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

    Core Commitments (2)

    • Commitment
    • Core Responsibility
    • 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 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.

    Strengthening national/local leadership and systems

    The Private Sector Humanitarian Platform (PSHP), created in 2014 and institutionalized as an association in 2017, has a mission to facilitate and coordinate the humanitarian actions of its members for better effectiveness. Telma Foundation has been president of the PSHP since its creation. The last election took part in April 2017, the first General Assembly of the PSHP as an Association. The mandate is for 2 years. 

    At least one member of the PSHP represents the private sector in each national humanitarian cluster and attends the cluster meetings, crisis meetings, etc with all the national and international humanitarian actors. The objective is to have a coordinated and effective private sector throughout the Disaster Risk Management (DRM) cycle and in full transparency with national and international humanitarian actors.  Foundation  Telma contributes to the creation of the "ICT cluster", that was previously included in the logistics cluster, in order to be more efficient. PSHP also organized training sessions to strengthen the capacities of its members in DRM cycle. 

    Building community resilience

    After Cyclone Enawo (Madagascar) in March 2017, Telma Foundation built 15 schools using anti-cyclonic technique in the north east of Madagascar, where cyclones are always very strong.  These schools has been used as a shelter by the population during Ava cyclone in January 2018. 

    Other members of the Private Sector Humanitarian Platform (PSHP) answered humanitarian clusters needs, particularly in the areas of: Education, Shelter, WASH, Food security and Logistics (donation of food and non-food items (NFIs), tool kits for huts rehabilitation, etc).  All the members of the PSHP conducted actions to sensitize their collaborators to the outbreak of the plague and put in place a crisis committee and dedicated communication and procedures. 

    Cash-based programming

    Telma Foundation has collaborated with UNICEF and BNGRC (National Office for Risk and Disaster Management) in unconditional cash transfer operations for:

    • 10 000 families, victims of cyclone Enawo
    • 1 000 families, victims of drought in the south of Madagascar. 

    Telma Foundation paid for the transfer fees and for the cash point officers allocations, and coordinated the organization with TELMA (the Telco operator). 

    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
    • Other: Number of visitors, collaboration and contacts with the PSHP's web-portal. Concrete participation of the companies.
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    Telma Foundation have conducted a "Lessons learnt workshop" with action plans, recommendations etc produced at the end of the workshop, on the 3 main disasters encountered in 2017 : 

    • Cyclone Enawo
    • Drought in the south-east of Madagascar
    • Pneumonic plague in cities

     

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

    • The field conditions decrease the capability of stakeholders to coordinate to reach goals or to respond to some activities.
    • An efficient and collaborative information management tool will be another challenge to decentralize and facilitate the coordination and intervention on the field.

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

    • Update the PSHP contingency plan
    • Implement the PSHP Business Continuity Plan
    • Update the PSHP mapping of capacity,
    • Strengthen the PSHP organisation with a permanent coordination/support unit
    • Identify regional private sector focal points to work efficiently with regional humanitarian actors. 
    • Sign bilateral and/or multilateral conventions between company(ies) (and/or PSHP) and national or international humanitarian actors. 

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

    • To sensitize more members to implement common activities in order to improve the development of the platform.
    • Put in place a contingency fund to avoid "last minute fund-raising" and so be more efficient in the response.  
    • Strengthen the capacities with continuous training with the "traditional" humanitarian actors.

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

    • Orientate the political actions to adopt some key challenges to humanitarian relief principles (no regret responses, do no harm, nobody should forgotten actions,...)

    Keywords

    Cash, Community resilience, Local action, Private sector

  • 4B
    Anticipate, do not wait, for crises

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • The Telma Foundation and Telma Group, with the Madagascar Private Sector Humanitarian Platform, commit to work with the Connecting Business initiative to support the creation and strengthening of private sector led networks for disaster risk reduction, emergency preparedness, response and recovery in other locations in the Africa region, modelled on the Madagascar Private Sector Humanitarian Platform's experiences and practice. and to work with the Connecting Business initiative to support the creation of an Africa Regional Private Sector Network for resilience, response and recovery.


    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need
    • The Telma Foundation commits to strengthen and increase the involvement and effectiveness of the Malagasy private sector in risk reduction, preparedness, and response by promoting corporate social responsibility and facilitating the coordination of private sector support for humanitarian needs, in collaboration with UN agencies and with the Government, in perfect transparency and confidence.
    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • 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.

    Telma Foundation is the President of the Private Sector Humanitarian Platform (PSHP). Since the creation of the PSHP in 2016, the contingency plan and the mapping of capacity has been used to allow an efficient preparation of PSHP members in 2017. 

    PSHP has also:

    • Participated on the National Simulation Exercises on December 2017 in collaboration with the BNGRC (National Office for Risk and Disaster Management);
    • Participated  on the Communication for Development (C4D) preparation in disaster risk management;

    The Early Warning System (with the General Direction of Meteorology) has also improved when Telma Foundation has provided communication tools.

     

    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
    • Other: Number of visitors, collaboration and contacts with the PSHP's web-portal. Concrete participation of the companies.
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    Due to the information and communication technology (ICT) equipment,  anticipated information on Cyclone Enawo's path including the main affected areas was determined a few days before it struck Madagascar. Repositioning stock was deployed in the areas that had the potential to be affected by the Cyclone.

    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.
    • Information management/tools
    • Preparedness
    • Strengthening national/local systems
    B. How are these challenges impacting achievement of this transformation?

    Correct and credible information management tools facilitate preparedness efforts in term of disaster risk management.

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

    • 2018 contingency plan updating
    • Establishment of the PSHP Business continuity plan
    • Continue to support humanitarian stakeholders with anticipation activities (cyclone forecast, early warning systems, etc)

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

    • Training in Disaster risk management to the PSHP members is needed to improve their cohesion.

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

    • Dispatch videos on awareness and prevention for the cyclones to each PSHP members;
    • Providing ICT equipment to the National Bureau of Disaster Risk Management

    Keywords

    Disaster Risk Reduction, Private sector

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

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • The Telma Foundation commits to optimize the use of existing services, equipment, financial and technical resources directly link to the core activities of its platform members (mapping of capacities).


    • Operational
    • 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

    Telma Foundation strengthened the capacity of data collection by providing communication tools as well as internet high connection (fiber optic) and interconnecting mobile phones to improve the joined-up data collection and assessment after the disaster (Cyclone Enawo), gathered by the National Bureau for Disaster Risk Management (BNGRC) and the General Direction of the Meteorology. 

    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?

    Every stakeholders in humanitarian relief received a daily reports, BIQ (Bulletin d'Information Quotidien), relating all information in time for decision-making.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Data and analysis
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    • Strengthening national/local systems
    B. How are these challenges impacting achievement of this transformation?

    Access to the same information in time, can enable stakeholders to coordinate more efficient decisions, avoid duplicating data and to have credible and granted reports.

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

    • Continue to support the Coordination Bureau through the CERVO (Centre d'Etudes, de Réflexion, de Veille et d'Orientation) at the National level, and extend the partnership to the Regional and Communal level.
    • After a PSHP event on March 2018 with members and other stakeholders in disaster intervention, the National Office of Disaster Risk Management will give to the PSHP more detailed information and data for each crisis in order to improve the PSHP involvement in humanitarian relief efforts.

      

     

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

    • Strengthen the capacity of the association with the coordination and support unit all along the PSHP activities and commitments.

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

    • Contingency plan updating
    • Mapping of capacity and the reactivity of each PSHP members, and even the other non-member companies, to respond to a common action.

    Keywords

    Disaster Risk Reduction, Humanitarian-development nexus, Private sector

Attachments

  • WHS Commitments Attachments
    Transformation - 4A, 4B, 4C | Disaster Risk Reduction, Humanitarian-development nexus, Private sector
  • WHS Commitments Attachments
    Transformation - 4A, 4B, 4C | Disaster Risk Reduction, Humanitarian-development nexus, Private sector