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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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  • 3D
    Empower and protect women and girls

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Ensure that humanitarian programming is gender responsive.
    • 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 Director of CHS Alliance  has been a gender champion in the Geneva network since 2016. In 2017, CHS Alliance have committed to provide evidence in the CHS Alliance annual report and on our website on how CHS Alliance members are performing against the gender and diversity index which is included in the Core Humanitarian Standard self-assessment tool. The index is based on ten CHS indicators reflecting gender, age, disability and diversity, and is an average calculated on scores allocated to these indicators. CHS Alliance note the fact that the index mixes gender and diversity could be a challenge in the reporting to the gender champion network though.

    CHS Alliance have developed a dashboard system to publish individual (confidential) and aggregated (for publication) results of self-assessment reports scores, including that of the gender and diversity index. The aggregated views will be published in our 2017 annual report, and have already been published on our website and in other occasions, such as the OCHA World Humanitarian Data and Trends report 2017, CHS Alliance members meetings, and a number of external meetings.

    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.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    CHS Alliance report annually to the Geneva gender champion network. CHS Alliance review self-assessment reports and provide feed-back to members, including on the gender and diversity index. Self-assessment reports have to be followed by an improvement plan. CHS Alliance will compare the results year by year in order to monitor the progress.

    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.
    • Human resources/capacity
    • Institutional/Internal constraints
    B. How are these challenges impacting achievement of this transformation?

    CHS Alliance had set too ambitious target for self-assessments in 2017. It is a resource intensive process for our members and CHS Alliance are revising the tools and strengthening our support for a smoother process and to ensure the number of organisations carry out their self-assessment progresses steadily.

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

    • CHS Alliance have renewed our commitments to the gender network; 
    • continue monitoring the gender and diversity index,
    • encourage organisations outside of our network to use the CHS and the self-assessment tool as a basis to strengthen their objectives in terms of gender and diversity; and 
    • CHS Alliance now have a set of data that it will keep improving and that we will keep using for advocacy purpose.

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

    It is important to have common references and indicators within the humanitarian sector so that we can ensure comparability of results and progresses, and easier identification of issues in relation to empowering and protect women and girls.

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

    Together with the Core Humanitarian Standard, the CHS self-assessment tool provides a comprehensive framework which bridges the gap between cross-cutting issues and promote a systematic inclusion of gender and diversity along the humanitarian project cycle. 

    Keywords

    Disability, Gender, Quality and accountability standards

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

    Joint Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • The CHS Alliance - over 240 national and international organisations working in more than 160 countries - commits to adopting, using and monitoring the Core Humanitarian Standard (CHS), with the objective of making humanitarian action more appropriate, effective, and responsive to the needs of people and communities affected by crises through carrying out a self assessment by end of 2017.
    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need

    Partners: Members of the CHS Alliance - over 240 national and international organisations working in more than 160 countries

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • CHS Alliance commits to establishing a common approach to providing information to affected people and collecting, aggregating and analysing feedback from communities to influence decision-making processes at strategic and operational levels.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (4)

    • 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
    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.

    People-centered approaches (feedback mechanisms, community engagement, etc)

    The CHS Alliance developed a joint project with Ground Truth Solutions supported by Swedish International Development Agency (SIDA) to carry community perception surveys in Chad, with the objective that results will enhance the response effectiveness and increase the participation of affected people. The project has the support of OCHA and includes key humanitarian stakeholders in Chad. It is also closely linked to the Communication and Community Engagement Initiative, which is co-led by UNICEF, OCHA and IFRC and to which CHS Alliance is a member.

    CHS Alliance have been actively involved in the Grand Bargain participation revolution workstream, co-chaired by the United States and the Steering Committee for Humanitarian Response (SCHR), and contributed to several of the recommendations, in relation to the Core Humanitarian Standards (CHS) and the IASC Accountability to Affected People Commitments, including effective participation mechanisms, and Terms of Reference of Humanitarian Coordinators, Humanitarian Country Teams and cluster coordinators.

     

     

    Adherence to quality and accountability standards (e.g. CHS, SPHERE)

    Through CHS Alliance members self-assessment reports, CHS Alliance monitor achievements and encourage improvements on shortcomings in regard to the nine Core Humanitarian Standard (CHS) commitments, including commitment 3: strengthening local capacities; commitment 4: information sharing and participation and; commitment 6: coordination. 

    CHS Alliance provide feedback on all self-assessment reports and through our dashboard system, CHS Alliance produce sets of visuals, both agency specific, to share with individual organisations, and aggregated, to share infographics on the implementation of the CHS nine commitments within the sector. Visuals are disaggregated into key actions, organisational responsibilities and beneficiary feedback. This allows CHS Alliance to highlight potential discrepancies between policy, practice and community perception. Visuals also present the average score of our “localization index”, which is made of 13 CHS indicators, mostly from commitments 3 and 6, but also 4 and 9.

    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.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    CHS self-assessment reports received from our members provide us with objective, evidence-based data on the performance of organisations in relation with the CHS, including indicators on supporting local capacity and encouraging participation. With time, we will be able to highlight progress on the nine commitments within the sector.

    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
    • Human resources/capacity
    • Institutional/Internal constraints
    B. How are these challenges impacting achievement of this transformation?

    The CHS self-assessment, although comprehensive and an acknowledged learning opportunity, is resource intensive. CHS Alliance have been learning and seek to improve its support. Resources lack to address the needs of our national members but through advocacy and participation to Grand Bargain, CHS Alliance aim at promoting their needs and capacity.

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

    • One indicator in the CHS Alliance Strategy 2018 – 2021 is the percentage of national and local actors using CHS. The targeted value by 2021 is 80%.
    • Findings on specific issues gathered through self-assessment reports will be used to develop a learning event later in the year.
    • The CHS Alliance-GTS joint project will provide important findings in relation to community satisfaction and a list of tested questions to communities.

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

    More funds available to provide institutional support to national organisations; and a bigger space into coordination mechanisms to ensure participation is addressed in a collective manner and avoid duplication.

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

    Community perception surveys are an important step to enhance participation at the monitoring stage. CHS Alliance aim at finalising a list of questions to communities in relation to the CHS in 2018 with piloted methodology through the CHS Alliance-GTS project.

    Keywords

    Local action, People-centred approach, Quality and accountability standards

  • 4B
    Anticipate, do not wait, for crises

    Core Commitments (2)

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

    CHS Alliance have been collecting self-assessment reports from our members and entered the scores in our dashboard systems to produce visuals to share with our members at individual and aggregated levels. Visuals are disaggregated in key action, organisational responsibilities and beneficiary feedback which allow us to monitor the CHS implementation at the three levels, including for commitment three, “Humanitarian Response strengthens local capacities and avoid negative effects”. Visuals also present the average score for the “localization index”, which is made of 13 CHS indicators, mostly from commitments 3 and 6, but also 4 and 9.

    CHS Alliance have also been adapting our self-assessment tool to fit the context of development or dual mandate organisations, which form an important part of our membership.

    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.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    CHS self-assessment reports received from our members provide us with objective, evidence-based data on the performance of organisations on supporting local capacity and disaster preparedness. CHS Alliance are now constituting a baseline and will be able to measure progress on commitment 3 as well as localization index as self-assessments are repeated.

    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?

    About 30 percent of CHS Alliance members are strongly engaged, but CHS Alliance need to ensure it reaches the others. In 2018, CHS Alliance will be intensifying its support on their self-assessment, which is a resource intensive process.  CHS Alliance will also have a member portfolio system to maintain contact with all of its members.

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

    In 2018, CHS Alliance will bring slight revisions to the self-assessment process to ensure it is easier for its members, in particular less resourced ones, to carry. CHS Alliance will identify other means, including webinars, to bring support to its members. CHS Alliance will implement our member portfolio system and hope we can increase its support to national members through that system, despite our limited resources.

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

    A successful coordination between different type of organisations donors, humanitarian and development actors including the stakeholders in charge of disaster preparedness, private sectors, etc.

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

    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

    As the CHS Alliance is not an operational organization, our answers to 4C and are the same as the report on 4A and 4B.

    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.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    See report on 4A and 4B

    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?

    See report on 4A and 4B

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

    See report on 4A and 4B.