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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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  • 1B
    Act early

    Individual Commitments (2)

    • 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 Commitments (2)

    • 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
    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.

    The World Food Programme (WFP) co-chairs the Inter-Agency Standing Committee (IASC) Reference Group on Risk, Early Warning and Preparedness. Highlights from 2017 include the (United Nations Office for the Coordination of Humanitarian Affairs) OCHA-led Emergency Response Preparedness (ERP) being implemented in 62 countries and 17 countries are planning to start using the ERP approach.

    This signifies a 26% increase in priority countries using the ERP approach. The reference group also produced its bi-annual Early Warning, Early Action and Readiness Analysis, which highlights the most serious risks where a significant increase in humanitarian needs is projected during the next six months and where additional inter-agency preparedness action may be required. The last meeting identified 31 risks to monitor in the coming months, with the most serious highlighted to the Emergency Directors Group and the IASC.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Other: The IASC Reference Group on Risk, Early Warning and Preparedness prepares annual progress reports that measures achievements in three output areas.
    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    The last meeting of the IASC Reference Group on Risk, Early Warning and Preparedness identified 31 risks to monitor during the coming months, with the most serious highlighted to the Emergency Directors Group and the IASC.

    Keywords

    Disaster Risk Reduction

  • 1C
    Remain engaged and invest in stability

    Joint Commitments (1)

    • Commitment
    • 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.


    • Policy
    • Political Leadership to Prevent and End Conflicts

    Partners: International Alert, CDA Collaborative Learning Projects, Peace Direct, Conciliation Resources, Human Appeal, American Friends Service Committee (AFSC), World Vision International, 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

    Individual Commitments (2)

    • 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 Commitments (3)

    • 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
    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.

    The World Food Programme (WFP) has undertaken conflict-sensitive programming and used food assistance to contribute toward peace in a number of settings, including Afghanistan, Colombia, South Sudan and Kyrgyzstan, among others. These programmes are being documented and used as case studies to inform additional country offices of the approach, challenges and successes for WFP to not only ensure its programmes are conflict-sensitive, but also contribute to peace and reconciliation amongst communities as appropriate. 

    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?

    WFP is working to establish a broader evidence base between conflict and hunger, to understand the relation between food and security, and based upon this evidence, develop a set of indicators to measure its contribution to peace. 

    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.
    B. How are these challenges impacting achievement of this transformation?

    The cyclical nature of crises - i.e. that countries which have recently experienced conflict are prone to relapse - is an external challenge. However, WFP is exploring ways to work in partnership across the humanitarian-development-peace nexus to deliver joint programmes with collective outcomes to establish and maintain stability in post-conflict settings. 

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

    WFP is seeking partnerships with research institutes, sister agencies and NGOs to better partner for stability and peace.

    Keywords

    Humanitarian-development nexus

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

    Individual Commitments (1)

    • 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 Commitments (1)

    • 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
    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.

    The World Food Programme (WFP) has established a technical access cell and a Director's Group on Access to address situations where access is limited and actors on the ground must negotiate with non-state armed groups.

    WFP also continues to support the Centre for Competence in Humanitarian Negotiations, a joint initiative of WFP, the Office of the United Nations High Commissioner for Refugees (UNHCR), Médecins Sans Frontières (MSF), the International Committee of the Red Cross (ICRC), and the Centre for Humanitarian Dialogue.

    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?

    The Centre for Competence in Humanitarian Negotiation reviews its activities during its Annual Meeting.

    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.
    • Other: The protracted nature of crises is creating an increased demand for negotiations, requiring additional staff capacity to secure and maintain access.
    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    WFP is seeking partnership with other agencies via the Centre of Competence on Humanitarian Negotiation to ensure it has the skills needed to secure and maintain access. 

    Keywords

    Protection

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

    Individual Commitments (4)

    • 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 Commitments (2)

    • 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
    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.

    The World Food Programme (WFP) continued to support the Centre for Competence in Humanitarian Negotiation, including through the provision of a Senior Advisor, and provided United Nations (UN) common services, such as the UN Humanitarian Air Service (UNHAS) and logistics, that contributed to humanitarian access in some of the most severe humanitarian crises, including Yemen, South Sudan and Somalia.

    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?

    WFP reports on UNHAS and logistics activities in its Annual Performance Report, and the Centre for Competence in Humanitarian Negotiation reviews its activities during its Annual Meeting.

    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.
    • Other: The protracted nature of crises is creating an increased demand for negotiations, requiring additional staff capacity to secure and maintain access.
    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    WFP is seeking partnership with other agencies via the Centre of Competence on Humanitarian Negotiation to ensure it has the skills needed to secure and maintain access. 

    Keywords

    Protection

  • 2D
    Take concrete steps to improve compliance and accountability

    Individual Commitments (4)

    • 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 Commitments (4)

    • 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
    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.

    Gender-based violence prevention and response

    In 2017, as part of efforts to enhance the inclusiveness of its assistance, including men and boys, the World Food Programme (WFP) held various gender sensitization programmes in assisted communities which included refugees, internally displaced people in L3 and L2 emergencies (Level 3 and Level 2); and provided nutrition sensitization to male parents and caregivers under children nutrition programmes.

    WFP also created a training of trainers on masculinity that led to 46 WFP staff being equipped to teach staff and partners in the Middle East and North Africa and Southern Africa regions. Gender sensitisation continues to be mainstreamed within WFP, with for instance the movement “WFP Men Stand for Gender Equality” managing to increase its membership from over 600 to 1,600 male employees in 2017.

    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?

    WFP Country Offices have been regularly reporting on the progress of WFP gender sensitization activities and a strategy to expand the Masculinities training to include all WFP Country Offices is under development as of the end of 2017 – starting with the exploration of an online Masculinities training. 

    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.
    • Other: Resourcing challenges have slowed progress in scaling up the Masculinities training of trainers programme, as well as the roll out of online trainings.
    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    As a next step, an annual work plan to coordinate and run various activities by "Men Stand for Gender Equality" as well as the continuation of staff training on Masculinities is envisaged for 2018.

    Keywords

    Gender

  • 3A
    Reduce and address displacement

    Individual Commitments (6)

    • 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 Commitments (5)

    • 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
    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.

    IDPs (due to conflict, violence, and disaster)

    The World Food Programme (WFP) has continued engagement with the Office of the United Nations High Commissioner for Refugees (UNHCR) in 2017 and has also increased its collaboration with the International Organization for Migration (IOM) to assist internally displaced persons.

    In 2017, WFP launched a joint strategy with UNHCR on promoting self-reliance for refugee populations, and on working to assist refugees in protracted situations through livelihood activities. WFP has also actively engaged at an inter-agency level, including in the Global Migration Group and in negotiations of the Global Compact for Migration and Global Compact on Refugees.

    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?

    WFP continues to monitor the root causes and drivers of migration to provide assistance when and where needed. In 2017 WFP actively monitored self-reliance activities in a number of countries, including Afghanistan, Chad, Uganda and Mozambique, in order to document best practices.

    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.
    B. How are these challenges impacting achievement of this transformation?

    Factors such as conflict and climate change are continuing to force people from their homes, increasing the global number of migrants, displaced persons and refugees.

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

    WFP is working to ensure that among other agencies mandated with addressing the needs of dipslaced persons, data is available and shared to encourage joint programming.

    Keywords

    Displacement, Migrants

  • 3D
    Empower and protect women and girls

    Individual Commitments (9)

    • 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 Commitments (4)

    • 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
    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.

    Gender transformative programming was reflected in the World Food Programme's (WFP’s) transition to its Integrated Road Map (IRM) framework, with gender mainstreamed into 86% of its approved Country Strategic Plans (CSP).

    As an active member of the Inter-Agency Standing Committee (IASC) GenCap Steering Committee, WFP played an instrumental role in finalising the design of the IASC’s new Gender and Age Marker and adapting it to the IRM framework.

    In the Rohingya Response, WFP successfully implemented its Enhancing Food Security and Nutrition livelihoods programme for the poorest women in host communities, a school feeding programme in host communities and refugee camps and cash transfers (e-vouchers) to more than 700,000 refugees.

    A Boston Consulting Group (BCG) study on WFP’s programmes in Lebanon and Jordan found that women continued to lead on purchasing decisions. The evaluation of the Humanitarian Protection Policy generated recommendations to strengthen the integration of protection and Accountability to Affected Populations into WFP’s programmes and processes.

    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    In 2017 Country Offices developed Gender Action Plans, which guided gender mainstreaming (including a gender-based violence focus) in country-level programming. At the corporate level, the implementation of the Gender Action Plan (GAP) constitutes WFP’s accountability framework for gender mainstreaming, gender equality and women’s empowerment. 

    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
    • Other: Despite progress, it will take time to equip all WFP/partner staff with full gender awareness/sensitivity and encourage them to be active agents of social/societial changes
    B. How are these challenges impacting achievement of this transformation?

    Given that cash can be spent flexibly, it is more difficult for WFP to monitor for the use of the cash compared to vouchers.  However, studies and monitoring enable WFP to gauge the degree of women's equal access to cash transfers.

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

    In 2018, WFP country offices will gradually enroll in the Gender Transformative Programme (GTP) (launched in 2017), and efforts to meet the new UNSWAP 2.0 (UN System-wide Action Plan on Gender Equality and Empowerment of Women) set of performance indicators will also be deployed.

    All WFP Country Strategic Plans will be assessed and scored in accordance with the new Inter-Agency Standing Committee Gender and Age Marker, and WFP intends to continue with operational research and regular monitoring to ensure continued equal access by women to cash transfers.

    Keywords

    Gender

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

    Individual Commitments (3)

    • 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
    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.

    The World Food Programme (WFP) commissioned a review of its school meals programmes in emergency contexts, which was completed in 2017. The study provides insights and strategic recommendations for school meals in emergency contexts. In 2017 WFP also built capacities of approximately 60 governments to scale up school meals activities, including in hard-to-reach areas and protracted crisis areas.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Other: WFP's corporate monitoring framework includes outcome indicators on school enrollment, attendance and retention in schools where WFP provides school meals, including protracted crisis areas/emergencies.
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    WFP conducted an internal global evaluation of the 2013 School Feeding Policy (results available in 2018) and will inform an update of the School Feeding Policy, and commissioned impact evaluations of school feeding in four emergency contexts (Syria, Niger, Democratic Republic of Congo (DRC), Lebanon) to better understand what works and does not work in emergencies or protracted crises.

    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
    B. How are these challenges impacting achievement of this transformation?

    Lack of stable and long-term funding for school meals programmes in general and a lack of attention to education in crises in particular continue to be a roadblock to support education in emergencies. Possible areas for improvement include introducing a greater focus on children's needs in the areas of food and nutrition security and education.

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

    WFP will continue its engagement with the Global Education Cluster and various stakeholders. It will strengthen its approach to school feeding in emergencies on the basis of the study and impact evaluations conducted in 2017.

    Keywords

    Education

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

    Individual Commitments (1)

    • 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
    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.

    In several countries, the World Food Programme (WFP) targets adolescents and young adults with specific school feeding programmes or vocational training programmes. In Malawi, for instance, WFP works with the United Nations Children's Fund (UNICEF) and the United Nations Population Fund (UNFPA) to support adolescent girls' education and health. In Iraq and Lebanon, WFP supports young Syrian refugees to acquire the hard and soft skills needed to find work as online IT freelancers.

    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?

    WFP's corporate monitoring framework measures the number of direct beneficiaries and participants of all activities (including school feeding activities and food-assistance-for-training activities) per age, according to the following categories: 0-5 months; 6-23 months; 2-5 years; 5-18 years; 18 plus.

    Keywords

    Displacement, Education, Youth

  • 3G
    Address other groups or minorities in crisis settings

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP signs to the Charter on Inclusion of Persons with Disabilities in Humanitarian Action.
    • Policy
    • 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.

    The World Food Programme (WFP) has produced guidance on protection and accountability to affected populations, ensuring that the voices of disabled persons are included in programme design and monitoring.

    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?

    Key indicators around Accountability to Affected Populations are included in WFP's new Corporate Results Framework, ensuring that Country Offices are actively reporting on the concerns of assisted communities and WFP's response. This includes prioritizing the disabled.

    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
    • Other: Despite ongoing efforts and progress, WFP requires additional resources to address the needs and concerns of disabled persons.
    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    WFP has received commitments from Member States to provide secondees of experts on persons with disabilities, and is working to finalize related guidance, complementing existing guidance on protection and Accountability to Affected Populations.

    Keywords

    Disability, Protection

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

    Individual Commitments (18)

    • 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 Commitments (6)

    • 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
    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.

    Other-4A

    In 2017, the World Food Programme (WFP) supported Turkey’s emergency safety net to over 1 million refugees and assisted Somalia and Malawi (partnering with the European Civil Protection and Humanitarian Aid Operations (ECHO), World Bank, United Nations Children's Fund (UNICEF) and others) to build national beneficiary registries and payment systems to strengthen shock-resistant safety nets.

    In 2017, WFP helped more than 9 million food insecure people affected by climate-related disasters in the Caribbean, Horn of Africa and South Asia, and addressed urbanization trends through increased dialogue in the World Urban Forum and collaboration with actors including the United Nations Development Programme (UNDP) and the United Nations Human Settlements Programme (UN-Habitat).

    Through its new Climate Change Policy, WFP worked on seven long-term partnership agreements with external partners and a Disaster Risk Resilience Technical Roster of some 250 experts.

    The R4 Rural Resilience Initiative established new partnerships with 11 insurance and microfinance institutions in Kenya and Ethiopia.

    In cooperation with the International Federation of Red Cross and Red Crescent Societies (IFRC), UNICEF and UNDP/OCHA (the United Nations Office for the Coordination of Humanitarian Affairs), WFP worked in the One Billion Coalition for Resilience.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Other: WFP’s Strategic Plan (2017-2021) includes a Strategic Result and related indicators on country capacity strengthening.
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    WFP is partnering with IFRC to design a monitoring framework for its joint Capacity Strengthening Initiative in four pilot countries – including in cash-based transfers, and is monitoring other capacity reinforcing measures, such as the Three-Pronged Approach (3PA), which reinforces capacities of national partners. 

    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
    • Other: Accurate vulnerability assessments, registration of beneficiaries and monitoring and evaluation remain challenges to the effectiveness of national social safety nets.
    B. How are these challenges impacting achievement of this transformation?

    WFP assesses the possibility to use an existing government-led safety net and channel assistance through this safety net on a case-by-case basis. Not only technical parameters influence this assessment, but also the political will of the national governments and international donors. Regardless of the context, some donors and national governments prefer one modality over another.

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

    In 2018, WFP will roll out technical assistance and capacity building for shock-responsive social protection in selected countries and will present a new policy on urban responses to its Executive Board in June 2018.

    WFP will continue to mainstream climate and food security analyses into programmes and operations and will seek to forge partnerships/MOUs with organizations similarly keen on shock responsive social safety nets (e.g. World Bank and UNICEF).

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

    1. There is a need for donors to be more proactive in funding operational research on cash-based programming.
    2. The innovative use of technology for cash transfers means a certain amount of risk-taking; the wider cash community should be willing to allow room for reasonable risk taking.
    3. Enabling governments to establish or strengthen shock-responsive social safety nets and further the financial inclusion of those in hard to reach areas reinforces national systems rather than replacing them.

    Keywords

    Cash, Community resilience, Disaster Risk Reduction, Displacement, Local action

  • 4B
    Anticipate, do not wait, for crises

    Individual Commitments (3)

    • 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 Commitments (3)

    • 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
    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.

    The R4 Rural Resilience Initiative provided USD 6.1 million in micro-insurance protection to its participants, while supporting them to reduce their exposure to climate disasters and improve livelihoods.

    The Food Security Climate Resilience Facility (FoodSECuRE) was fast-tracked to respond early to the impacts of drought in Guatemala and Zimbabwe. The fast-track response enabled the World Food Programme (WFP) to test the forecast-based finance window of FoodSECuRE, using seasonal climate forecasts to trigger the release of resources and action before poor agricultural seasons' peak. Early action helped farmers to implement resilience-building measures to reduce the impacts of anticipated droughts and help preserve food security in its aftermath.

    WFP is a core partner of the Global Preparedness Partnership (GPP), which opened its first round of applications in 2017 for strengthening preparedness in 15 countries.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Other: WFP continued to implement programmes under the revised strategic results encompassed in the new Corporate Results Framework (2017-2021).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    The framework consists of adjusted and country-specific outcomes, and will take into account some new indicators, such as Asset Benefit Indicator (ABI) and Environmental Benefit Indicator (EBI) to align WFP’s monitoring and evaluation with its commitments made in the context of achieving Sustainable Development Goals (SDGs) 2 and 17. 

    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.
    • Other: Overall, disaster preparedness receives a low level of funding.
    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    In 2018, WFP plans to expand the R4 Rural Resilience Initiative to Zimbabwe. The Global Preparedness Partnership considered 25 applications in its first round and will begin the initial scoping process in at least six countries in 2018.

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

    Environmental restoration and natural resource management should be embedded in disaster risk management strategies and efforts. Many food-insecure households are dependent on already degraded natural ecosystems for their livelihoods and food production, but climate change will strain these environments further, affecting food security. In this context, sustainable management of natural resources provides crucial support for community efforts to adapt to climatic changes and strengthen resilience to climate shocks.

    Keywords

    Community resilience, Disaster Risk Reduction, Local action

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

    Individual Commitments (17)

    • 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 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

    The World Food Programme (WFP) led the basic needs assessment in Cox’s Bazar, remained the main data provider to the Integrated Food Security Phase Classification (IPC) exercises in 2017 and chairs the Global IPC Steering Committee. Efforts to bring cross-sectoral data sets together have started.

    WFP hosts the Food Security Information Network Secretariat, leads production of the Global Report on Food Crises and is active in the Joint Inter-Sector Agency Working Group.

    WFP is addressing urbanization through increased dialogue with the World Urban Forum and strengthened collaboration with actors including the United Nations Development Programme (UNDP) and the United Nations Human Settlements Programme (UN-Habitat).

    Faith Inspired Organisations (FIOs) met with the Executive Director in October and participated in WFP’s Annual Partnership Consultations. They are some of WFP’s largest partners in the field.

    WFP engaged a broad group of actors at a High-Level Conference on Food and Security on how the humanitarian and development systems must work toward collective outcomes for stability and peace.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Other: WFP is participating in working groups and steering committees with partners, including FIOs, to ensure that its strategies are cohesive with partners'.
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    In urban settings for instance, performance is monitored against WFP’s new Corporate Results Framework. WFP’s Innovation Accelerator in Munich also supports Sprint projects (projects that help start-ups develop prototypes) and the WFP Global Impact Challenge launched in 2017 is a key means of identifying exponential technology to help provide sustainable access to food in emergencies.

    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.
    • Other: Humanitarian access to affected populations in urban settings during conflict remains a challenge.
    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    WFP is drafting a new policy on urban responses, to be presented for approval by its Executive Board in June 2018. WFP is planning greater interaction and continued consultation with Faith Inspired Organizations (FIOs) at HQ and field levels. FIOs will participate in the 2018 Annual Partnership Consultations.

    Keywords

    Displacement, Humanitarian-development nexus, Urban

  • 5A
    Invest in local capacities

    Individual Commitments (4)

    • 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 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.

    Other-5A

    With the 2017- 2021 Strategic Plan, the World Food Programme (WFP) has embraced a ‘’Whole-of-Society” approach to zero hunger. WFP Country Offices are developing multi-year Country Strategic Plans (CSPs), which include local partners in WFP’s analysis, consultation, planning and response.

    In 2017, WFP launched a capacity strengthening initiative with the International Federation of Red Cross and Red Crescent Societies (IFRC) to jointly invest in the National Societies. WFP has invested an initial € 1.1 million in the initiative, which is being piloted in Burundi, Dominican Republic, Pakistan and Sudan. WFP hopes the initiative will serve as a catalyst for further joint investments in the capacity of national and local responders.

    The Country Strategic Planning process is the main vehicle through which WFP operationalizes capacity strengthening, and civil society capacity strengthening is a priority. The ongoing CSP roll-out provides country offices with an opportunity to re-engage and strengthen partnerships with non-governmental organizations (NGOs) and civil society actors.

    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?

    The Corporate Results Framework (CRF) lays out the results and indicators WFP will use to monitor and report on its programmes and its management performance. The framework details outcomes and outputs relating to the Strategic Plan (2017-2021) and includes indicative measures to capture management performance in terms of efficiency, effectiveness and economy.
     

    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.
    B. How are these challenges impacting achievement of this transformation?

    A considerable change in mindset is required to successfully and sustainably implement this new approach to partnerships over the longer-term. Together with partners, WFP seeks to address the challenge of sustainable resource mobilisation opportunities and an overall coherent approach to capacity strengthening and monitoring and evaluation.

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

    WFP has developed new corporate guidance for the management of NGO partnerships. The guidance will be rolled out to country offices in 2018 together with the new dedicated guidance on capacity strengthening of civil society. At the same time, WFP’s National Society capacity strengthening initiative with the IFRC continues to be implemented and opportunities for expansion are being explored.
     

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

    WFP and partners are showing the humanitarian community what localisation can look like in practice. Capacity strengthening is a key priority as WFP is moving toward longer-term, collaborative engagement with civil society partners.

    Keywords

    Local action

  • 5B
    Invest according to risk

    Individual Commitments (1)

    • 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 Commitments (2)

    • 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
    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.

    In 2017, the R4 Rural Resilience Initiative reached about 300,000 people across Ethiopia, Senegal, Malawi, Zambia and Kenya.

    Results from a vulnerability study of the Zimbabwe pilot showed that compared to the areas where no anticipatory action was taken, forecast-based financing activities led to an 11 percent rise in agricultural production value. Drought-induced increases in food insecurity were kept at 32 percent in comparison to an 86 percent increase in populations that did not benefit from the forecast-based interventions.

    Through the forecast-based finance window of the Food Security Climate Resilience Facility (FoodSECuRE) resources for early action helped 500 smallholder farmer households in each country. African Risk Capacity (ARC) Replica will be piloted in Mali, Mauritania and Senegal in 2018, based on eligibility criteria pre-determined by ARC and partners.

    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.
    • Other: Innovative risk financing mechanisms require timely investments before reaching an effective product adaptable to different contexts.
    B. How are these challenges impacting achievement of this transformation?

    Securing significant funding for the implementation and scaling-up of programmes—the R4 Rural Resilience Initiative, FoodSECuRE and ARC Replica—has been a challenge. As the ARC Replica is a new approach, extensive investment for the preparatory work to set up the operational systems, administrative framework, legal review and implementation procedures is required.

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

    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 2018, WFP's R4 Initiative will be expanded to Zimbabwe, while FoodSECuRE will work with national meteorology services in Niger, Zimbabwe and Sudan to develop forecasting and decision-making prototypes and build capacity to integrate those systems into national institutions. WFP is engaged in preparatory work for implementing the ARC Replica in 2018/19 in Mali and Mauritania.

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

    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, early action and response systems through these tools is needed.

    Keywords

    Community resilience, Disaster Risk Reduction

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

    Individual Commitments (3)

    • 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 Commitments (3)

    • 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
    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.

    Over the past seven years, the World Food Programme's (WFP’s) un-earmarked or ‘multilateral’ funding remained stable, averaging USD 415 million annually. However, during the same period, WFP’s multilateral funds decreased from 12% to 5.8% of total funding. In 2017, WFP multi-year income doubled, totalling USD 1 billion (15 percent of total funding).

    As of January 2018, confirmed multi-year contributions for 2018-2020 total USD 1 billion. In 2017, WFP reviewed donor earmarking and conditionalities to understand their effect on WFP’s ability to effectively and efficiently use funds and establish a foundation for easing some of the conditionalities imposed by donors or by WFP itself. This will inform ongoing discussions with donors.

    WFP developed a Multilateral Visibility Strategy, engaging with four key multilateral donors (Norway, Denmark, Sweden and Finland) to advocate the high value of multilateral funding and help the taxpayers understand and appreciate this support. WFP also drafted an 18-month Visibility Strategy for multilateral funds.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Other: The Multilateral Visibility Strategy allows WFP to demonstrate efficiency gains achieved through two key indicators: measuring increased awareness and the percentage of multilateral funding received.
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    WFP also measures progress by assessing its social media feedback to create visibility among key stakeholders in donor governments. With 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.

    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.
    • Other: Ensuring that the Multilateral Visibility Strategy is adopted throughout the organisation, at all levels, and embedded in day-to-day communications, outreach and advocacy activities.
    B. How are these challenges impacting achievement of this transformation?

    The impact of the Multilateral Visibility Strategy requires long-term investments to achieve tangible changes in donor behavior and positive public reception. WFP will continue to implement its newly adopted communication and reporting tools to share examples and best practices to promote awareness on benefits of flexible funding in line with the Multilateral Visibility Strategy.

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

    Rather than establishing a one-dimensional target for increasing ‘multilateral income’, WFP is engaging in strategic financing dialogue with donors along three dimensions: advocating for increased flexible funding and providing evidence of the efficiency and effectiveness it enables; stressing the need for more funding predictability and strengthening multi-year Strategic Partnership Agreements and multi-year contributions; and pursuing opportunities to improve the quality of contributions by easing conditionalities. 

    Keywords

    Quality and accountability standards

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

    Individual Commitments (15)

    • 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 Commitments (2)

    • 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
    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.

    In 2017, 12 country offices (COs) transitioned to the new country strategic planning framework and country portfolio budget structure, providing a clear line-of-sight from country activities to the Sustainable Development Goals (SDGs). All should transition by 2019.

    In Management Plans, the Programme Support and Administrative Budget has three appropriation lines: Programme Support, Regional Bureaux and COs; Programme Support, HQ; and Management and Administration, with elements in the latter as a proxy for the High-Level Committee on Management (HLCM) definition.

    WFP joined the International Aid Transparency Initiative (IATI) in August 2012. In 2017, the IATI open data publication was improved to track humanitarian activities. WFP introduced a new financial framework in 14 COs, improving resource management and transparency.

    The Norwegian Refugee Council (NRC) and WFP developed a partner reporting template used in Grand Bargain reporting pilot countries and NGO partnership guidance. Agreements are localized at country level.

    WFP adopted a policy in 2017 including Environmental Management System (EMS) development according to ISO14001 standard principles.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Other: Lessons learned are being used to assess the rollout of the new budget structure, piloted by twelve Country Offices in 2017.
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    Regarding transparency, progress has been measured through the IATI Transparency Dashboard and the Grand Bargain Transparency Dashboard. WFP has been measuring progress towards greater environmental sustainability and has commenced measuring and managing its waste and water use; WFP's Environmental Management System will build on that work, allowing it to transparently report its environmental impacts.

    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.
    • Other: Donors continue to direct funding at the activity level rather than the outcomes level (measured by WFP’s new Integrated Road Map), which limits operational flexibility.
    B. How are these challenges impacting achievement of this transformation?

    WFP’s new financial framework seeks to build donor confidence by tracking resources transparently from strategy setting to planning, budgeting and implementation and performance reporting. Ensuring organizational readiness, including capacity, process/systems knowledge and technical skills, is another identified challenge, and efforts are ongoing to ensure staff have adequate skills. 

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

    Country Offices will continue to transition to the Country Strategic Planning (CSP) and Country Portfolio Budget structure in 2018. Lessons learned will simplify the cost classification system, and WFP will launch an online portal in 2018 to enhance data accessibility and transparency to build donor confidence to reduce contribution earmarking.

    WFP will also further implement results-based management in its budgeting processes, including by directly linking performance to the SDGs. EMS implementation in Kenya will continue and an EMS for Rome HQ will commence in 2018.

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

    To reach the full potential of common partner agreements and reporting formats, it is important to promote and broaden the scope and the number of organizations involved in the Grand Bargain reporting pilot.

    Keywords

    Quality and accountability standards, Transparency / IATI