanitarian negotiations skills and techniques, and will remain engaged in supporting the professional development efforts of the Centre of Competence on Humanitarian Negotiations.
If you had one message for the annual report on what is most needed to advance the transformation 'Respect and protect civilians and civilian objects in the conduct of hostilities', what would it be

Continued support and funding are required to pursue efforts to strengthen the capabilities of staff and partners to properly plan and implement strategies to gain and maintain humanitarian access to those in need.
Other related Agenda for Humanity transformations

☑2B - Ensure full access to and protection of the humanitarian and medical missions

2B

Ensure full access to and protection of the humanitarian and medical missions

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to continue upholding the principles of humanity, impartiality, neutrality and independence in humanitarian action.
Advocacy
Uphold the Norms that Safeguard Humanity

WFP commits to enable principled, rapid and efficient response to humanitarian crises, including through common services that WFP manages, such as UNHAS and other logistical services.
Operational
Uphold the Norms that Safeguard Humanity

WFP commits to negotiate humanitarian access in accordance with the humanitarian principles.
Operational
Uphold the Norms that Safeguard Humanity

WFP commits to work with humanitarian partners to share experience and build the capabilities of WFP staff to conduct effective humanitarian negotiations, including through supporting the foreseen Centre of Competence for Humanitarian Negotiations.
Capacity
Uphold the Norms that Safeguard Humanity

Core Commitment

Commitment
Core Responsibility

Commit to ensure all populations in need receive rapid and unimpeded humanitarian assistance.
Uphold the Norms that Safeguard Humanity

Commit to promote and enhance efforts to respect and protect medical personnel, transports and facilities, as well as humanitarian relief personnel and assets against attacks, threats or other violent acts.
Uphold the Norms that Safeguard Humanity

What led your organization to make the commitment?

The largest UN humanitarian agency working in deep field locations in many complex emergencies, WFP operates according to humanitarian principles that require full access to populations in need. Despite often facing challenges in gaining humanitarian access, WFP takes a systematic and structured approach to assessing and overcoming these challenges, recognizing that access is central to its ability to support countries achieve the SDGs, particularly SDG2 (Zero Hunger).
Achievements at a glance

As a strategic partner of the Centre of Competence for Humanitarian Negotiations, WFP has sent its staff to the Centre's regional workshops, contributed to the development of the Centre’s tools and methods and conducted joint missions with its strategic partners in Afghanistan and Myanmar. WFP has also been sharing experiences with its partners and working with them to develop an interview protocol for gathering good practices from the field. Training has included humanitarian principles and overcoming dilemmas in access and protection.
How is your organization assessing progress

WFP is monitoring the number of staff trained and supported through the Centre of Competence and WFP's own internal principled access trainings. WFP will also organize internal consultations within its regional and country staff body to identify best means of measuring changes in performance.
Challenges faced in implementation

Gaining principled access depends on a number of external factors which are outside of WFP’s control. Consequently, WFP has not always been successful in influencing the behavior and policies of the relevant actors to ensure free and unfettered humanitarian access. Given the sensitive and largely confidential nature of negotiations for gaining principled access, not all staff and agencies have been willing to share experiences, challenges and best practices.
Next step to advance implementation in 2017

WFP will continue to support and participate in the events of the Centre of Competence. WFP will finalize its interview protocol and conduct further interviews with field practitioners, and will continue to deliver trainings on principled access to its staff and partners.
If you had one message for the annual report on what is most needed to advance the transformation 'Ensure full access to and protection of the humanitarian and medical missions', what would it be

Continued support and funding is required to pursue efforts to strengthen the capabilities of staff and partners to properly plan and implement strategies to gain and maintain humanitarian access to those in need.
Cross cutting issues

☑Humanitarian principles

2D

Take concrete steps to improve compliance and accountability

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to develop and implement strategies for the engagement of men and boys as part of the solution to prevent and respond to harmful gender norms including gender based violence by 2020.
Operational
Uphold the Norms that Safeguard Humanity

WFP commits to ensure, as set forth in WFP’s Policy on Humanitarian Protection, all necessary operational steps to i) avoid exposing women and girls to all forms of violence, while participating in WFP’s programmes; and ii) contribute to mitigating the effects of violence through food assistance, where possible.
Operational
Uphold the Norms that Safeguard Humanity

WFP commits to fully implement the IASC Gender-based Violence Guidelines by 2018.
Policy
Uphold the Norms that Safeguard Humanity

WFP commits to integrate gender-based violence prevention and mitigation measures throughout all stages of WFP's humanitarian action within and across 100% of its areas of operation by 2018.
Operational
Uphold the Norms that Safeguard Humanity

Core Commitment

Commitment
Core Responsibility

Commit to promote and enhance respect for international humanitarian law, international human rights law, and refugee law, where applicable.
Uphold the Norms that Safeguard Humanity

Commit to speak out and systematically condemn serious violations of international humanitarian law and serious violations and abuses of international human rights law and to take concrete steps to ensure accountability of perpetrators when these acts amount to crimes under international law.
Uphold the Norms that Safeguard Humanity

Implement a coordinated global approach to prevent and respond to gender-based violence in crisis contexts, including through the Call to Action on Protection from Gender-based Violence in Emergencies.
Uphold the Norms that Safeguard Humanity

Fully comply with humanitarian policies, frameworks and legally binding documents related to gender equality, women's empowerment, and women's rights.
Uphold the Norms that Safeguard Humanity Leave No One Behind

What led your organization to make the commitment?

According to its Accountability to Affected populations (AAP) commitments, WFP must give account to, take account of and be held accountable to the people it seeks to serve, specifically women and girls. Under its AAP commitments WFP informs about the rationale behind targeting of both women and girls and supports avoiding any backlash that could lead to violence against women. Gender equality and women’s empowerment is central to fulfilling WFP’s dual mandate of ending global hunger and saving lives, and WFP has readily supported the WHS commitment of ensuring gender equality for all.
Achievements at a glance

WFP successfully mainstreamed gender into 100 percent of its newly approved emergency preparedness and response programmes in 2016, and launched its ‘Guidance on Prevention and Response to Gender Based Violence (GBV)’ which places efforts to combat GBV firmly in the context of food assistance while helping staff and partners identify and tackle GBV risks linked to hunger and malnutrition.
How is your organization assessing progress

Continuous assessment is done through WFP’s AAP corporate indicators that capture sex-disaggregated data on access to information about WFPs programmes, people's entitlements and complaints and feedback mechanisms. WFP released its Gender Toolkit, including practical guidance on participatory gender analysis, supply chain and emergency preparedness and response. In 2016, each Regional Bureau developed its Gender Implementation Strategy, providing the framework for the development of Country Office Gender Action Plans, which guide gender mainstreaming (including a gender-based violence focus) in country-level programming and operations. Moreover, progress in implementation of the Gender Policy is measured through the 15 UN SWAP Performance Indicators and the 39 benchmarks of the Gender Transformation Programme.
Challenges faced in implementation

While all persons affected by emergencies have an equal right to humanitarian assistance that meets their immediate needs, not all persons are affected in the same way or have the same needs, priorities and coping strategies. Given that gender and age (and other factors like social and health status, disability and chronic illness) influence how women, men, girls and boys experience emergencies, WFP has developed and tailored existing tools, including in AAP, to ensure that gender is integrated into emergency preparedness and response, which is essential to economically, efficiently and effectively saving lives and reducing hunger in times of crisis.
Next step to advance implementation in 2017

WFP will continue to actively participate in various forums such as the IASC Task Team in AAP and PSEA that promote and advocate for stronger gender mainstreaming, and will ensure gender mainstreaming in the roll-out of the AAP strategy. Efforts to exceed the 15 UN SWAP Performance Indicators will continue in 2017. WFP will continue to be a key contributor to the revision of the IASC Gender Handbook for Humanitarian Action and leading the pilot of the IASC Gender and Age Marker.
If you had one message for the annual report on what is most needed to advance the transformation 'Take concrete steps to improve compliance and accountability', what would it be

Inspiring and committed leadership, adequate (increased) allocation of resources and genuine partnerships are needed to see transformative changes that result in gender justice for women, men, girls and boys.
Cross cutting issues

☑Accountability to affected people ☑ Gender ☑ People-centred approach
Other related Agenda for Humanity transformations

☑3D - Empower and protect women and girls

3A

Reduce and address displacement

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to advocate and provide support, where appropriate, to incorporate forced displacement issues, related to food and nutrition security, in national and local development plans as well as peacebuilding and recovery strategies.
Advocacy
Leave No One Behind

WFP commits to assess, advocate and support food security and nutrition needs of vulnerable host communities as well as displaced populations.
Advocacy
Leave No One Behind

WFP commits to build the evidence base on the specific characteristics of protracted displacement in urban areas and contribute to the design of appropriate and cost-effective responses, with particular regard to shelter and basic services and infrastructure.
Policy
Leave No One Behind

WFP commits to continue to collaborate closely with UNHCR, IOM, the Solutions Alliance and other relevant national, regional and international actors to address forced displacement.
Partnership
Leave No One Behind

WFP commits to ensure participation of displaced people, returnees and host communities in planning, designing and implementing activities to respond to their short and longer-term requirements.
Operational
Leave No One Behind

WFP will provide support, where appropriate, to incorporate forced displacement issues, related to food and nutrition security, in national and local development plans as well as peacebuilding and recovery strategies.
Operational
Leave No One Behind

Core Commitment

Commitment
Core Responsibility

Commit to a new approach to addressing forced displacement that not only meets immediate humanitarian needs but reduces vulnerability and improves the resilience, self-reliance and protection of refugees and IDPs. Commit to implementing this new approach through coherent international, regional and national efforts that recognize both the humanitarian and development challenges of displacement. Commit to take the necessary political, policy, legal and financial steps required to address these challenges for the specific context.
Leave No One Behind

Commit to promote and support safe, dignified and durable solutions for internally displaced persons and refugees. Commit to do so in a coherent and measurable manner through international, regional and national programs and by taking the necessary policy, legal and financial steps required for the specific contexts and in order to work towards a target of 50 percent reduction in internal displacement by 2030.
Leave No One Behind

Acknowledge the global public good provided by countries and communities which are hosting large numbers of refugees. Commit to providing communities with large numbers of displaced population or receiving large numbers of returnees with the necessary political, policy and financial, support to address the humanitarian and socio-economic impact. To this end, commit to strengthen multilateral financing instruments. Commit to foster host communities' self-reliance and resilience, as part of the comprehensive and integrated approach outlined in core commitment 1.
Leave No One Behind

Commit to collectively work towards a Global Compact on responsibility-sharing for refugees to safeguard the rights of refugees, while also effectively and predictably supporting States affected by such movements.
Leave No One Behind

Commit to actively work to uphold the institution of asylum and the principle of non-refoulement. Commit to support further accession to and strengthened implementation of national, regional and international laws and policy frameworks that ensure and improve the protection of refugees and IDPs, such as the 1951 Convention relating to the Status of Refugees and the 1967 Protocol or the AU Convention for the Protection and Assistance of Internally Displaced Persons in Africa (Kampala convention) or the Guiding Principles on internal displacement.
Leave No One Behind

What led your organization to make the commitment?

Within the UN, WFP is the mandated provider of food assistance to refugees, as set out in as the Global Memorandum of Understanding (MOU) and Joint Strategy on Enhancing Self-reliance in Protracted Refugee Situations with UNHCR and the WFP Strategic Plan (2017-2021). Through these, WFP has been a major actor in the global refugee landscape alongside UNHCR. Similarly, WFP’s commitment to address displacement stems from its role as the largest provider of food assistance to internally displaced persons (IDPs).
Achievements at a glance

WFP and UNHCR adopted a Joint Strategy on “Enhancing Self-reliance in Food Security and Nutrition in Protracted Refugee Situations” aimed at setting parameters for collaboration on self-reliance in food security and nutrition in protracted refugee situations. In September 2016 at the Summit on Refugees and Migrants in New York, WFP and UNHCR co-hosted a high-level event on “Enhancing Self-Reliance in Food Security and Nutrition in Protracted Refugee situations” on how partners can work together across the humanitarian-development nexus to restore the dignity of refugees while enhancing social cohesion in countries of asylum. In Uganda, WFP and UNHCR support efforts to better integrate refugee farmers in local agricultural value chains, while strengthening social cohesion within the host community. Enabled by Uganda’s progressive legal and policy framework, the programme has provided refugee and host community farmers training in production, post-harvest handling techniques, support to establish community grain stores and financial literacy.
How is your organization assessing progress

WFP assesses performance through its own monitoring and evaluation tools and reporting products such as the annual Standard Project Report, as well as through joint assessments with UNHCR in field locations. At the corporate level, bi-annual high-level meetings are held with UNHCR to evaluate and address challenges encountered in country contexts.
Challenges faced in implementation

WFP’s ability to make progress will depend on broader progress made against the Grand Bargain, including on increasing collaborative humanitarian multi-year planning and funding. Successful implementation of the WFP-UNHCR Joint Strategy does not depend on UNHCR and WFP alone, and challenges stem from many countries of asylum not having legal and/or policy frameworks that support refugees and displaced people. Results also depend on sufficient levels of funding for both humanitarian assistance and self-reliance activities.
Next step to advance implementation in 2017

WFP will continue its external engagement with partners, and will roll-out the UNHCR/WFP Joint Strategy on “Enhancing Self-reliance in Food Security and Nutrition in Protracted Refugee Situations”. In the meantime, WFP will continue to assist the displaced in many parts of the world.
If you had one message for the annual report on what is most needed to advance the transformation 'Reduce and address displacement', what would it be

Increased or strengthened regulatory frameworks at the national level are a means of strengthening support to refugees and other vulnerable groups.
Cross cutting issues

☑IDPs ☑ Refugees

3D

Empower and protect women and girls

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to aim to achieve gender parity in staff by 2020.
Policy
Leave No One Behind

WFP commits to apply the IASC and other agreed gender and age markers to 100% of WFP's humanitarian interventions by 2018.
Operational
Leave No One Behind

WFP commits to create by 2017 and implement by 2019, an accountability framework for gender equality as well as women's and girls' equal access to information, protection, services and participation in humanitarian settings.
Policy
Leave No One Behind

WFP commits to ensure by 2020, throughout WFP's programme cycle, equal access by women to cash assistance programmes, sustainable and dignified livelihoods, vocational and skills training opportunities.
Policy
Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need

WFP commits to implement the findings of the IASC Gender Policy Review and abide by the IASC commitments to gender equality by 2017.
Operational
Leave No One Behind

WFP commits to reach a 15% target for gender responsive financing in humanitarian interventions by 2020.
Financial
Leave No One Behind

WFP commits to support women's active engagement in and benefits from food systems by enhancing women's participation within farmers' organizations.
Operational
Leave No One Behind

WFP commits to support women's increased leadership within farmers' organizations, enhancing their decision-making power.
Operational
Leave No One Behind

WFP reiterate its commitments to accountability to affected populations including supporting women's empowerment and respecting their rights.
Policy
Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need

Core Commitment

Commitment
Core Responsibility

Empower Women and Girls as change agents and leaders, including by increasing support for local women's groups to participate meaningfully in humanitarian action.
Leave No One Behind

Ensure universal access to sexual and reproductive health and reproductive rights as agreed in accordance with the Programme of Action of the International Conference on Population and Development and the Beijing Platform for Action and the Outcome documents of their review conferences for all women and adolescent girls in crisis settings.
Leave No One Behind

Ensure that humanitarian programming is gender responsive.
Leave No One Behind

Fully comply with humanitarian policies, frameworks and legally binding documents related to gender equality, women's empowerment, and women's rights.
Uphold the Norms that Safeguard Humanity Leave No One Behind

What led your organization to make the commitment?

In the pursuit of gender equality and women’s empowerment (central to WFP’s dual mandate of ending global hunger and saving lives), WFP’s Gender Policy (2015-2020) underlines the centrality of gender equality for sustainable development. WFP is also guided by its AAP commitments emphasising accountability to beneficiaries, specifically women and girls – through engaging women in the process of identifying WFP objectives, targeting rational and other assistance criteria. WFP’s Purchase for Progress (P4P) programme aims to adopt a gender transformative approach to economic development that Involves women farmers more fully in increasing food production and food security and nutrition more generally.
Achievements at a glance

WFP successfully mainstreamed gender into 100 percent of its emergency preparedness and response programmes approved in 2016 and launched its ‘Guidance on Prevention and Response to Gender Based Violence (GBV)’ which places efforts to combat GBV firmly in the context of food assistance while helping staff and partners identify and tackle GBV risks linked to hunger and malnutrition. To support women’s role in agriculture, WFP’s P4P programme has increased women's membership and leadership in farmers’ organisations (FOs) over the past eight years. Since 2008, women's participation in FOs has tripled; as of December 2016, 48 percent of leadership positions in FOs were held by women.
How is your organization assessing progress

In 2016, WFP Regional Bureaux developed their Gender Implementation Strategies outlining the development of Country Office Gender Action Plans (which guide gender mainstreaming with a gender-based violence focus in country-level programming). WFP also measures progress through the nine action areas of the corporate Gender Action Plan, the 15 UN SWAP Performance Indicators, and the 39 benchmarks of the Gender Transformation Programme. AAP corporate indicators also capture sex-disaggregated data, particularly on access to information about WFPs programmes. To assess women’s role in agriculture, WFP reports on sex-disaggregated output and outcome indicators related to the performance of FOs and women and men farmers.
Challenges faced in implementation

Due to a lack of resources in some country offices, results seen in increased women's participation and leadership positions within farmers' organisations has varied. Without the adequate resources to provide women with trainings, access to credit, equipment and seeds, ensuring these targets is challenging. Ensuring that all WFP employees and partners are fully gender-competent also requires time, although WFP has developed and tailored existing tools to ensure gender is integrated into emergency preparedness and response. In addition, greater consistency and systematisation in the implementation and impact of AAP is an area of improvement that WFP will focus on during 2017.
Next step to advance implementation in 2017

WFP will continue to work in fora such as the IASC Task Team in AAP and PSEA that promote stronger gender mainstreaming. Efforts are ongoing to surpass the 15 UN SWAP Performance Indicators (so far, WFP exceeds 11 and meets 3 UN SWAP indicators), and WFP released its Gender Toolkit in 2017 to sensitise staff and partners on the what-why-when-where-who-how of integrating gender into emergency responses. WFP will remain a key contributor to revising the IASC Gender Handbook for Humanitarian Action, and in line with the IRM is developing a process to strengthen data collection related to its WHS gender commitments.
If you had one message for the annual report on what is most needed to advance the transformation 'Empower and protect women and girls', what would it be

Adequate resources and genuine partnerships are needed to see transformative changes that result in gender justice for women, men, girls and boys, while ambitious gender-related performance targets are crucial to ensure not only economic empowerment, but also the social and cultural empowerment on which economic empowerment is based.
Cross cutting issues

☑Gender

3E

Eliminate gaps in education for children, adolescents and young people

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to enhance collaboration with partners to scale-up school meals to increase attendance and ensure access to nutritious food during emergencies and protracted crises.
Partnership
Leave No One Behind

WFP commits to work with national and international partners to extend access to education in emergencies, leveraging deep field footprint and operational reach at scale.
Operational
Leave No One Behind

WFP will collaborate with partners to develop innovative support to informal education in emergencies.
Partnership
Leave No One Behind

What led your organization to make the commitment?

WFP is part of a global movement calling for the improvement of children’s education in emergency contexts and the need to address education needs for children affected by protracted crises. In this regard, WFP is a member of the Global Education Cluster (GEC) and participates in stakeholders discussions around the "No Lost Generation" agenda.
Achievements at a glance

WFP has commissioned a review of its School Meals programmes in emergency contexts and approaches to provide new strategic directions and recommendations. Benefiting from predictable and stable multi-year funding through a Strategic partnership Agreement, WFP school meals activities in non-emergency contexts, particularly Asia (Bangladesh, Bhutan, Cambodia, Lao PDR and Myanmar) supported national governments in developing their own quality, sustainable school meal programmes, becoming a credible and reliable partner and making long-term commitments.
How is your organization assessing progress

WFP has commissioned four impact evaluations of school feeding in the Syrian emergency, as well as in Niger, DRC and Lebanon, to measure progress on key indicators and better understand what works and what does not work in emergencies or protracted crises. Results are forthcoming.
Challenges faced in implementation

Lack of funding for and prioritisation of education in crises continues to be a roadblock to making gains in education in such contexts. Possible areas for improvement include instilling a greater focus on children's needs in the areas of food and nutrition security and education.
Next step to advance implementation in 2017

WFP will continue its engagement with the GEC and various stakeholders. It will strengthen its knowledge base and evidence generation through impact evaluations and will continue to advocate for and implement school feeding in emergency contexts.
If you had one message for the annual report on what is most needed to advance the transformation 'Eliminate gaps in education for children, adolescents and young people', what would it be

N/A.

3F

Enable adolescents and young people to be agents of positive transformation

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP will engage increasingly youth as key contributors to the solutions for challenges facing their communities.
Partnership
Leave No One Behind

3G

Address other groups or minorities in crisis settings

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP signs to the Charter on Inclusion of Persons with Disabilities in Humanitarian Action.
Policy
Leave No One Behind

What led your organization to make the commitment?

WFP recognises the importance of identifying people whose food insecurity intersects with other characteristics exacerbating their vulnerability. Disability is one such characteristic and in many contexts, food-insecure persons with disabilities require special attention to guarantee their access to assistance and ensure that assistance is tailored to meet their needs. Signing the Charter on the Inclusion of Persons with Disabilities in Humanitarian Action therefore reflects commitments that WFP sees as central for a comprehensive response to food and nutrition insecurity.
Achievements at a glance

In light of the commitments in the Charter, WFP has outlined its approach to strengthening the inclusion of persons with disabilities in the areas that the Charter highlights. Work to implement the approach has already begun, including conducting an internal review of available policies and guidelines that provides guidance on the inclusion of persons with disabilities, and an examination of WFP’s current capacity for data collection related to persons with disabilities.
How is your organization assessing progress

Progress will be assessed against the priority areas that have been identified in WFP's outline of its approach to ensure inclusion of persons with disabilities.
Challenges faced in implementation

Consideration for persons with disabilities is reflected in a number of WFP policy documents and operational guidelines and at a programmatic level disability is taken into account as part of programme implementation. Despite evidence of integration of persons with disabilities in WFP’s operations, more work is needed to ensure the consistent consideration of persons with disabilities through all stages of the programme cycle.
Next step to advance implementation in 2017

WFP is taking four concrete steps to strengthen the inclusion of persons with disabilities in its programmes: i) strengthening of data collection on food-insecure persons with disabilities, ii) development of operational guidance for the inclusion of persons with disabilities in WFP programmes, iii) collection of lessons learnt from WFP programmes that are inclusive of persons with disabilities, iv) formulation of a policy position on inclusion of persons with disabilities.
If you had one message for the annual report on what is most needed to advance the transformation 'Address other groups or minorities in crisis settings', what would it be

N/A
Cross cutting issues

☑Disability ☑ Food Security
Specific initiatives

☑Charter on Inclusion of Persons with Disabilities in Humanitarian Action

4A

Reinforce, do not replace, national and local systems

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to continue to strengthen or support the development of strategies and programmes integrating people-centred social and productive safety nets and complementary actions aimed at offsetting risks and avoid relapses into hunger crisis.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to ensure by 2020, throughout WFP's programme cycle, equal access by women to cash assistance programmes, sustainable and dignified livelihoods, vocational and skills training opportunities.
Policy
Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need

WFP commits to ensure initiatives focused on building urban resilience incorporate components on resilient response and recovery from crises and leverage greatest impact in cities most at risk of humanitarian emergencies.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to strengthen the emergency preparedness and response capacity of local, national and regional actors in the area of WFP's comparative advantage, such as the transfer of knowledge and innovative technologies for early warning, supply chain management, digital platforms for cash-based transfers and beneficiary registration and data collection and analysis.
Capacity
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to uphold the Framework for Action for Food Security and Nutrition in Protracted Crises (CFS-FFA) to improve the food security and nutrition of populations affected by, or at risk of, protracted crises in a way that addresses underlying causes.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP reiterate its commitments to accountability to affected populations including supporting women's empowerment and respecting their rights.
Policy
Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need

WFP will advocate for strengthening the incorporation of AAP in terms of reference, performance evaluations, and partnership agreements throughout the humanitarian system.
Advocacy
Change People's Lives: From Delivering Aid to Ending Need

WFP will collaborate with partners on training and capacity development of multiple humanitarian actors to do cash based programming more effectively.
Training
Change People's Lives: From Delivering Aid to Ending Need

WFP will continue to build upon local, national, regional and global partnerships to protect and promote livelihoods, including through climate-proofed assets building, able to augment people, communities and systems' resilience in the face of recurrent shocks, stressors and aggravating factors.
Partnership
Change People's Lives: From Delivering Aid to Ending Need

WFP will develop a shared conceptual understanding of sustainability, vulnerability and resilience.
Policy
Change People's Lives: From Delivering Aid to Ending Need

WFP will enable and commission further operational research and independent studies to build the evidence base regarding the cost effectiveness and impacts of cash-based programming to achieve various programmatic objectives in different contexts.
Policy
Change People's Lives: From Delivering Aid to Ending Need

WFP will increase support to governments in the design and implementation of shock-responsive social protections systems to address the needs of vulnerable populations before, during and after crises.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP will offer common tools and approaches to digital beneficiary management and measurement and to management of cash transfers.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP will pilot and test innovative approaches and bring to scale successful models for cash-based assistance.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP will strengthen and work through national safety net and social protection systems, where available, to channel cash during emergencies.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP will strengthen dialogue with communities on hunger results and their participation in programme processes.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP will strive towards multi-purpose cash transfers, using common mechanisms, along with other tools such as vouchers, in-kind assistance and service delivery.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP will work with partners to develop a common vision and standards on accountability to affected populations (AAP).
Operational
Change People's Lives: From Delivering Aid to Ending Need

Core Commitment

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 ensure regional and global humanitarian assistance for natural disasters complements national and local efforts.
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

What led your organization to make the commitment?

With its considerable experience and expertise in the use of cash-based transfers (CBT), WFP’s focus is shifting from delivering cash to supporting countries implement SDG2. WFP works with UN partners and the World Bank to provide technical assistance and capacity development to governments to establish or enhance cash-based social safety nets which are also shock responsive. WFP is developing five-year country strategic plans to facilitate longer-term country capacity strengthening. Working with partners on AAP contributes to country ownership, especially in implementing of innovative solutions aimed at reducing vulnerability to disaster risks and climate change and sustainable recovery from climate shocks.
Achievements at a glance

WFP has been using government-owned CBT delivery systems to provide assistance to vulnerable populations, particularly in emergency contexts. In Fiji following the February 2016 cyclone and in Ecuador in the wake of the April 2016 earthquake, WFP provided cash assistance to the affected population using the government’s social safety net mechanism. The R4 Rural Resilience Initiative is recognized as a leading example of integration of safety nets, climate risk insurance and resilience-building, and WFP developed an AAP Strategy that outlines organizations’ vision and approach to achieve more accountable programmes. WFP continues to make achievements in providing technical support to strengthen national social protection systems – for instance Lebanon’s use of WFP’s OneCard for its National Poverty Targeting Programme and Uganda’s use of SCOPE as a sub-national registry. Multi-year funding agreements to support resilience-based activities have been established with several donors.
How is your organization assessing progress

WFP’s new financial framework will enable exact reporting on WFP's use of CBT, such as on what proportion of WFP assistance is being delivered through vouchers or cash. Monitoring and evaluation will continue to be part of WFP’s corporate reporting efforts, and WFP’s Strategic Plan (2017-2021) includes a new corporate results framework with indicators towards revised strategic results and country specific outcomes. WFP is tracking joint resilience-building initiatives in its operations, and is implementing the Three-Pronged Approach (3PA) and other initiatives aimed at reinforcing capacities of national partners.
Challenges faced in implementation

A low rate of cash-based transfer rollouts among partners as well as fragmented donor responses towards CBT (partly due to a low risk appetite for cash as opposed to in-kind assistance among some donors) make it challenging to program effectively. WFP will continue to identify and reduce challenges across its activities. In climate change, new partnerships are being sought with non-traditional partners such as scientific climate institutions. Greater consistency in the implementation of AAP, coordination among social protection partners and building synergies among humanitarian and development stakeholders will also be prioritised.
Next step to advance implementation in 2017

In its CBT programme, WFP is in the process of rolling out a beneficiary information management system (SCOPE) in country offices and exploring how to extend it to other humanitarian actors. Through its partnership with the IFRC, WFP will aim to build CBT capacity in local Red Cross/Red Crescent societies in four pilot countries. On climate analysis, WFP will systematize lessons learnt and develop/finalize tools to build staff capacity. WFP will continue to strengthen governments’ capacities for more effective and cost-efficient social protection systems, and will embed national capacity-building efforts and roll-out the Three-Pronged Approach (3PA) in 2017.
If you had one message for the annual report on what is most needed to advance the transformation 'Reinforce, do not replace, national and local systems', what would it be

Humanitarian actors need to fully embrace this transformation area in a non-selective way, while adopting a “reinforce” rather than a "replace" approach to national institutions of varying strengths, acknowledging that partnerships contribute to country ownership, and political commitments should leverage the capacities and local knowledge of national and local institutions.
Cross cutting issues

☑Accountability to affected people ☑ Cash

4B

Anticipate, do not wait, for crises

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to continue comprehensive efforts to conduct baseline analysis of the food security and nutrition risks posed by climate and other natural disasters, invest in improved early warning and monitoring systems and link these systems to decision making processes at the national level.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to support government and community capacities to establish risk management mechanisms and enhance their ability to transition from crisis response to risk reduction and management.
Capacity
Change People's Lives: From Delivering Aid to Ending Need

WFP will support the development and implementation of a comprehensive action plan by 2017 to significantly strengthen the response capacities of the 20 most risk-prone countries by 2020, including through initiatives such as Global Preparedness Partnership.
Operational
Change People's Lives: From Delivering Aid to Ending Need

Core Commitment

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 accelerate the reduction of disaster and climate-related risks through the coherent implementation of the Sendai Framework for Disaster Risk Reduction 2015-2030, the 2030 Agenda for Sustainable Development and the Paris Agreement on Climate Change, as well as other relevant strategies and programs of action, including the SIDS Accelerated Modalities of Action (SAMOA) Pathway.
Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity

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

What led your organization to make the commitment?

As Co-Chair of the IASC Reference Group on Risk, Early Warning and Preparedness, WFP leads on preparedness efforts. WFP needs to factor climate/environment considerations into its operations - through the use of food assistance as a means to build climate-resilient assets, and share knowledge. This helps communities become less vulnerable and adapt to increasing incidence of extreme weather events and a changing climate. WFP is conducting climate risk and food security analysis in several countries to better inform policy and programme design, as well as comprehensive risk management approaches as well as to strengthen its early warning and monitoring systems.
Achievements at a glance

The Rural Resilience Initiative (R4) provided USD 5.1 million in micro-insurance protection for participants, while supporting them to reduce their exposure to climate disasters and improve their livelihoods. The Food Security Climate Resilience Facility (FoodSECuRE) was also fast-tracked to respond early to droughts in Guatemala and Zimbabwe during the 2015/2016 El Nino phenomenon. Under the ARC Replica, WFP allocated a USD 1.6 million multilateral contribution from Denmark for developing relevant capacities, developing systems and piloting Replica policies (initially planned for Kenya). WFP has produced 18 climate risk and food security analyses focusing on Asia and the Pacific, Eastern and Central and the Middle East, North Africa, Eastern Europe and Central Asia. From this exercise, incorporation of climate variability and climate change into our food security analysis and the development of new approaches / methods to analyze the linkages to food security and nutrition have emerged.
How is your organization assessing progress

Monitoring and evaluation is part of WFP’s regular corporate reporting efforts. WFP is in the process of implementing a new multiannual Strategic Plan (2017-2021) including a new corporate results framework with revised strategic results, adjusted and country specific outcomes towards/against which all outputs and activities will be contributed and measured. The new framework will take into account some new and specific indicators to align WFP’s monitoring and evaluation with its commitments made in the context of achieving SDGs 2 and 17.
Challenges faced in implementation

Innovative risk financing mechanisms require substantial investments of time before producing an effective product that can be adapted to different contexts. The major challenge has therefore been securing predictable multi-year funding during the implementation and scaling up phase of programmes. For instance, a coherent IASC/United Nations Development Group/UNISDR policy – the Common Framework on Preparedness – would serve as a baseline for preparedness, but limited donor investment remains a challenge.
Next step to advance implementation in 2017

WFP will continue to develop and scale up predictable financing mechanisms for anticipatory and early response as well as recovery. A coherent and integrated climate risk management approach will be mainstreamed into several country strategies and funding proposals. In particular WFP is working to develop operational linkages between sovereign insurance mechanisms (such as the ARC Replica) and micro insurance schemes (like those promoted under R4). May 2017 will see the operational launch and first steering meeting of the Global Preparedness Partnership, which WFP and five other UN agencies play a key role in.
If you had one message for the annual report on what is most needed to advance the transformation 'Anticipate, do not wait, for crises', what would it be

Integrating enhanced understanding of climate change impact on food security and nutrition will enable the scaling up of innovative comprehensive early warning systems, disaster risk reduction approaches and predictable financing mechanisms to build climate resilience to help address the long-term impact of climate change on food and nutrition security.
Cross cutting issues

☑Food Security
Specific initiatives

☑Global Partnership for Preparedness
Other related Agenda for Humanity transformations

☑5B - Invest according to risk

4C

Deliver collective outcomes: transcend humanitarian-development divides

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to actively support the core functions of the Global Alliance for Urban Crises (for example, through conducting joint advocacy, sharing information and knowledge, contributing to evidence building).
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to be a Partner in the Global Alliance for Urban Crises.
Partnership
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to develop or work with existing global, regional and national rosters to facilitate the deployment of urban leaders, managers and technical experts.
Capacity
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to share lessons and experience from WFP innovation initiatives as well as develop and share best practice in user-centred design and accelerating innovations through its established innovation acceleration capacity.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to strengthen harmonised monitoring and evaluation of collective humanitarian action to help provide accountability to affected people, better evidence on impact, and improved knowledge of what works and where to focus future effort.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to strengthen its institutional set up, capacity and programming in order to contribute more effectively towards the goal of improved prevention, preparedness and response to urban humanitarian crises.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to support the Global Alliance for Humanitarian Innovation (GAHI) to connect, mobilise and amplify humanitarian innovations and the Global Humanitarian Lab to promote bottom-up innovation and develop appropriate humanitarian solutions for and with affected populations.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to tailor humanitarian response to the urban context by developing shared assessment and profiling tools, promoting joint analysis and adapting coordination mechanisms.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to work closely with relevant actors to develop innovative approaches that support sustainable solutions.
Partnership
Change People's Lives: From Delivering Aid to Ending Need

WFP commits to working in partnership with religious leaders and faith-inspired organizations to meet the needs of the most marginal people in the most marginal places suffering from hunger.
Partnership
Change People's Lives: From Delivering Aid to Ending Need

WFP is committed to enhanced dialogue with faith-leaders and faith-inspired organisations, to ensure persistent advocacy and action towards sustainable hunger solutions. On 13 June 2016, a group of religious experts will commence, in partnership with WFP, the mobilisation of faith assets as well as continuing mechanisms for religious engagement on Zero Hunger.
Partnership
Change People's Lives: From Delivering Aid to Ending Need

WFP will actively participate in cross-sectoral and multi-stakeholder needs assessments including MIRA and Post-Disaster Needs Assessment/Post-Crisis Needs Assessments.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP will enhance data management through shared and interoperable platforms.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP will participate in a global network of practitioners to review and compare the results of food security and nutrition analysis across sectors, partners and geographies so as to provide a clearer picture of the global food security situation that is useful for programming and resource allocation decisions of a wide set of stakeholders.
Partnership
Change People's Lives: From Delivering Aid to Ending Need

WFP will undertake priority actions in collaboration with a broad range of stakeholders to transcend the humanitarian-development divide and achieve collective outcomes.
Operational
Change People's Lives: From Delivering Aid to Ending Need

WFP will use existing resources and capabilities better and galvanise new partnerships.
Partnership
Change People's Lives: From Delivering Aid to Ending Need

WFP will work with humanitarian and development partners to more effectively undertake joint, multi-hazard risk and vulnerability analysis.
Operational
Change People's Lives: From Delivering Aid to Ending Need

Core Commitment

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

What led your organization to make the commitment?

WFP is committed to undertaking joint needs assessments with partners such as FAO, OCHA, UNHCR, UNDP and the World Bank. A growing proportion of the world’s hungry and malnourished live in urban areas, requiring WFP to adapt its approaches to challenges in urban areas – while energizing innovation to contribute towards achieving Zero Hunger and the SDGs. In addition WFP has been working with faith-based organizations and is reaching communities directly in partnership with faith leaders to increase its programmes’ impact and to advocate for food security and nutrition at local and international levels.
Achievements at a glance

WFP led the work with the Global Food Security Cluster partners in developing specific assessment tools for urban needs assessments, and WFP is one of the top contributors to Humanitarian Data Exchange (HDX) platform for open data. In Turkey, WFP partnered with national/local authorities, UNHCR and the Turkish Red Crescent (with EU support) to roll out a new cash-based humanitarian relief programme - the Emergency Social Safety Net, and WFP made its Green Box innovation available to Global Humanitarian Lab members to optimise their energy consumption. In June 2016, Pope Francis addressed WFP’s Executive Board and WFP launched a consultation with faith leaders on a direction for inter-religious engagement. Since then, WFP has attended the Faith Works Africa conference in Abuja, held an inter-religious side event at the UNGA in 2016 and ensured that a focus on food was part of the Prayer for Peace held by the Community of Sant’Egidio, Assisi.
How is your organization assessing progress

Through its participation in working groups and steering committees, WFP is monitoring if the Global Report is used by donors to allocate funds based on needs. WFP’s Innovation Accelerator in Munich is supporting 20 Sprint projects, such as a hydroponics pilot launched in Peru based on the principles of user-centred design - and since adopted by Algeria and Jordan and adapted to local contexts. While it is too early to report on specific numbers, WFP regional bureaux have begun mapping inter-religious engagements at country office level and advocacy with faith-based organizations has been integrated into WFP’s Country Strategic Reviews and Country Strategic Plans being developed through 2017-2018.
Challenges faced in implementation

Against the backdrop of insufficient resources to adequately respond to the multiple requests, WFP’s ability to make progress will depend, to some extent, on the broader progress that is made against the Grand Bargain, including on increasing collaborative humanitarian multi-year planning and funding. Individual country offices’ capacity to explore new partnerships in the face of on-going Level 3 emergencies has proved to be a challenge in some contexts. The need to staff ongoing and new emergency operations may compete with the establishment of new initiatives. Additionally, dedicated resources are required to support capacity-strengthening initiatives.
Next step to advance implementation in 2017

WFP is working within the Integrated Phase Classification (IPC) to roll-out the Chronic IPC, bring humanitarian and development partners together; pilot joint market assessments for multi-purpose cash for refugees; roll out WFP/UNICEF joint food and nutrition security assessment guidelines (JANFSA); undertake joint IFAD/WFP climate analysis, among others. WFP plans to deepen its consultation with religious communities as part of civil society participation and civil society capacity-strengthening. WFP is exploring country-level humanitarian and development engagements, as well as the establishment of a WFP advisory council of religious leaders. WFP is will also situate its inter-faith engagements within the new SDG2 Advocacy Hub, launched in January 2017.
If you had one message for the annual report on what is most needed to advance the transformation 'Deliver collective outcomes: transcend humanitarian-development divides', what would it be

Engagement with faith organizations and faith leaders involves substantial commitments of time in order to forge sustainable partnerships. Also, commitments of staff time are required to forge and sustain meaningful dialogue and joint advocacy towards hunger solutions.
Cross cutting issues

☑Religious engagement
Other related Agenda for Humanity transformations

☑4A - Reinforce, do not replace, national and local systems ☑ 5E - Diversify the resource base and increase cost-efficiency

5A

Invest in local capacities

Individual Commitment

Commitment
Commitment Type
Core Responsibility

Through it 2017-2021 Strategic Plan, WFP is committed to making strategic investments in the capacity strengthening of national and local NGOs to help communities lead and sustain their own fight against hunger and achieve SDG 2.
Capacity
Invest in Humanity

WFP is committed to increase its supply chain expenditure in local markets, where conditions allow. WFP currently spends 60% of its annual USD 3 billion supply chain expenditure in local markets, working directly with the local private sector to deliver assistance. Using its purchase power and expertise, WFP directly contributes to strengthening the capacity of the local commercial transport, commodity and retail sector.
Capacity
Invest in Humanity

WFP will promote national NGO projects approved by the Food Security Cluster for grants from country-based pooled funds.
Advocacy
Invest in Humanity

WFP will work with NGO partners at the upcoming Annual Partner Consultations in October 2016 to jointly identify where WFP capacity strengthening is most beneficial to partners and to agree an action plan for increased investments by WFP in this regard.
Partnership
Invest in Humanity

Core Commitment

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

What led your organization to make the commitment?

WFP has a long history of partnering with local responders and has more than 1000 civil society partners engaged in 75 percent of its programmes. Some eighty percent of these partners are local as opposed to international. During the Grand Bargain negotiations, WFP successfully argued that the target for transfers to national and local responders should be raised from the 20 percent suggested in the HLP report to 25 percent, and through its co-leadership and training provided to food security cluster members, WFP works deliberately to prepare local NGOs for direct partnership with international donors.
Achievements at a glance

WFP’s 2017-2021 Strategic Plan commits WFP to "make(ing) strategic demand-side investments in the capacity strengthening of relevant national and local NGOs, farmers’ organisations and other community-based organisations to help communities lead and sustain their own fight against hunger and achieve SDG2". WFP has aligned its strategic goals and actions to the SDG framework, which includes a “Whole of Society” approach to achieving SDG2 - Zero Hunger involving the formulation and implementation of 3-5 year Country Strategic Plans. As WFP puts into practice its new Country Strategic Plans in 2017, countries in Zimbabwe have set targets for increasing the number of national partners and the volume of work carried out in collaboration with them. In Pakistan for instance, the Food Security Cluster serves as the secretariat for a comprehensive Zero Hunger Strategic Review.
How is your organization assessing progress

A Partnerships Action Plan is now an integral part of the Country Strategic Review process, allowing country offices to articulate their capacity-strengthening activity plans. Progress will be monitored through the corporate monitoring and evaluation (M&E) framework. However, to date WFP has been unable to report on an indicator in the Quadrennial Comprehensive Policy Review (QCPR) related to capacity development due to its financial systems not permitting it. Moving forward, WFP’s new Financial Framework Review (FFR) will enable WFP to report more comprehensively on this and similar indicators.
Challenges faced in implementation

While it is still early to comment on challenges given the ongoing operationalization of the Strategic Plan, WFP’s ability to continue increasing its disbursements to local partners (which have increased steadily over the past five years) will depend on adequate resourcing.
Next step to advance implementation in 2017

In addition to making the strategic investments in local capacity strengthening as envisaged in the Strategic Plan (2017-2021), WFP has launched a pilot initiative with the International Federation of Red Cross and Red Crescent Societies (IFRC) to jointly invest in the RC/RC National Societies in four countries: Burundi, Dominican Republic, Pakistan and Sudan. The pilot initiative will serve as a catalyst for further joint investments in the capacity of national and local responders.
If you had one message for the annual report on what is most needed to advance the transformation 'Invest in local capacities', what would it be

N/A
Specific initiatives

☑Grand Bargain
Other related Agenda for Humanity transformations

☑4A - Reinforce, do not replace, national and local systems

5B

Invest according to risk

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP commits to continue to develop and scale up predictable financing mechanisms for anticipatory and early response as well as recovery, including continued support to the African Risk Capacity, the African Risk Capacity replica coverage initiative and through the implementation of the Food Security Climate Resilience Facility (FoodSECuRE) and the R4 Rural Resilience Initiative.
Financial
Invest in Humanity

Core Commitment

Commitment
Core Responsibility

Commit to accelerate the reduction of disaster and climate-related risks through the coherent implementation of the Sendai Framework for Disaster Risk Reduction 2015-2030, the 2030 Agenda for Sustainable Development and the Paris Agreement on Climate Change, as well as other relevant strategies and programs of action, including the SIDS Accelerated Modalities of Action (SAMOA) Pathway.
Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity

Commit to invest in risk management, preparedness and crisis prevention capacity to build the resilience of vulnerable and affected people.
Invest in Humanity

What led your organization to make the commitment?

WFP’s dual mandate of ending global hunger and saving lives –has long underpinned WFP’s embrace and promotion of a resilience-building approach to the design, planning and implementation of programmes. WFP is promoting and has put in place innovative humanitarian financing, particularly through the Food Security Climate Resilience Facility (FoodSECuRE), Rural Resilience Initiative (R4) and African Risk Capacity (ARC) Replica, illustrating how innovative tools can be used to improve cost-effectiveness of humanitarian action, accelerate response and better manage climate risks in the long-term.
Achievements at a glance

In 2016, R4 reached about 200,000 people across Ethiopia, Senegal, Malawi and Zambia. R4 provided USD 5.1 million in micro-insurance protection to its participants, while supporting them to reduce their exposure to climate disasters and improve their livelihoods. In 2017, R4 will expand to Kenya and Zimbabwe. In the context of 2015/16 El Niño, FoodSECuRE was fast-tracked to respond to the impacts of drought in Guatemala and Zimbabwe. Through the forecast-based finance window of the facility, resources for early action helped 500 smallholder farmers in each country to implement resilience-building measures. Under the ARC Replica, WFP allocated USD 1.6 million for developing relevant capacities and systems (piloted in Kenya).
How is your organization assessing progress

Monitoring and evaluation is part of the regular corporate reporting efforts. WFP is in the process of implementing a new multi-annual Strategic Plan (2017-2021) including a new corporate results framework with revised strategic results, against which all outputs and activities will be measured. The new framework will include some new and specific indicators to align WFP’s monitoring and evaluation with commitments made by WFP in the context of SDGs 2 and SDG17 as well as the Grand Bargain.
Challenges faced in implementation

Innovative risk financing mechanisms require timely investments before reaching an effective product adaptable to different contexts. Securing multi-year funding during the implementation and scaling-up phases of programmes (R4, FoodSECuRE and ARC Replica) has been a challenge. As the ARC Replica is a new approach, challenges persist with preparatory work to set up the administrative framework, legal review and implementation procedures. Risks resulting from the ARC non-payouts have so far threatened to compromise its rollout.
Next step to advance implementation in 2017

WFP continues to develop financing mechanisms for early response and recovery. Integrated climate risk management approaches will be mainstreamed into WFP’s new Country Strategic Plans. In 2017, R4 will be expanded to Kenya and Zimbabwe, while FoodSECuRE will work with national meteorology services in Niger and Sudan to develop forecasting and decision making prototypes. WFP is engaged in preparatory work for implementation of ARC Replica in 2018/19 in Kenya, Mali, Mauritania, Niger, Senegal and Malawi.
If you had one message for the annual report on what is most needed to advance the transformation 'Invest according to risk', what would it be

Tools such as weather index insurance, forecast-based finance and contingency financing can reduce risks and make livelihoods more resilient. Large-scale global investments in improving the effectiveness and efficiency of emergency preparedness and response systems through these tools is needed.
Cross cutting issues

☑Food Security
Other related Agenda for Humanity transformations

☑4B - Anticipate, do not wait, for crises

5D

Finance outcomes, not fragmentation: shift from funding to financing

Individual Commitment

Commitment
Commitment Type
Core Responsibility

WFP will ensure that staff, at all levels, will become regular advocates for flexible donor funding.
Advocacy
Invest in Humanity

WFP will produce a multilateral visibility strategy to make the case for both donors and the tax-paying public that flexible and predictable (multi-year) funding yields greater impact for affected populations.
Advocacy
Invest in Humanity

WFP will produce and share systematically content such as news-releases, videos, infographics and other communications materials for social and traditional media that can be used by multilateral donors to illustrate and give visibility to the impact of their flexible and unearmarked contributions.
Advocacy
Invest in Humanity

Core Commitment

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

Commit to promote and increase predictable, multi-year, unearmarked, collaborative and flexible humanitarian funding toward greater efficiency, effectiveness, transparency and accountability of humanitarian action for affected people.
Invest in Humanity

Commit to broaden and adapt the global instruments and approaches to meet urgent needs, reduce risk and vulnerability and increase resilience, without adverse impact on humanitarian principles and overall action (as also proposed in Round Table on "Changing Lives").
Invest in Humanity

What led your organization to make the commitment?

WFP continues to emphasize the importance of un-earmarked funds that allow WFP to respond flexibly, predictably and quickly in areas where there is greatest need. Within WFP’s new Integrated Road Map (IRM) programmatic and financial architecture, existing tools will support WFP staff to promote flexible donor funding. WFP strongly advocates for predictable multi-year funding to enhance sustainability of activities, help avert pipeline breaks and reduce price volatility to ensure beneficiaries’ continued access to food. It uses videos and social media as part of its efforts to strengthen donor visibility and encourage donors to contribute more flexible contributions.
Achievements at a glance

In 2016, WFP developed a Multilateral Visibility Strategy (2016-2017) to increase visibility of multilateral contributions. WFP engaged bilaterally with four key multilateral donors (Norway, Denmark, Sweden and Finland) to advocate the high value of multilateral funding to WFP operations and helping the taxpaying public of countries providing multilateral funds to understand and appreciate this support for WFP activities. WFP also drafted an 18-month Visibility Strategy for multilateral funds, following a request from governments providing these funds to increase visibility for their contributions. These steps are in line with WFP’s programmatic and financial architectural update (IRM) allowing WFP to develop a clear ‘line of sight’ that links results to the resources utilised for better performance management and measurement of efficiency and effectiveness. WFP staff are able to more clearly articulate the benefits of multilateral funding and un-earmarked funding to maximise effectiveness of lifesaving operations, and lessons learned are expected to be shared.
How is your organization assessing progress

The Multilateral Visibility Strategy allows WFP to demonstrate efficiency gains achieved through two key indicators - measuring increased awareness (using a survey) among key stakeholders on the importance of multilateral funds, as well as the percentage in multilateral funding (e.g. fully flexible funding or the Immediate Response Account) received. WFP also measures progress by assessing its social media feedback to create visibility among important key stakeholders in donor governments. On the WFP’s programmatic and financial architectural update (IRM), guidance material has been produced to assist country offices in donor mapping and resource transfers and in multilateral funding messaging.
Challenges faced in implementation

An overarching challenge is to ensure that the Multilateral Visibility Strategy is adopted throughout the organisation, at all levels, and embedded in the day-to-day communications, outreach and advocacy activities. The impact of the multilateral visibility requires long-term investments to achieve tangible changes in donor behaviour as well as positive public reception. WFP will continue to implement its newly adopted communication and reporting tools to share examples and best practices including those emanating from crises, to promote awareness on benefits on flexible funding in line with Multilateral Visibility Strategy.
Next step to advance implementation in 2017

In line with the programmatic and financial architectural changes under the IRM, from 2017 onward WFP will be able to demonstrate increased efficiency and improved delivery and assistance to beneficiaries resulting from multilateral contributions in a more granular manner – through the Country Strategic Plans (CSP) and Country Portfolio Budgets (CPB). In addition, in line with commitments under the Grand Bargain, WFP strives to provide visibility for multilateral contributions in order to promote Good Humanitarian Donorship. In 2017, this will consist of constant development and dissemination of donor-oriented communications products, as well as regular reporting and feedback on impact and reach of WFP's efforts.
If you had one message for the annual report on what is most needed to advance the transformation 'Finance outcomes, not fragmentation: shift from funding to financing', what would it be

Flexible contributions need to be promoted and advocated by the humanitarian community whenever opportunities arise – including through dissemination of communications materials through social and traditional media. This is crucial given that visibility of multilateral contributions that highlight the impact of flexible un-earmarked funding is important and appreciated by donor governments.
Specific initiatives

☑Grand Bargain

5E

Diversify the resource base and increase cost-efficiency

Individual Commitment

Commitment
Commitment Type
Core Responsibility

As part of the Financial Framework Review (FFR), WFP will improve comparability and reporting along the harmonised cost classification of other UN entities; WFP will also consider the adoption of the harmonised cost classification model, as agreed with the Executive Board during the Rate Review of the Indirect Support Costs (ISC) in 2015. In the intermittent, WFP will highlight through the Management Plan the "management" costs based on the proxy definition adopted by the HLCM.
Financial
Invest in Humanity

Through its Financial Framework Review, Cost Excellence work and engagement with IATI, WFP will remain committed to improving transparency and comparability and maximizing the results from every dollar.
Operational
Invest in Humanity

WFP commits to implement the commitments agreed in Grand Bargain.
Operational
Invest in Humanity

WFP will advocate for a more cohesive offering of common supply chain services to reduce competition and foster greater cooperation among UN agencies, NGOs and local partners.
Partnership
Invest in Humanity

WFP will continue to develop transparent and harmonized reporting from its leading position in IATA's transparency index.
Operational
Invest in Humanity

WFP will establish new partnership agreements to enhance the complementarity of operational activities.
Partnership
Invest in Humanity

WFP will expand its offer of services to an increasing numbers of partners in view of continuing to optimize beneficiary experience and assistance delivered.
Partnership
Invest in Humanity

WFP will optimise transparency and access to data and information through open source technology to facilitate information exchange and so reduce the burden of individual tailored formal reporting.
Operational
Invest in Humanity

WFP will provide its expertise in natural resource efficiency to UN partners on a cost-recovery or fee charging basis and to scale up efforts in natural resource efficiency, including implementing an Environmental Management System (EMS).
Operational
Invest in Humanity

WFP will reduce duplication and management costs through maximizing efficiencies in procurement by increasing shared procurement of commonly required goods and services.
Operational
Invest in Humanity

WFP will review its usage in the top ten countries of operation and identify areas to scale up efficiency through greening policies.
Operational
Invest in Humanity

WFP will use its common supply chain service platform to consolidate the needs of the humanitarian community in transport, storage, and other services, as well as streamlining humanitarian financial transactions, thus saving crucial time and resources.
Operational
Invest in Humanity

WFP will use the latest proven methods and technologies to collect, analyse and disseminate its food security data and reports as global public goods. WFP's food security products, analytical methods and instruments are publically available and food security monitoring data is also made available through OCHA's Humanitarian Data Exchange, an open platform for sharing data.
Operational
Invest in Humanity

WFP will work with partners to establish standards for reporting on common outcomes as part of the effort to reduce granular and individual donor reporting.
Financial
Invest in Humanity

WFP will work with UN partners to establish common partner agreements and reporting formats to reduce the transaction costs to partner organisations and enhance monitoring.
Financial
Invest in Humanity

Core Commitment

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

Commit to promote and increase predictable, multi-year, unearmarked, collaborative and flexible humanitarian funding toward greater efficiency, effectiveness, transparency and accountability of humanitarian action for affected people.
Invest in Humanity

What led your organization to make the commitment?

This commitment is related to efforts already underway to seek new ways of reducing costs and improving efficiency. For example, WFP’s Financial Framework Review (FFR) seeks to provide greater comparability between WFP’s financial system and those of other UN organizations. The 2016 Annual Partnership Consultation with NGO partners identified where WFP capacity strengthening could benefit partners and an action plan for increased WFP investments was agreed on. WFP has also committed to making local retail and transport sectors more efficient resulting in lower food prices, increased purchases from local producers, and capacity strengthening across sectors.
Achievements at a glance

WFP’s Cost Excellence Initiative identified Programme Support and Administrative (PSA) savings of USD 3.8 million in 2015 which were reinvested in priority areas, and are expected to yield savings of USD 6.2 million in 2017. Supply chain capacity-strengthening efforts have also reduced retail prices, transport costs and increased purchases from smallholder farmers in 6 countries, while WFP has achieved 97 percent compliance with International Aid Transparency Initiative (IATI) standards.
How is your organization assessing progress

Through the Cost Excellence Initiative, progress is determined by generating savings and improvements in processes and service delivery. In addition, a partnership action plan is an integral part of the Country Strategic Review process, allowing country offices to articulate capacity-strengthening plans. Progress will be monitored through the corporate monitoring and evaluation framework. Lessons from Financial Framework Review (FFR) pilots will help to capture lessons learned before the FFR’s roll-out in all country offices in 2018.
Challenges faced in implementation

Challenges range from the limited buy-in of stakeholders, availability of resources, compliance with an ambitious timeframe for implementation, organizational readiness (including capacity), process knowledge and technical skills. While efforts to address these challenges are ongoing, WFP continues to find it challenging to report on a QCPR indicator related to capacity development because its financial systems have not permitted it. Going forward, the new financial framework is expected to resolve this.
Next step to advance implementation in 2017

Process optimization work will continue throughout 2017, including the development of a self-service platform to improve travel planning. The FFR will be implemented in up to 16 countries in 2017 with full roll-out in 2018 and country offices are considering strategic capacity-strengthening investment opportunities as they engage in the Country Strategic Plan (CSP) roll-out. WFP is part of an inter-agency working group analysing how to establish a standard for reporting on common outcomes. Moreover, WFP is creating a supply chain capacity-strengthening plan involving local private sector and governments, and WFP will expand Environmental Management System and introduce environmental sustainability policies.
If you had one message for the annual report on what is most needed to advance the transformation 'Diversify the resource base and increase cost-efficiency', what would it be

Process improvements for increased efficiency will require continuing momentum with management and staff accountability for the changes that need to be made.

Annual Report Details

United Nations World Food Programme (WFP)

You are here

Error message

Register Commitments

Self Report 2017

1B Act early

Individual Commitment

Core Commitment

What led your organization to make the commitment?

Achievements at a glance

How is your organization assessing progress

Challenges faced in implementation

Next step to advance implementation in 2017

If you had one message for the annual report on what is most needed to advance the transformation 'Act early', what would it be

Other related Agenda for Humanity transformations

1C Remain engaged and invest in stability

Individual Commitment

Core Commitment

What led your organization to make the commitment?

Achievements at a glance

How is your organization assessing progress

Challenges faced in implementation

Next step to advance implementation in 2017

If you had one message for the annual report on what is most needed to advance the transformation 'Remain engaged and invest in stability', what would it be

Specific initiatives

2A Respect and protect civilians and civilian objects in the conduct of hostilities

Individual Commitment

Core Commitment

What led your organization to make the commitment?

Achievements at a glance

How is your organization assessing progress

Challenges faced in implementation

Next step to advance implementation in 2017

If you had one message for the annual report on what is most needed to advance the transformation 'Respect and protect civilians and civilian objects in the conduct of hostilities', what would it be

Other related Agenda for Humanity transformations

2B Ensure full access to and protection of the humanitarian and medical missions

Individual Commitment

Core Commitment

What led your organization to make the commitment?

Achievements at a glance

How is your organization assessing progress

Challenges faced in implementation

Next step to advance implementation in 2017

If you had one message for the annual report on what is most needed to advance the transformation 'Ensure full access to and protection of the humanitarian and medical missions', what would it be

Cross cutting issues

2D Take concrete steps to improve compliance and accountability

Individual Commitment

Core Commitment

What led your organization to make the commitment?

Achievements at a glance

How is your organization assessing progress

Challenges faced in implementation

Next step to advance implementation in 2017

If you had one message for the annual report on what is most needed to advance the transformation 'Take concrete steps to improve compliance and accountability', what would it be

Cross cutting issues

Other related Agenda for Humanity transformations

3A Reduce and address displacement

Individual Commitment

Core Commitment

What led your organization to make the commitment?

Achievements at a glance

How is your organization assessing progress

Challenges faced in implementation

Next step to advance implementation in 2017

If you had one message for the annual report on what is most needed to advance the transformation 'Reduce and address displacement', what would it be

Cross cutting issues

3D Empower and protect women and girls

Individual Commitment

Core Commitment

What led your organization to make the commitment?

Achievements at a glance

How is your organization assessing progress

Challenges faced in implementation

Next step to advance implementation in 2017

If you had one message for the annual report on what is most needed to advance the transformation 'Empower and protect women and girls', what would it be

Cross cutting issues

3E Eliminate gaps in education for children, adolescents and young people

Individual Commitment

What led your organization to make the commitment?

1B

Act early

1C

Remain engaged and invest in stability

2A

Respect and protect civilians and civilian objects in the conduct of hostilities

2B

Ensure full access to and protection of the humanitarian and medical missions

2D

Take concrete steps to improve compliance and accountability

3A

Reduce and address displacement

3D

Empower and protect women and girls

3E

Eliminate gaps in education for children, adolescents and young people

3F

Enable adolescents and young people to be agents of positive transformation

3G

Address other groups or minorities in crisis settings

4A

Reinforce, do not replace, national and local systems

4B

Anticipate, do not wait, for crises

4C

Deliver collective outcomes: transcend humanitarian-development divides

5A

Invest in local capacities

5B

Invest according to risk