Remain engaged and invest in stability
Joint Commitments (1)
- Commitment Type
- Core Responsibility
Commits to support the realization of The Peace Promise, which is a set of five commitments to develop more effective synergies among peace, humanitarian and development actions in complex humanitarian situations in order to end human suffering by addressing the drivers of conflict.
- Political Leadership to Prevent and End Conflicts
Partners: International Alert, Peace Direct, Conciliation Resources, Human Appeal, American Friends Service Committee (AFSC), World Vision International, United Nations World Food Programme (WFP), CARE International, Alliance for Peacebuilding, Cord, Interpeace, Saferworld, Search for Common Ground, UN Secretary-General’s Envoy on Youth, UN Special Representative of the Secretary-General on Sexual Violence in Conflict, UNESCO, United Nations Department of Political Affairs, World Bank, Initiatives of Change International, Women for Women International
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.
CDA Collaborative Learning Projects is a small NGO with several decades of history working in areas of conflict and fragility. However, CDA does not directly implement international assistance projects. Instead, CDA work alongside partners in development, humanitarian and peacebuilding fields as a learning resource to help them improve the effectiveness of their policies, programs and processes. As an organization focused mainly on accompanying others in their pursuit of WHS commitments, CDA remains engaged and invests in the stability of different organizations across multiple regions so they may improve upon the conflict and fragile areas where they work.
Between 1 January - 31 December 2017, CDA has taken several steps to implement the commitments which contribute to achieving this transformation:
1. In 2017, CDA worked with International Rescue Committee and Food and Administration Office in support of their commitments made at WHS on participation and accountability. CDA conducted a study aimed at identifying factors that enable feedback utilization in programmatic decision-making within humanitarian agencies. Aspects of this work were made possible by the support of the United States State Department Bureau of Population, Refugees and Migration.
2. CDA accompanied a Conflict Sensitivity Resource Facility in South Sudan.This work is part of a longer-term learning partnership with United Kingdom's Department for International Development (DFID), Swiss Agency for Development and Cooperation (SDC), the Government of Canada, MedAir, and the International Office for Migration to enable projects in South Sudan to be more conflict sensitive and accountability-focused.
3. In 2017 CDA drafted a guidance with USAID to help Missions become more conflict sensitive.
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?
Internal learning events (brown bags, quarterly staff meetings) and post-engagement written assessments (after action reviews and 'learning loops').
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.
- Field conditions, including insecurity and access
- Funding amounts
- Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
B. How are these challenges impacting achievement of this transformation?
Concerning funding: when amounts need to be lowered, often it is activities related to quality processes (e.g. feedback, informal workshops) that are sacrificed. When funding modalities are rigid and pre-set, an organization's flexibility is limited which can jeopardize adaptation needed to meet conflict sensitivity or accountablility.standards. This interferes with organization learning and stability.
4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.
In 2018, CDA will continue to accompany international humanitarian organizations and governments providing humanitarian and development assistance so that policies, programs and processes are conflict sensitive, collect and utilize feedback, and are considered accountable and transparent in areas of conflict and fragility.
5. What steps or actions are needed to make collective progress to achieve this transformation?
In CDA's experience, engaging with difficult questions as humanitarian networks and consortia has been an extremely useful way to collectively identify and address challenges to organizational stability and learning, so affected populations can be better served in areas of conflict and fragility. Ongoing collaboration in this area would be useful.
6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.
A few examples of good practice to advance CDA's commitment to remaining engaged and investing in organizational stability in areas of conflict include: opening a CDA office in Myanmar to connect and accompany organizations committed to implementing conflict sensitive programs, providing accompaniment to the Conflict Sensitivity Resource Facility in South Sudan, and CSC-Hub membership.