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Self Report 2018

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

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

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

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


    • Operational
    • Leave No One Behind
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    Catholic Relief Services (CRS) has multiple programs that support employment, education and leadership for youth.   One example is CRS' YouthBuild programming in Latin America and the Caribbean that has graduated more than 7,000 students (these are cumulative figures) in Honduras, El Salvador, Nicaraugua and Guatemala. About 80 percent of them found work, started a business or went back to school. 

    CRS also continued to support programming focused on engaging youth in preparedness and Disaster Risk Reduction through Youth Emergency Action Committees (YEACs) in Grenada, St Lucia and Jamaica.  Trained over 292 YEAC members in disaster preparedness and mitigation.   5,616 community members participated in preparedness and DRR activities, 197 youth passed final exams or received certificates in emergency response topics. 

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    CRS can share evaluation reports of these programs and more information upon request.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Data and analysis
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    • Strengthening national/local systems
    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    • Expansion of the use of the YouthBuild model into other regions, including Africa. 
    • CRS wil expand the existing network of 17 YEACs to include 6 additional YEACs and reach over 4,400 additional community members with activities designed to a) strengthen emergency response skills; b) create community center and household diaster response plans; c) raise community awareness; d) leadership training; and e) linking YEACs to national response mechanisms. 

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    CRS developed a Cognitive Behavioral Therapy (CBT) curriculum for youth called “I Am Ready!”.   Currently piloting in Central America and with inmates in several of El Salvador´s prisons.  One expected outcome is an increase in the person’s ability to manage intra/inter-personal relationships, specifically looking at rage/anger and aggression in highly violent contexts.

    Keywords

    Community resilience, Disaster Risk Reduction, Youth

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

    Joint Commitments (3)

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

    Partners: CaLP Cash Learning Partnership

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


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

    Partners: United States Conference of Catholic Bishops

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


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

    Partners: United States Conference of Catholic Bishops

    Individual Commitments (5)

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

    Core Commitments (5)

    • Commitment
    • Core Responsibility
    • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
    • Change People's Lives: From Delivering Aid to Ending Need
    • Commit to reinforce national and local leadership and capacities in managing disaster and climate-related risks through strengthened preparedness and predictable response and recovery arrangements.
    • Change People's Lives: From Delivering Aid to Ending Need
    • Commit to increase investment in building community resilience as a critical first line of response, with the full and effective participation of women.
    • Change People's Lives: From Delivering Aid to Ending Need
    • Commit to increase substantially and diversify global support and share of resources for humanitarian assistance aimed to address the differentiated needs of populations affected by humanitarian crises in fragile situations and complex emergencies, including increasing cash-based programming in situations where relevant.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    • Commit to empower national and local humanitarian action by increasing the share of financing accessible to local and national humanitarian actors and supporting the enhancement of their national delivery systems, capacities and preparedness planning.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    Strengthening national/local leadership and systems

    Catholic Relief Services (CRS) total amount of humanitarian funding in Financial Year 2017[1] was $425,855,014 USD.  Out of this total, $56,945,880[2] was directly sub-granted to local and national responders in 62 different countries for humanitarian response activities equaling 13% of CRS’ total humanitarian funding.

    [1] FY2017 = 1 October 2016 – 30 September 2017

    [2] This figure does not include additional allocations to partners for humanitarian response to cover project labor and materials: $73,734,208 or food, other commodities and in-kind: $110,704,549 (these two financial figures are inclusive of funding towards both national and international partners as our financial systems are not able to disaggregate these figures at this time.)

    Cash-based programming

    • Catholic Relief Services (CRS) provided $72.6m in cash-based assistance (transfer value only of cash/ vouchers) in 42 countries in FY2017 (October 2016-September 2017)
    • Our cash preparedness work aims for country programs to be able to a) identify the most appropriate response; b) quickly deploy cash responses; and c) manage these transfers effectively using a Cash and Asset Transfer platform (CAT).  

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • CRS supported a total of 1,990 partners[1] (1,661 NGOs, 99 private institutions/businesses, 230 public institutions/government agencies) in 86 different countries for both development and humanitarian funding.  This total includes 364 partners for humanitarian response inclusive of 339 local/national organizations. [Note:1] This figures includes local/national and international partners.
    • Carry out internal reviews of CRS’ own response analysis process, to identify successes and challenges; this will lead us to being able to measure the frequency with which cash is used (or not used) when appropriate.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Funding amounts
    • Information management/tools
    B. How are these challenges impacting achievement of this transformation?

    1. Maintaining transformative partnerships require multi-year resources.  Limited and short term resources has a negative impact on progress and the ability to strengthen multiple partnerships across geographical regions. 

    2. Both CRS and partners experience staff turnover and a regular need on the part of CRS to strengthen our own staff capacity for effective partnering.

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

    • Complete/disseminate learning from 3 year humanitarian capacity strengthening project that is supporting 41 local/national local faith actors in India, Indonesia, Lebanon and Jordan.
    • Implement 5 multi-year capacity strengthening projects in Africa, East-South Asia, Middle East, the Caribbean, South America and Haiti, supporting over 140 local/national organizations.
    • Build cash-readiness activities in 2-3 additional countries for CRS and local partner staff.
    • Secure funding for the Collaborative Cash Delivery (CCD) platform, to enable it to serve the field at scale.
    • Continued markets and cash technical assistance to the Global Shelter Cluster.
    • Identify research opportunities to improve evidence base around cash and sectors.
    • Revision of MARKit (CRS Market Assessment Tools), based on recommendations from mentorship activities and field teams.

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    • Go deeper instead of broader with trainings/capacity building.  Focus on a few topics to ensure institutionalization of learning.
    • Accompaniment (job shadowing, coaching and mentoring and communities of practice) is often the preferred/most effective modality of capacity strengthening support for local/national organizations and goes hand-in-hand with strengthening organizational capabilities.
    • Investing in cash-readiness/providing follow-up from our global team, has been successful in building local capacity for CTP quickly/at scale.
    • TA to the Global Shelter Cluster provided immediate results, including promoting the use of markets/cash within the shelter response in Bangladesh.
    • Our internal response analysis enables the identification of barriers to using the most appropriate modality.

    Keywords

    Cash, Local action

  • 4B
    Anticipate, do not wait, for crises

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

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


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

    Core Commitments (2)

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

    1. Designing Disaster Risk Reduction community-led processes for long-term resilience.
    2. Catholic Relief Services (CRS), Catholic Agency for Overseas Development (CAFOD), Caritas Australia and Trócaire work through common local partners for capacity building for community-led disaster risk management to build resilience.
    3. Linking communities and local actors/ authorities through joint training and sharing disaster risk management plans for collaborative implementation.

    Keywords

    Community resilience

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

    Individual Commitments (1)

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

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
    • Change People's Lives: From Delivering Aid to Ending Need
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

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

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Buy-in
    • Field conditions, including insecurity and access
    • Multi-stakeholder coordination
    B. How are these challenges impacting achievement of this transformation?

    • The early de-activation of clusters – assessments needed for national capacity for recovery coordination, as capacity strengthening from clusters focused on emergency response.
    • Fluid government, multiple elections, restructuring.
    • Encouraging recovery and emergency actors to work together on DRR.
    • Maintaining an owner-drive approach while supporting the most vulnerable households to rebuild safer.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    • Government and national partners’ capacity built to maintain information systems to monitor effectiveness of reconstruction efforts.
    • National partners provided opportunities to share their experiences with NGOs across the region.
    • Collaborative research, guidance and planning with government, donors, and partners on impact of the response on vulnerable populations and risk reduction.

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

    • Formalised reporting and sharing of assessment data for joint analysis and collective decision making.
    • Increase the time frame, quality and coverage of technical assistance.
    • Provide evidence of the value and impact of coordination to engage donors in long-term funding for implementation in year 3 and 4 of reconstruction.

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    • Joint research facilitating humanitarian and development partner collaboration.
    • Facilitating development of technical guidance by national partners and government with input from international experts.
    • NGO-led recovery platform is collaborative with implementers driving the agenda.
    • Integration and capacity building of key national NGOs to take leadership roles in coordination bodies.

    Keywords

    Community resilience, Disaster Risk Reduction, Humanitarian-development nexus

  • 5A
    Invest in local capacities

    Individual Commitments (2)

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

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to empower national and local humanitarian action by increasing the share of financing accessible to local and national humanitarian actors and supporting the enhancement of their national delivery systems, capacities and preparedness planning.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    Direct funding to national/local actors

    Catholic Relief Services (CRS) total amount of humanitarian funding in Financial Year (FY) 2017[1] was $425,855,014 USD.  Out of this total, $56,945,880[2] was directly sub-granted to local and national responders in 62 different countries for humanitarian response activities equaling 13% of CRS’ total humanitarian funding. Further % disaggregation of this amount is the following:

    1. Directly = $20,163,988 was directly sub-granted to local and national responders from CRS’ private donations, constituting 5% of CRS’ total FY17 humanitarian funding.
    2. Pooled Funds = $383,695 was sub-granted to local and national responders through pooled funds, namely the ‘START Fund’.  This constitutes 0.1% of CRS’ total FY17 humanitarian funding
    3. Single Intermediary = $36,398,197 was sub-granted to local and national responders through a single intermediary.  This constitutes 9% of CRS’ total FY17 humanitarian funding

    [1] FY2017 = 1 October 2016 – 30 September 2017

    [2] This figure does not include additional allocations to partners for humanitarian response to cover project labor and materials: $73,734,208 or food, other commodities and in-kind: $110,704,549 (these two financial figures are inclusive of funding towards both national and international partners as our financial systems are not able to disaggregate these figures at this time.)

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    Use of the Partnership Scorecard – a tool designed to monitor the health of the relationship between partnering institutions.  

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Data and analysis
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • Human resources/capacity
    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    • Engaging with CRS Finance to define a Partnership and Capacity Strengthening (P/CS) category and related expenditures within the financial reporting systems, to make it easier to track exact amounts of funding being directly spent on CRS’ capacity strengthening efforts globally.
    • Streamlining/consolidating capacity assessment tools and promoting flexibility in use based on context/type of partnership.

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    • Remote capacity strengthening can be strengthened through the use of social media platforms, particularly WhatsApp, for regular communication and follow-up.
    • Signing of Memoranda of Understanding (MoUs) between INGOs and local/national organizations at the beginning of a partnership and/or capacity strengthening project is critical to define clear roles/responsibilities of each party.

    Keywords

    Local action

  • 5B
    Invest according to risk

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to invest in risk management, preparedness and crisis prevention capacity to build the resilience of vulnerable and affected people.
    • Invest in Humanity
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    • Catholic Relief Services (CRS) supported a total of 1,990 partners[1] (1,661 NGOs, 99 private institutions/businesses, 230 public institutions/government agencies) in 86 different countries for both development and humanitarian funding.  This total includes 364 partners for humanitarian response inclusive of 25 international organizations and 339 local/national organizations; 
    • Directly reached 396,323 individuals with CRS’ capacity strengthening activities, including institutional strengthening, accompaniment and capacity building and indirectly reached 7,245,520 individuals with capacity strengthening efforts.

    [1] This figures includes local/national and international partners.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    Measuring indicators focused on measuring changes in organizational and individual capacity in emergency response and recovery.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Funding amounts
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • Multi-stakeholder coordination
    B. How are these challenges impacting achievement of this transformation?

    • It is challenging to commit to accompaniment in the long term given limited and short term funding.
    • Inability to focus on preparedness in high risk countries due to lack of funding.  Funding often available only during recovery.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    • Implementation of 5 multi-year, multi-country humanitarian specific capacity strengthening projects in Africa, East-South Asia, Middle East, the Caribbean, South America and Haiti, supporting over 140 local/national organizations
    • Streamlining/consolidating capacity assessment tools and promoting flexibility in use based on context/type of partnership (organizational capacity assessment, sub recipient financial management assessment, Caritas Management Standards assessment).
    • Complete and disseminate learning from the final evaluation of a humanitarian capacity strengthening project that is supporting 41 local/national local faith actors in India, Indonesia, Lebanon and Jordan.

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    • Organizing networking events for local/national organizations is an effective way of creating linkages and opportunities for possible collaboration during future emergency responses which can generate opportunities for greater geographic coverage, coordination and aid across cultural, ethnic and spiritual divides. 

    Keywords

    Local action

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

    Individual Commitments (2)

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

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to enable coherent financing that avoids fragmentation by supporting collective outcomes over multiple years, supporting those with demonstrated comparative advantage to deliver in context.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    CRS is leading a START network consortium for replica insurance in Senegal – see attachment for further details on ARC Replica: 

    Keywords

    Disaster Risk Reduction

Attachments

  • WHS Commitments Attachments
    Transformation - 5B, 5D | Disaster Risk Reduction