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Self Report 2019

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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  • 2D
    Take concrete steps to improve compliance and accountability

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • UNDP commits to adopt the IASC statement on the Prevention of Sexual Exploitation and Abuse at the individual agency level.


    • Policy
    • 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. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Protection against sexual exploitation and abuse (PSEA)

    With regards to implementing the Minimum Operating Standards (which cover a range of preventative and responsive actions):

    • On recruitment, the United Nations Development Programme (UNDP) added a screening question to its online recruitment tool regarding applicants’ previous involvement in sexual exploitation and abuse (SEA) and/or Sexual Harassment. UNDP also revised its vaccancy announcement template to include specific language on SEA.
    • On risk management, SEA was included as a sub-category in the UNDP Enterprise Risk Management framework.
    • On internal coordination, UNDP expanded its internal and senior Task Force on Sexual Harassment to address SEA.
    • With regards to accountability, the UNDP Administrator sent a message to the UNDP Executive Board, certifying that all allegations of SEA brought to UNDP’s attention in 2018 had been reported and that appropriate action had been taken.
    • UNDP updated agreements and capacity assessments in line with the “UN Protocol on Allegations of Sexual Exploitation and Abuse Involving Implementing Partners”.
    • Since the launch of the mandatory SEA course in 2017, UNDP invested in regular communication with staff globally to ensure compliance with the training which currently stands at a 90% completion rate.
    • UNDP has initiated the drafting of standard operating procedures to be applied when using the newly established inter-agency database called Clear Check.

    Other

    With regards to reinforcing the responsibilities on PSEA for the Humanitarian Coordinator role:

    • While not directly related to the role of the Humanitarian Coordinator, in 2018 the UNDP Administrator requested all UNDP Resident Representatives and Heads of Offices to submit Action Plans and Annual Certificates on SEA and Sexual Harassment.

    With regards to strengthening investigation and protection responses to SEA allegations:

    In 2018, a fulltime, female investigator specializing in SEA was recruited to the Office of Audit and Investigations, and two additional lawyers were recruited to the Legal Office. All cases of SEA are automatically prioritized. The objective is to complete the process in less than 6 months.

    2. 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
    • Strengthening national/local systems
    B. How are these challenges impacting achievement of this transformation?

    The highly decentralized nature of UNDP, multiple locations where the organization operates and thousands of implementing partners and responsible parties implementing UNDP projects, all create a challenge in terms of the consistent implementation of agreed measures, identifying cases and ensuring proper reporting.

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

    To ensure progress in implementing the three commitments (i.e. collective progress in implementing the Minimum Operating Standards,  reinforcing the responsibilities on PSEA for the Humanitarian Coordinator role, and strengthening investigation capacity), it is recognized that current inter-agency collaborations (such as the SEA Working Group and the IASC Result Group 2 (former IASC Task Team on accountability to affected populations/PSEA) continue.

    Keywords

    PSEA

  • 3A
    Reduce and address displacement

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • UNDP commits to strengthening multi-stakeholder collaboration and national and local government capacity building to improve and harmonize the data and evidence base on forced displacement, to inform policies and programmes in countries affected by forced displacement.
    • Capacity
    • Leave No One Behind
    • UNDP will strengthen its advocacy for and support to governments on the integration of IDPs, refugees and the needs of host communities into national development plans, strategies and UNDAFs in all countries where UNDP is actively engaged in addressing displacement.
    • Advocacy
    • 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. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Refugees

    With a new corporate commitment, UNDP has advanced it collaboration significantly with UNHCR throughout the year of 2018 including on refugee inclusion in national development plans. The strengthened corporate commitment to solutions for forcibly displaced people have resulted in UNDP's direct involvement shaping the Global Compact for Refugees and the Global Forum for Refugees and in developing the Comprehensive Refugee Response Framework (CRRF), among others, in Ethiopia and the Americas. UNDP has also been directly involved in humanitarain-development collaboration and joint programming around the Regional Refugee Response Plan (RRRP) in 7 countries in the Great Lakes as well as a strengthened humanitarian-development collaboration in 4 countries as part of the RRRP for the Lake Chad region. UNDP and UNHCR are also working together on the Rohingya response in Bangladesh and a Memorandum of Understanding has been developed with UNHCR, focusing on conditions for return to Myanmar. In the Syria region, UNDP and UNHCR convene more than 270 partners under the Regional Refugee and Resilience Plan (3RP) and resilience-based programming now constitutes more than 40% of the 3RP appeal for Syria. UNDP, the International Labour Organization and the World Food Programme jointly commissioned a six-country study, Jobs Make a Difference, arguing for expanding access to economic opportunities for those affected by the Syrian crisis as a priority.

    IDPs (due to conflict, violence, and disaster)

    In 2018, UNDP was a key member in the development of the Plan of Action for the 20th Anniversary of the UN Guiding Principles on Internal Displacement (GP20), through which a commitment is made to finding long-term solutions for internally displaced persons (IDPs). Together with OCHA and the Danish Refugee Council, UNDP is co-chairing a work stream on durable solutions in protracted crisis. UNDP is currently implementing displacement solutions in support of governments in over 30 countries. In Ukraine for example, over 4,000 IDPs and local residents of the Donbass were trained in business skills; 36,000 IDPs received psycho-social and legal assistance, and over 8,000 IDPs now have access to basic services.

    Cross-border, disaster and climate related displacement

    UNDP is a member of the Advisory Committee of the Platform on Disaster Displacement. In 2018, UNDP published the report Climate change, Migration and Displacement: the need for a risk-informed and coherent approach. This report presents an overview of the current evidence-base on the complex relationships between climate change and human mobility. It aims to support the development of an informed global discourse across the humanitarian, peace and sustainable development agendas and as a counter to some of the sensationalist claims often propagated by the media. In so doing, the paper illustrates that to adequately address human mobility in international and national policy responses, the links between climate change, displacement and migration need to be better understood.

    2. 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 modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    • Strengthening national/local systems
    B. How are these challenges impacting achievement of this transformation?

    These challenges are inhibiting key conditions that allow for humanitarian and development collaboration in addressing forced displacement to increase and in a predictable way.

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

    Development of inter-agency/ joint guidance and/or standard operating procedures on humanitarian-development response and programming to address new and protracted forced displacement.

    Increased incentives for collaboration including making available combined/blended humanitarian and development funding

    Keywords

    Climate Change, Displacement, Strengthening local systems

  • 3D
    Empower and protect women and girls

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • UNDP commits to allocate at least 15 percent of all its funding in recovery and peacebuilding contexts to address women's specific needs, advance gender equality and/or empower women and girls as the principal objective.


    • Financial
    • Leave No One Behind
    • UNDP will ensure that women and girls receive between 40 and 60 percent of the benefits of its employment generation/early recovery programmes in at least 15 countries.
    • Operational
    • Leave No One Behind

    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. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Empowerment of women and girls

    In 2018, UNDP continued its work of advancing gender equality as a core element of its recovery programmes. In 2018, 59 per cent of all beneficiaries of recovery programmes supported by UNDP were women, and nearly 1.3 million women benefited from jobs and improved livelihoods in 25 crisis and post-crisis countries. To strengthen the transformative impact of UNDP’s work in crisis contexts, UNDP developed a guidance package on “Advancing Gender Equality and Women’s Empowerment in Crisis and Recovery Settings". Commitments made by UNDP at the World Humanitarian Summit are fully embedded in this guidance package, which is expected to be rolled out at the regional and country level in 2019. In line with the  UN System-wide Action Plan (UN-SWAP) on Gender Equality and the Empowerment of Women (GEEW), UNDP is committed to the financial benchmark for resource allocation for gender equality. In 2018, 48.7 per cent of UNDP’s funds were disbursed to projects with a significant contribution to gender equality (GEN2), up from 43.5 per cent in 2017. For projects with a principal contribution to gender equality (GEN3), a four-year flat trend is finally tracking up in 2018 - up from 4.19 per cent in 2017 to 7 per cent in 2018. The combined financial resources allocated for GEN2 and GEN3 projects accounted for 55.4 per cent in 2018, which is above 50 per cent for the first time since the Gender Marker was launched in 2010.

    Gender equality programming

    As part of its commitment to ensure a more gender transformative recovery work, UNDP commissioned in 2018 a research report on “Livelihoods Programming and its Potential to Reduce Gender-based Violence (GBV) for Refugee and Displaced Women and Girls: Lessons Learned from the Iraq/Syria Crises.” This paper focused on the refugees and host communities affected by the Syrian crisis in Iraq, Jordan and Lebanon with the intent that its findings and recommendations on how to infuse a transformative GBV lens into livelihoods programming will be useful in many crisis contexts. Its findings were validated at a workshop the project organized in Amman, Jordan on 9-10 May 2018. This workshop resulted in new gender champions and two UNDP Country Offices – Iraq and Lebanon – expressed interest in integrating GBV-responsiveness into their livelihoods programmes and were identified as prime pilot sites for the Ending GBV and Achieving the SDGs Project. Furthermore, the paper was translated into a 2-page brief which has contributed to programming in Iraq and Lebanon and was distributed by Lebanon’s interagency Livelihoods Working Group to inform the livelihoods programming of UNDP and other entities in Lebanon.

    UNDP will use the promising 2018 research on Livelihoods and GBV to inform its upcoming strategy to bring a GBV lens into livelihood projects.

    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Buy-in
    • Gender and/or vulnerable group inclusion
    • Institutional/Internal constraints
    3. What steps or actions are needed to make collective progress to achieve this transformation?

    The roll-out of the gender and recovery guidance package offers an opportunity to deepen country offices' engagements towards more transformative gender results and a more balanced participation of women in early recovery programmes. In the process, UNDP will ensure that relevant country offices adopt an actionable commitment to promote and monitor progress in this area.

    Keywords

    Displacement, Gender

  • 3G
    Address other groups or minorities in crisis settings

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • UNDP endorses the Charter on Inclusion of Persons with Disabilities in Humanitarian Action.


    • Policy
    • Leave No One Behind
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    UNDP launched the Guidance Note on Disability Inclusive Development in December 2018. The Guidance Note elaborates on the institutional and instrumental value of disability-inclusive development and the twin frameworks within which UNDP is galvanizing momentum: The Convention on the Rights of Persons with Disabilities and the Sustainable Development Goals (SDGs), which are mutually inclusive. The Guidance Note incorporates a reflection on UNDP’s comparative advantage and the diversity and depth of interventions undertaken by UNDP, which is testimony to the organization’s efforts in supporting disability-inclusive development across UNDP’s mandate, both as a means in itself and a catalyst for sustainable human development. Lastly, it delves into pertinent issues of data, programming and innovation and emphasizes efforts to support civic engagement and participation of persons with disabilities and our strategic and dedicated partnerships to support disability inclusion.

    As the development branch of the UN system, UNDP supports Member States as they seek to achieve the SDGs by 2030 and fulfill their human rights obligations under the Convention on the Rights of Persons with Disabilities (CRPD); UNDP does so through a human rights-based approach to our programming. The CRPD and the SDGs are the mutually inclusive, twin frameworks within which UNDP supports disability inclusive development.

    Working in over 170 countries around the world, UNDP has a unique role and opportunity to further disability inclusive development with its partners in the UN system and with persons with disabilities. Supporting Governments to achieve the SDGs and implement the CRPD are the twin frameworks where UNDP can bring to bear its country presences, experiences and integrator function to make a difference. Using new tools including innovation and advancing partnerships to build on what works will benefit persons with disabilities and UNDP to ensure its vision of leaving no one behind in development. 

    2. 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
    • Gender and/or vulnerable group inclusion
    • Strengthening national/local systems
    B. How are these challenges impacting achievement of this transformation?

    -  Women and girls with disabilities experience gender-based discrimination and violence in both public and private spheres at disproportionately higher rates. -  The absence of free legal aid is one of the most common barriers to equal access to justice, particularly for persons with disabilities

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

    - To set up the mechanism of routine data collection on the status of the population across all sectors, as a means to monitor and ensure that persons with disabilities have not to left behind. 

    - To promote civic engagement and the meaningful participation of the persons with disabilities and partnerships.

    Keywords

    Disability, Innovation

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

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • UNDP will double its investment in strengthening national and local systems and capacities for undertaking resilient recovery, beginning with the 35 countries most affected by fragility, by 2020. It will also advocate for the use of these systems in recovery efforts. This includes: (a) strengthening core governance functions and service delivery for crisis response and resilient recovery in 35 countries affected by protracted crisis and/or by a high degree of fragility, by 2020 (UNDP will target 80 sub-national entities, focusing on areas of urban crisis); (b) supporting inclusive and participatory local governance processes through work with civil society organizations, at least 30 percent of which will be women's groups, to lead community-driven prevention, preparedness, recovery, and sustainable development in 30 crisis-prone countries by 2020; and (c) strengthening local capacities to create jobs and livelihood opportunities, including through innovative partnerships with the private sector, enabling a rapid return to sustainable development and inclusive growth for 30 crisis-prone countries by 2020.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • As a member of the Global Alliance for Urban Crises, UNDP commits to prioritize work with local municipalities to strengthen local systems and capacities to embed the humanitarian response within development interventions, promote active participation in timely implementation of service delivery and foster partnerships connecting the city, national, regional and global level of local government and professional associations.
    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need

    • UNDP 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 (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. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Strengthening national/local leadership and systems

    UNDP continues to work in 38 countries, including: 1) Algeria, 2) Afghanistan, 3) Burkino Faso; 4) Bosnia-Herzegovina; 5) CAR, 6) Colombia, 7) Cote D’Ivoire, 8) DRC, 9) Ecuador, 10) El Salvador, 11) Georgia, 12), Guinea-Bissau, 13) Haiti, 14) Honduras, 15) Indonesia, 16) Iraq, 17) Jordan, 18) Lebanon, 19) Libya, 20) Macedonia, 21) Mali, 22) Mauritania, 23) Myanmar, 24) Nepal, 25) Nigeria, 26) Programme of Assistance to the Palestinian People (PAPP), 27) Pakistan, 28) Serbia, 29) Somalia, 30) South Sudan, 31) Sudan, 32) Syria, 33) Tunisia, 34) Turkey, 35) Uganda, 36) Ukraine, 37) Yemen and 38) Zimbabwe.

    In Algeria, 350 local government officials and community leaders, 14 women's association and 37 youth associations were supported to set up 8 citizen charters.

    In Burkino Faso, UNDP supported local governments to build 45 socio-economic infrastructures for basic service delivery.

    Building community resilience

    In all the countries mentioned above, UNDP works to build community resilience as well as strengthen local and national leadership. For instance, in Syria, UNDP worked with the community to build community resilience through the rehabilitation of basic services and infrastructure and supporting employment opportunities. 2,887,555 people were reached by UNDP support, including 111,273 as direct beneficiaries in 2018. In northern Namibia, UNDP worked with local community groups, specifically including women and youth to strengthen community resilience by having 8 community-managed forests gazetted. In Vietnam, UNDP assisted the community to build resilience through community-based diaster risk management training in 100 communes for 15, 359 people and building 1,402 new storm-resilient houses and 5,403 repaired houses for the poor and women-headed households, creating safe shelters for more than 27,000 people. In Yemen, UNDP provided 7.2 million work days of emergency employment to 2 million direct and indirect beneficiaries in all 22 Governorates. UNDP Yemen also increased access to basic services for 2.3 million people to build community resilience.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Global Alliance for Urban Crises
    2. 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
    • Gender and/or vulnerable group inclusion
    • Multi-stakeholder coordination
    B. How are these challenges impacting achievement of this transformation?

    Transformative change within governance programmes takes at least 15 to 25 years according to a World Bank study. Therefore, it is different to measure the impact of the work on the ground in including women and vulnerable groups and building community resilience through participatory mechanisms

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

    UNDP is committed to working in partnership with other UN and non UN agencies on the ground to work in an integrated manner in order to make collective progress. Setting up and managing joint initiatives takes time due to the different operational modalities of different UN agencies.

    Keywords

    Community resilience, Disaster Risk Reduction, Gender, Local action, Strengthening local systems, Youth

  • 4B
    Anticipate, do not wait, for crises

    Individual Commitments (5)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • Through the Insurance Development Forum, UNDP commits to work with partners, including the insurance industry and the World Bank Group, to optimize and extend the use of insurance-related facilities to protect vulnerable populations, companies and public institutions against risks and shocks.
    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need

    • UNDP commits to invest in new partnerships that incentivize early action and build resilience. This includes launching and growing the Connecting Business Initiative, in partnership with OCHA and UNISDR, to facilitate the engagement of national and global private sectors in disaster risk reduction, emergency preparedness, response and recovery.


    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need
    • UNDP commits to invest in new partnerships that incentivize early action and build resilience. This includes launching Global Preparedness Partnership with an accompanying two-fund architecture that builds national and local preparedness capacity. The first phase of implementation will focus on 20 countries by 2020.
    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need
    • UNDP commits to work with relevant partners to establish and roll out a Global Preparedness Partnership between the CVF/V20, donors and international organizations to strengthen preparedness and the predictability of response and recovery in the most vulnerable, at-risk countries. The first phase of implementation will focus on 20 countries by 2020.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • UNDP, in collaboration with UN system partners, will advocate for and invest in bringing to scale approaches that promote prevention and preparedness in fragile settings. This includes supporting South-South cooperation on comprehensive, joint risk and vulnerability analysis and integrated early warning systems in countries prone to different forms of risk. UNDP will invest in scaling up successful approaches and technology for prevention and preparedness involving the private sector, building on evidence from UNDP'€™s Innovation Facility.


    • Advocacy
    • 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. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Other

    UNDP has continued to co-lead and strengthen the Connecting Business initiative (CBi) with OCHA to facilitate strategic engagement of the private sector in disaster risk reduction, emergency preparedness, response and recovery. In 2018, the initiative supported 13 private sector member networks that represented more than 1,500 companies and reached over 40,000 small and medium enterprises.

    [Preparedness example 1]

    Global Partnership for Preparedness (GPP). UN partner agencies have taken up the challenge, maintaining the GPP Secretariat for two years, and supporting selected countries to complete their initial scoping processes: the Food and Agricultural Organization (OCHA) in Vietnam, OCHA in Ghana, UNDP in Guatemala and the Maldives, and the World Food Programme in Tunisia. Two countries have completed their scoping, and the others are likely to complete theirs by early 2019.

    [Preparedness example 2]

    Use of unmanned aerial vehicles (UAVs or drones). For the Maldives, creating risk maps is a lengthy process, usually taking a year to map 11 islands. UNDP and and the Government of Maldives partnered with DJI (a drone company from China) to use drones to create 3D maps. It now takes a single day to map an island. The Maldives National Disaster Management emphasized that spatial data offer a powerful tool to promote evidence-based decision-making.

    Preparedness

    In 2018, seven of the 13 Connecting Business initiative (CBi) member networks responded to a total of 15 crises, working alongside national and international actors. In addition, networks - including those that did not experience disasters - worked on disaster preparedness and resilience, took part in simulation exercises, engaged in advocacy and national dialogues, built information and communication systems, and provided business continuity trainings, especially to micro-, small- and medium-sized enterprises (MSMEs).

    The UN partners and the Vulnerable Twenty (V20) Group formed the Global Preparedness Partnership to strengthen national and local emergency management systems and their enabling environments in an initial set of 20 countries, to a minimum level of readiness by 2020. Following the launch, the core UN partners worked to turn the concept into a reality, and much has been accomplished with minimal funding: the vision and approach were defined, an operational manual developed, a ‘Framework Document’ endorsed at the 2017 V20 Ministerial Meeting and a Multi-Partner Trust Fund (MPTF) and Steering Committee were established. Concurrently an Operational Subcommittee was formed to refine the operational aspects of the GPP, as well as mobilise resources to support the MPTF. A call for applications to the V20 members proved very popular, resulting in twenty-five successful responses.

    Disaster risk reduction and disaster risk management (including resilience)

    Insurance Development Forum (IDF): The IDF Steering Committee private sector members committed over USD 2 million to provide for a secretariat at the centre of the initiative. Working-groups have been firmly established, including one on sovereign and humanitarian. Work has begun in two countries - Sri Lanka and Pakistan - on this working-group. The G20 target of 400 million vulnerable benefitting from climate risk insurance by 2020, remains.

    [Example from Rwanda]

    The Rwanda Meteorology Agency and UNDP have been testing the application of “Internet of Things” (IoT) technology to improve the accuracy and speed of climate and resources reporting. For its pilot stage, through consultation with local stakeholders, the initiative has been testing open source IoT technology using 12 sensors (testing temperature and soil moisture) in three drought-prone sectors. The project aimed to prototype the complete value-chain of a climate data collection system, from building technical capacity, through upstream (system assembly and maintenance), to downstream (data analysis, information dissemination and system usage). As such, in a final stage of the pilot, UNDP, Meteo and the University of Tokyo have collaboratively developed an innovation challenge, a 'Design-a-thon', with  68 participants in 18 teams, with six shortlisted teams to prototype a scalable solution.

    Disaster risk data collection/analysis

    Understanding the status and trends of biodiversity and ecosystems is paramount for development planning, yet Governments lack the capacity to access and use spatial data essential for decision makers to track the interconnections between environmental and human pressures. UNDP joined forces with UN Global Pulse, NASA, universities and NGOs to develop a Spatial Data Sandbox. The design of the global open data platform builds on country-level experiences, scaling from the successful example of a pilot planning tool tested in Zimbabwe to inform National Biodiversity Strategies and Action Plans. Simple to use and easily accessible, the global data portal allows for a broad user base, from Governments to researchers to communities, to share and access crucial information for spatial planning and natural resource management.

    While still in its design phase, the initiative is already on its way to creating a catalytic global network to support integrated spatial data planning across sectors. Some of the early feedback from governments and the private sector has generated promising applications of the tool, including the incorporation of new features, such as mechanisms to allow companies to trace the impact of supply chains on deforestation, or tools for policymakers to run scenarios using the data.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Global Partnership for Preparedness
    • The Connecting Business Initiative
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Funding amounts
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • Other: Challenges in measuring the impact of private sector contributions
    B. How are these challenges impacting achievement of this transformation?

    ・The Global Partnership for Prepardness MPTF remains unfunded, and the Secretariat hosted by UNDP has been temporarily discontinued

    ・Slowed down firm establishment of governance structure, funding and secretariat.

    ・CBi has adopted a more cautious approach to expansion, ensuring that current resources and capacities are used to support the sustainability of existing networks,

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

    ・UN Principals suggested to give a clear direction to their senior staff that preparedness and the GPP remain a corporate commitment and respective UN organizations should continue their support. UN principals agreed to send a joint letter to the V20.

    ・Turning the funded structure and its working-groups into action on the ground.

    ・The humanitarian and development communities should welcome and better support increased engagement of the private sector in disaster risk reduction, preparedness, response and recovery.

    Keywords

    Climate Change, Disaster Risk Reduction, Preparedness, Private sector

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

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • UNDP commits to advocate with partners, for the four main shifts needed and to facilitate the necessary interagency coordination to transcend the humanitarian-development divide in addressing protracted displacement: (a) a new approach to strategic planning through joint development-humanitarian assessments, analysis, and multi-year planning and programming for collective outcomes; (b) localized solutions through collaboration with local governments/authorities, civil society and the private sector to implement solutions that work and ensure that 'displacement' is included in local-level plans, programmes and budgets; (c) a new way of flexible additional and multi-year financing; and (d) strengthened policy and legal frameworks to protect and foster inclusion of displaced people.


    • Advocacy
    • Change People's Lives: From Delivering Aid to Ending Need
    • UNDP commits to support countries faced with fragile situations to implement and achieve sustainable outcomes under the SDGs by supporting the mainstreaming of the SDGs in development plans, informed by comprehensive assessments of the root causes of fragility, and with investment in data management capacities. In addition, UNDP commits to advocate for sustained aid to this group of countries.
    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need

    • UNDP commits to work with UN system partners to generate common, context-specific guidance on appropriate levels of integration of analysis, planning, coordination, monitoring, and financing for different operational contexts, in crisis-affected and crisis-prone countries, with a view to maximizing opportunities to deliver collective results. This includes: (a) progress joint analysis and planning and advance the coherence of humanitarian and longer-term development approaches; (b) where relevant, advocate for '€˜One Plan' that is contextualized, multi-year, and defines collective outcomes for achieving the SDGs, with the support and leadership of national authorities; and (c) invest in the development of rounded leadership profiles for RC/HCs that will advance humanitarian-development coherence in complex settings and advocate for RC and HC functions to be supported by robust and integrated capacity, accountable to the RC/HC.


    • 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. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

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

    In 2018, UNDP continued develop, promote, support and operationalize the New Way of Working as a key approach in protracted crises. This was through its co-vice- chairmanship of the Joint Steering Committee (JSC) to Advance Humanitarian and Development Collaboration, co-chairmanship of the Inter-agency Standing Committee (IASC) Task Team on the Humanitarian Development-Nexus, as well as the hosting of a major regional workshop in Dakar with representatives of 20+ countries, and individual multi-stakeholder workshops in Central African Republic, Burkina Faso, Nigeria, and Ukraine. In addition, it continued to provide support to the Resident Coordinator/Humanitarian Coordinator (RC/HC) and UN country teams in the 7 countries prioritized by the JSC, namely Burkina Faso, Cameroon, Chad, Niger, Nigeria, Ethiopia and Somalia. In terms of policy development, UNDP also produced a base paper on the concept of “collective outcomes”, focusing on the consensus between the key, UN, NGO and Organisation for Economic Co-operation and Development players. UNDP is also starting work closer with the UN Sustainable Development Group’s Mainstreaming Acceleration and Policy Support (MAPS) to ensure complementarity with broader development processes. Finally, UNDP is also adapting its own programming in crisis settings to bring a stronger sustainable development approach to recovery

    Financing Collective outcomes

    In 2018, UNDP has been looking increasingly at the question of how to ensure that financing is allocated towards outcomes, rather than individual projects, programmes or mandates. In doing so, UNDP has been advocating for changes at country level, while ensuring that collective outcomes are measurable, accountable and therefore fundable. At the same time, UNDP has been advocating with key donors and donor mechanisms such as the OECD Development Assistance Committee (DAC) and the International Network on Conflict and Fragility (INCAF) about the need for funding behavior to be adapted to this concept. UNDP’s behind-the-scenes support to the OECD Secretariat has been instrumental in the landmark adoption of the DAC recommendation on the humanitarian-development-peace nexus that was negotiated throughout 2018 and signed in February 2019. In addition, UNDP has been working with the Norwegian Refugee Council, FAO, OCHA and the World Bank to finance a study of how collective outcomes are being financed in Chad, Cameroon, Democratic Republic of the Congo and Ukraine – the results of which will be known in mid-2019.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • New Way of Working
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Buy-in
    • Data and analysis
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    B. How are these challenges impacting achievement of this transformation?

    The silos that continue to exist between humanitarian-development-peace actors and instruments, as well as the silos within donors as well as national Governments, is blocking progress and actually encourages competition. Collective outcomes are not yet owned and internalized by each actor in their programming or behaviour.

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

    There needs to be a shift in incentives for all actors to work differently towards collective outcomes rather than through mandate or programmatic outputs. This incentive could come through a different method of financing or through better measurement of progress (by quantifying achievement of collective outcomes). The OECD DAC recommendation on the nexus, and the shift in behavior of the World Bank in how it invests in crisis and fragile states

    Keywords

    Humanitarian-development nexus

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

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • Beyond the Grand Bargain, through the Insurance Development Forum, UNDP commits to work with partners, including the insurance industry and the World Bank Group, to optimize and extend the use of insurance-related facilities to protect vulnerable populations, companies and public institutions against risks and shocks.
    • Partnership
    • Invest in Humanity
    • UNDP commits to enhance its Financing for Humanitarian and Development Assessment tool and support countries to strengthen and use national systems to track expenditure and results, in order to improve operational effectiveness in addressing common outcomes
    • Policy
    • Invest in Humanity
    • UNDP signs up to the Grand Bargain on efficiency and commits to upholding the agreed obligations and timelines, particularly building on its comparative advantage to: (a) advance aid and data transparency and support international, national and local actors to access, report on and utilize the IATI for the purpose of tracking financing flows towards common outcomes, and as a source of real-time data for effective planning in crisis response, resilience and development; (b) launch new, more effective partnerships with NGOs and CSOs in crisis countries, to work towards the Grand Bargain and Summit targets of increasing the percentage of funding going to local and national actors as first responders; (c) work towards multi-year planning with humanitarian, development and peacebuilding partners to allow for more effectiveness with a view to reducing humanitarian needs; (d) declare its readiness to work with UN system partners and donors to establish and pilot flexible financing modalities, capitalizing on UN pooled funds, in support of collective results; (e) advance sustainable solutions for protracted displacement and other vulnerable contexts through operationalizing collective outcomes; (f) increase social protection programmes and strengthen national systems in order to build resilience in fragile contexts; and (g) prioritize prevention, mitigation and preparedness for early action as a means to pre-empt and reduce humanitarian need. This will include national governments at all levels, civil society, and the private sector, where relevant.
    • Operational
    • 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. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    As one of the most transparent development organizations in the world, UNDP has continued to enhance the publication of project and financial information to International Aid Transparency Initiative (IATI) standard, strengthening the link between results and resources. In 2018 UNDP enhanced its IATI dataset with the introduction of Humanitarian Marker, which allows data users to easily extract UNDP humanitarian activities and relevant financial information.

    In 2018 UNDP significantly increased its delivery of large-scale cash-based initiatives in emergency response. A highlight is UNDP's collaboration with the World Bank in Yemen to deliver cash programmes of more than USD 250 million, reaching directly and indirectly nearly 2 million people. It is also illustrated with the UNDP-supported Social Cash Transfer Scheme in Zambia, which increased its target to 632,000 households in 2018.

    UNDP, continues to advocate for multi-year planning through its support of the New Way of Working approach. In support of the Joint Steering Committee, UNDP has particularly focused on 3 regions, the Sahel, Horn of Africa and the Lake Chad Basin working with 7 countries to enhance joint planning and multiyear planning.

    UNDP is a key proponent of innovative financing, looking to work closer with international financial institutions e.g. World Bank, Islamic Social Financing, as well as innovative financing modalities such as the use of cash.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Grand Bargain
    • New Way of Working
    2. 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 modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • Institutional/Internal constraints
    • Multi-stakeholder coordination
    Keywords

    Cash, Humanitarian-development nexus, Transparency / IATI