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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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  • 1B
    Act early

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Malteser International will strengthen and if necessary, develop comprehensive, shared frameworks for conflict and risk analysis including early warning mechanisms at the local, national, regional and international level.


    • Operational
    • Political Leadership to Prevent and End Conflicts

    • Malteser International will systemize gender and gender-based violence (GBV) risk analysis in conflict analysis including the use of community and women informed local early warning mechanisms to identify and defuse conflicts early.


    • Operational
    • Political Leadership to Prevent and End Conflicts Uphold the Norms that Safeguard Humanity Leave No One Behind

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to act early upon potential conflict situations based on early warning findings and shared conflict analysis, in accordance with international law.
    • Political Leadership to Prevent and End Conflicts
    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.

    Gender-based violence had previously been part of Malteser International's programme of work in different conflict and post-conflict areas already. Malteser International's efforts to systemize gender and gender-based violence (GBV) risk analysis in conflict analysis mainly takes place at project level, depending on capacities and time resources of field teams

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

    There remain limited resources for internal mainstreaming, from developing policies down to dissemination and implementation.

    Keywords

    Gender

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

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Malteser International commits to actively promote the principles of humanity, impartiality, neutrality and independence in humanitarian action in its programming, liaison with partners and stakeholders on the ground, reporting and publications.


    • Advocacy
    • Uphold the Norms that Safeguard Humanity

    • Malteser International commits to ensuring that all humanitarian response activities have the aim of making people safer, preserving their dignity and reducing vulnerabilities by building the skills of staff according to their duties in areas such as protection, international humanitarian law and international human rights law, and adhering to humanitarian principles.


    • Operational
    • Uphold the Norms that Safeguard Humanity

    • Malteser International commits to greater transparency on how it upholds humanitarian principles in practice, including on the constraints faced in applying them, through peer-to-peer lesson learning or other relevant accountability mechanism.


    • Operational
    • Uphold the Norms that Safeguard Humanity

    Core Commitments (2)

    • Commitment
    • Core Responsibility
    • Commit to ensure all populations in need receive rapid and unimpeded humanitarian assistance.
    • Uphold the Norms that Safeguard Humanity
    • Commit to promote and enhance efforts to respect and protect medical personnel, transports and facilities, as well as humanitarian relief personnel and assets against attacks, threats or other violent acts.
    • Uphold the Norms that Safeguard Humanity
    1. 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.

    For Malteser International, these commitments are in general a reaffirmation of guiding principles which are at the core of its mission and work. This is work in progress. The reaffirmation of the humanitarian principles is - among others - prominently featured in our internal Code of Conduct (as of 11 April 2016) as well as in guiding papers such as the Program Approach (June 2017).

    This is part of the ongoing agenda/annual work plan and internal monitoring within our Program Section.

    As part of the Core Humanitarian Standard (CHS) agenda, this is also followed up within internal management audits of Malteser International's programs and then as part of its CHS Improvement Plan process. In 2018 the development of internal "accountability guidelines" was identified for Malteser International's 2019 work plan together with the roll-out of its "feedback and complaints system".

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

    Time gaps in downward information sharing to program teams and a potential lack of awareness with regard to transparent reporting on adherence to/compliance with [humanitarian principles] in practice.

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

    Internal workshop(s) and repeated information sharing with relevant teams e.g. at annual team meetings, monitoring visits, internal management audit, CHS-Improvement Plan

    Keywords

    Humanitarian principles, People-centred approach, Transparency / IATI

  • 2D
    Take concrete steps to improve compliance and accountability

    Individual Commitments (7)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Malteser International declares its support for the Code of Conduct on mass atrocities.


    • Policy
    • Uphold the Norms that Safeguard Humanity

    • Malteser International will systemize gender and gender-based violence (GBV) risk analysis in conflict analysis including the use of community and women informed local early warning mechanisms to identify and defuse conflicts early.


    • Operational
    • Political Leadership to Prevent and End Conflicts Uphold the Norms that Safeguard Humanity Leave No One Behind

    • Malteser International commits to sign on to the Call to Action and its Roadmap by 2017 and make commitments commensurate with mandates, capacities, and resources.


    • Policy
    • Uphold the Norms that Safeguard Humanity

    • Malteser International commit to developing and implementing strategies for the engagement of men and boys as part of the solution to prevent and respond to gender-based violence in crisis settings by 2018.


    • Operational
    • Uphold the Norms that Safeguard Humanity

    • Malteser International commit to fully implementing the IASC GBV Guidelines by 2018.


    • Policy
    • Uphold the Norms that Safeguard Humanity

    • Malteser International commits to comply with existing gender equality norms enshrined in international legal frameworks governing conflicts, including the Geneva Conventions, its Additional Protocols, customary international law as well as international refugee law with immediate effect.


    • Policy
    • Uphold the Norms that Safeguard Humanity Leave No One Behind

    • Malteser International 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 (2)

    • Commitment
    • Core Responsibility
    • 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.

    IHL and IHRL compliance and accountability

    Malteser International has been and still is aware of the high importance of [international humanitarian law] and thus committed itself to particular actions within the scope of its activities as an NGO, including more holistic and inclusive targeting.

    Gender-based violence prevention and response

    Gender-based violence hadpreviously been part of Malteser International's program of work in different conflict and post-conflict areas. Malteser International's efforts to systemize gender and gender-based violence (GBV) risk analysis in conflict analysis mainly takes place at project level, depending on capacities and time resources of field teams

    Protection against sexual exploitation and abuse (PSEA)

    The affirmation of Prevention of Sexual Exploitation and Abuse is - among others - laid out in Malteser International's  internal Code of Conduct (as of 11 April 2016).

    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.
    • Field conditions, including insecurity and access
    • Human resources/capacity
    • Institutional/Internal constraints
    B. How are these challenges impacting achievement of this transformation?

    These commitments are part of Malteser International's ongoing strategic review and specific steps will be included in relevant internal papers.

    GBV and PSEA: There remain limited resources for internal mainstreaming, from developing policies down to dissemination and implementation.

    Keywords

    Gender, Humanitarian principles, IHL compliance and accountability, PSEA

  • 3A
    Reduce and address displacement

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • By 2018, Malteser International will direct 20% of its international assistance and financing towards national and local systems that address the needs of IDPs, refugees and host communities.


    • Financial
    • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International will provide technical support and funding to its partnership network to collect data disaggregated by sex, age and other social factors, and assess needs of urban IDPs/refugees and the impact of displacement on host communities in urban areas, and enhance coordination with local actors and implement solutions that benefit the displaced and their host communities in urban areas.


    • Capacity
    • Leave No One Behind

    Core Commitments (2)

    • 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
    • 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
    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

    This is ongoing work within Malteser International's humanitarian portfolio in several countries and settings.

    IDPs (due to conflict, violence, and disaster)

    This is ongoing work within Malteser International's humanitarian portfolio in several countries and settings.

    Cross-border, disaster and climate related displacement

    This is ongoing work within Malteser International's humanitarian portfolio in several countries and settings.

    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.
    • Field conditions, including insecurity and access
    • Funding amounts
    • Human resources/capacity
    Keywords

    Displacement

  • 3D
    Empower and protect women and girls

    Individual Commitments (6)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Malteser International will systemize gender and gender-based violence (GBV) risk analysis in conflict analysis including the use of community and women informed local early warning mechanisms to identify and defuse conflicts early.


    • Operational
    • Political Leadership to Prevent and End Conflicts Uphold the Norms that Safeguard Humanity Leave No One Behind

    • Malteser International commits to ensuring meaningful participation of women and adolescent girls in all formal and informal decision-making from refugee camp committees to peace processes, reaching parity with men and adolescent boys by 2030.


    • Operational
    • Leave No One Behind

    • Malteser International commit that 25% of implementing partners are women'€™s organizations by 2020, and 30% by 2030.


    • Operational
    • Leave No One Behind

    • Malteser International commits to apply the IASC, ECHO or other gender and age markers to 100% of its humanitarian funding allocations by 2018.


    • Policy
    • Leave No One Behind

    • Malteser International commits to comply with existing gender equality norms enshrined in international legal frameworks governing conflicts, including the Geneva Conventions, its Additional Protocols, customary international law as well as international refugee law with immediate effect.


    • Policy
    • Uphold the Norms that Safeguard Humanity Leave No One Behind

    • Malteser International commits to systematically collect, analyse and use data disaggregated by sex, age and other relevant factors and incorporate a gender analysis when developing, implementing and monitoring disaster risk reduction and management programs.


    • Operational
    • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (3)

    • 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 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

    Equal access to resources is an important priority in Malteser International's project implementation: where women face disadvantages, the “twin-track approach” entails specific measures targetting the empowerment of women before mainstreaming gender in all project activities. This approach has been applied in Myanmar and Vietnam, as an example.

    Ensuring meaningful participation has been and is applied throughout Malteser International’s humanitarian projects.

    Gender equality programming

    In 2018, ​Malteser International began working on newly developed guidelines on project planning and monitoring in order to feature gender and age markers (e.g. ECHO's gender marker) in all project designs and proposals beyond ECHO grant proposals only.

    Malteser International’s templates for needs assessments and beneficiary selection had already been amended to accommodate disaggregated data collection and documentation. Relevant information sharing with the program teams is becoming common practice.
     

    Other

    Malteser International systematically collects, analyses and uses data disaggregated by sex, age and other relevant factors and incorporates gender analysis especially in disaster risk management and disaster risk reduction projects. For guidance on its application, including the se of "Washington Questions" to identify persons with disabilities, new monitoring guidelines began to be drafted in 2018.

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

    Delays in internal policy development and endorsement lead to slower than expected progress

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

    Ongoing work for Malteser International at management level, including awareness raising and information sharing with project teams and partner organizations.

    Keywords

    Gender

  • 3G
    Address other groups or minorities in crisis settings

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

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


    • Policy
    • Leave No One Behind

    • Malteser International commits to endorse the action plan to implement the Charter on Inclusion of Persons with Disabilities in Humanitarian Action.


    • Operational
    • 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.

    Malteser International in 2018 continues to be an active partner in the disability inclusive disaster risk reduction network (DiDRRN) since several years.

    In 2016, Malteser International endorsed the Charter on Inclusion of Persons with Disabilities in Humanitarian Action.

    This is an ongoing part of annual work-plans and internal monitoring within our Program Section and compliance checks are usual practice during project design and implementation as well as monitoring visits.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • The Inclusion Charter
    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.
    • Field conditions, including insecurity and access
    B. How are these challenges impacting achievement of this transformation?

    No major ones

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

    Ongoing work, including awareness raising and information sharing with partner organizations

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

    Individual Commitments (10)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • By 2018, Malteser International will direct 20% of its international assistance and financing towards national and local systems that address the needs of IDPs, refugees and host communities.


    • Financial
    • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to ensuring that women access equally cash assistance programmes, sustainable and dignified livelihoods, vocational and skills training opportunities throughout humanitarian programme cycle by 2020.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to transition systematically from a leading delivery role to an advisory/ enabling role to national and local actors in its operational areas by 2025, wherever the context allows.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to translate into operational terms the goal of cash-based delivery of assistance as preferred method, where context allows.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to align its support behind national and local resilience efforts, and provide vulnerable people with a mix of short term assistance to address immediate needs and longer-term assistance to improve self-reliance.


    • Operational
    • Political Leadership to Prevent and End Conflicts Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to increase substantially cash-based assistance to enable people to exercise choice and be more self-reliant, and make this the norm for humanitarian relief wherever feasible.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to stimulate locally devised strategies and services, including livelihood generation and employment opportunities, to reduce dependency and vulnerability before, during and after shocks.


    • Operational
    • Political Leadership to Prevent and End Conflicts Change People's Lives: From Delivering Aid to Ending Need

    • Recognising the potentially transformative power of humanitarian cash transfers Malteser International commits to ensuring that cash is equally considered alongside other response modalities throughout a humanitarian response and that where feasible, cash is used as the preferred and default modality; significantly increasing the amount of funding available to support cash programming, including multi-purpose cash transfers; building internal capacity to carry out cash programming; systematically carrying out joint cash feasibility assessments as part of preparedness.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to adopt the Core Humanitarian Standard (CHS)and International Aid Transparency Initiative Standard, with clear benchmarks for achieving these through the CHS Alliance self-assessment tool.


    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity

    • Malteser International commits to establish 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 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 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

    Malteser International has a clear focus on partnership approaches in direct cooperation mainly with local/national civil society partners. For example, in Myanmar (and in other contexts) Malteser International has taken up multiple new partnerships responsible for assistance while simultaneously strengthening the partners' capacities.

    Malteser International took up the review of its mindset and role regarding the transition from leading [aid] delivery to an advisory/enabling role in support of national and local actors as part of its Program Approach.

    The Africa Department has started efforts in Uganda to create local employment opportunities, in a "social business" partnership with the company StrawTech. These are intended to be up scaled in 2020.

    Malteser International has been an active participant of a joint working group of German humanitarian stakeholders, which issued a position paper in April 2018 on localisation in the humanitarian system. Its milestones serve as important guidance for Malteser International's programming.
     

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

    Malteser International participated in several training events on people first impact method (PFIM) and introduced this approach in several project locations. Lessons learned have been shared in relevant German exchange fora.

    Cash-based programming

    Malteser International continues its internal capacity building on cash and voucher assistance (CVA), as well as livelihoods support, and new projects have been implemented, including women as target group.
    Malteser International is an active member of German exchange fora on CVA with the German Federal Foreign Office, the German Relief Coalition (ADH) and Verband Entwicklungspolitik und Humanitäre Hilfe (VENRO, the umbrella organization of development NGOs in Germany). Malteser International also conducted in-house consultations and studies on CVA lessons learned and the internal process for a strategic CVA focus was started in 2018.

    So far the internal fund tracking system of Malteser International does not differentiate by intervention modalities.
     

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

    CHS: based on the finalization of the CHS-Self-Assessment in 2017, Malteser International has developed its CHS-Improvement-Plan in 2018 and started to work on its implementation.

    SPHERE: Sphere has long been identified as a core guidance for Malteser International's humanitarian programming and the adherence to Sphere minimum standards is prominently laid out in the core policy document "Program Approach" (June 2017). Malteser International is active in networking and information dissemination at the national level, especially within the ADH-network e.g. with a topical workshop on SPHERE on disaster risk reduction and reparedness (October 2018). In 2018 preparations for internal information dissemination in 2019 were initiated, including staff workshop(s) at headquarter and the field.

    Building community resilience

    Malteser International has integrated the Linking Relief, Rehabilitation and Development (LRRD) approach at project levels; it has taken up resilience as a core reference into the Program Approach (June 2017) and identified a guiding paper on resilience as high priority.

    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.
    • Information management/tools
    • Institutional/Internal constraints
    • Other: Overall challenges with regard to diverse partner capacities and thus repeated need for technical and organizational capacity-building.
    B. How are these challenges impacting achievement of this transformation?

    Prioritization and follow-up action among other responsibilities (not related to World Humanitarian Summit responsibilities) as well as availability of appropriate human resources. Overall challenges with regard to diverse partner capacities, thus repeated need for technical and organizational capacity-building and coaching.

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

    Finalization of internal guidelines and templates as well as approaches, especially regarding accountability measures.

    Continuation of networking activities/workflows at different levels.

    Implementation of CHS-Improvement-Plan, including inclusion of partners and drawing lessons learned.

    Continue strategy review and awareness raising and dissemination regarding our partnership approach.

    Keywords

    Cash, Community resilience, Local action, People-centred approach, Quality and accountability standards, Strengthening local systems

  • 4B
    Anticipate, do not wait, for crises

    Individual Commitments (5)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Malteser International commits to support the Humanitarian Partnership Platform to better utilize the contributions and comparative advantage of businesses in addressing risk and vulnerability at national and regional levels.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to increasing its own funding for disaster risk reduction and preparedness activities.


    • Financial
    • Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to systematically collect, analyse and use data disaggregated by sex, age and other relevant factors and incorporate a gender analysis when developing, implementing and monitoring disaster risk reduction and management programs.


    • Operational
    • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to join a new coalition to strengthen the resilience of 1 billion people by 2025.


    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to the participation of civil society, including the private sector, in the design, implementation and monitoring of disaster risk management policies and programs.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (3)

    • Commitment
    • Core Responsibility
    • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
    • Change People's Lives: From Delivering Aid to Ending Need
    • Commit to accelerate the reduction of disaster and climate-related risks through the coherent implementation of the Sendai Framework for Disaster Risk Reduction 2015-2030, the 2030 Agenda for Sustainable Development and the Paris Agreement on Climate Change, as well as other relevant strategies and programs of action, including the SIDS Accelerated Modalities of Action (SAMOA) Pathway.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    • Commit to improve the understanding, anticipation and preparedness for disaster and climate-related risks by investing in data, analysis and early warning, and developing evidence-based decision-making processes that result in early action.
    • Change People's Lives: From Delivering Aid to Ending Need
    1. 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.

    Disaster risk reduction and disaster risk management (including resilience)

    Malteser International, for several years, has had a steady amount of funding (approximately EUR 3 million) for disaster risk reduction and preparedness activities. Such activities also aim to strengthen disaster risk management actors, including the private sector, and policy-making actors at local, regional and national levels.
    This is part of the annual work-plan and internal monitoring within our Program Section.

    Guiding paper on resilience had been identified as high priority and resilience has been taken up into the strategy review.

    Participation in several relevant fora / joint working groups in Germany and in Europe.

    Disaster risk reduction and disaster risk management (DRR/M) funding is indicated in Malteser International's financial tracking system and progress can be traced every year, DRR/M objectives are being included in “mainstream” humanitarian as well as transitional aid projects.

    Disaster risk data collection/analysis

    Malteser International, for several years, has encouraged and expects collection of disaggregated data as part of needs assessments and work taken up in 2018 on internal guidance papers .

    Preparedness

    Malteser International, for several years, has had a clear focus on disaster risk reduction and management as well as preparedness with several projects implemented and participation in relevant fora/networks in Germany and internationally.

    The plea for disaggregated data collection and documentation has been actively promoted by Malteser International as an active partner in the disability inclusive DRR-network (DiDRRN).

    The LRRD approach (and resilience as a new component) is part of Malteser International’s strategy and Program Approach (June 2017).

    Malteser Interantional has been an active participant in regional DRR workshops facilitated by German Red Cross and the German Federal Foreign Office in 2017 (Asia) and 2018 (Africa).  

    Other

    Malteser International is currently assessing/analyzing first experiences with private sector actors as strategic partners, in particular in early recovery settings in Uganda as well as in emergency health response (Lebanon).

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

    DRR: Due to mainstreaming of DRR funding in most donors’ grant portfolios, there are difficulties for Malteser International to retain DRR expert staff.

    Business cooperation: the existing interest in launching a social impact bond depends on the need for external advice and expertise.

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

    Finalization of internal guidelines and templates on DRR and its mainstreaming.

    Continuation of networking activities/workflows at different levels.

    Explore more concrete steps to support the Humanitarian Partnership Platform

    Consider joining the new coalition to strengthen the resilience of 1 billion people by 2025.

    Keywords

    Disaster Risk Reduction, Preparedness

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

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Malteser International commits to promote lessons learned, best practice and evidence based innovation through the Global Alliance for Humanitarian Innovation.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to adopt a new model of working, based on a coordinated analysis of vulnerability as well as other tools and processes such as multi-year planning that enable humanitarian-development collaboration to meet humanitarian needs, and reduce people'€™s risk and vulnerability and increase resilience at national levels.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • Malteser International commits to support the UN Resident Coordinator /Humanitarian Coordinator's leadership on the coordination of international engagement and to mobilize resources to support the delivery of collective outcomes.


    • 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

    Malteser International, in 2018, continued to participate in exchange fora in Germany with the German Federal Foreign Office and VENRO, and in Europe with NGO Voice on the nexus discourse. Progress and outcomes on joined-up analysis and planning will be observed and then thoroughly considered in programming activities. As part of Malteser's long-standing linking relief, rehabilitation and development (LRRD)-focus, there are proven records of multi-year programming, subject to available donor funding.

    Investing in disaster risk reduction

    Malteser International, for several years, has had a steady amount of funding (approximately EUR 3 million) for disaster risk reduction and preparedness activities.

    Other

    Malteser International committed to support the UN Resident Coordinator /Humanitarian Coordinator's leadership and actively participates in UN-led coordination fora and cluster system and has taken this up in relevant internal guiding papers e.g. Working in Emergencies (Oct. 2018). Malteser International is especially in close liaison with the WHO/Global Health Cluster to set up an emergency medical team and its certification (November 2018).

    Malteser International has repeatedly promoted evidence, good practice examples as well as lessons learned for publications of its own as well as by other actors and Malteser International has, in several cases, participated in testing innovative approaches and/or techniques in humanitarian programming.

    This is ongoing part of the annual work-plan and internal monitoring within our Program Section.

    Coordination efforts are part of the regular internal program set-up and reporting.

    Malteser International is aware of the need and benefits of being open to new and innovative processes and techniques. Malteser International adopts technical as well as process innovation after thorough analysis and pilot testing and on the basis of added value for programing and target group outcomes/benefits.

    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.
    • Funding amounts
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • Information management/tools
    B. How are these challenges impacting achievement of this transformation?

    Limited financial scope and dependence on additional external funding: supporting and testing innovative approaches can rarely be funded by regular humanitarian and transitional aid donor grant portfolios and our income of direct un-earmarked donations only provides a limited basis for such.

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

    Continuation of ongoing activities.

    Keywords

    Disaster Risk Reduction, Humanitarian-development nexus

  • 5A
    Invest in local capacities

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to empower national and local humanitarian action by increasing the share of financing accessible to local and national humanitarian actors and supporting the enhancement of their national delivery systems, capacities and preparedness planning.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    1. 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.

    Direct funding to national/local actors

    Malteser International is committed to empowering national and local humanitarian action by increasing the share of financing accessible to local and national humanitarian actors. Malteser International has had a clear focus on partnership approaches in direct cooperation with local/national civil society partners.

    Malteser International took up the review of its mindset and role regarding the transition from leading aid delivery to an advisory/ enabling role in support of national and local actors. Where relevant, this will be taken up as part of the strategy review.

    Financial transfers to partner organizations are clearly indicated in Malteser International's fund tracking system for some time now, based on the signed and approved partnership agreements and grants.

    Malteser International has increased the share of its financial assistance to national and local partners from EUR 8.7 million (24% in 2015) up to EUR 26.7 million (43.1% in 2018).

    Capacity building of national/local actors

    See 5A subcategory "direct funding to national/local actors". 

    An internal policy for the partnership approach was issued. Since 2018, guidelines and templates for partner assessments and cooperation modalities are being prepared.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Charter for Change
    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
    • Other: diverse partner capacities and thus repeated need for technical and organizational capacity-building and coaching
    B. How are these challenges impacting achievement of this transformation?

    No major challenges with regard to this target. Overall challenges with regard to diverse partner capacities and thus repeated need for technical and organizational capacity-building and coaching.

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

    Continuation of ongoing work.

    Keywords

    Local action, Strengthening local systems, Transparency / IATI

  • 5B
    Invest according to risk

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Recognising that there is a range of tools that be used to finance reduction of risks and anticipatory approaches to responding to crises Malteser International commits to expanding the use of tools and approaches that strengthen systemic shifts toward better risk management and financial planning and preparation, including national contingency reserves, shock-responsive social protection mechanisms, insurance and catastrophe bonds; working with private sector, academia and the scientific community to help forecast the anticipated scale and frequency of crises in order to inform the design of ex-ante financial planning measures; exploring financial opportunities through further piloting social impact bonds, scaling up of insurance, among other solutions; putting in place adequate emergency reserve funds and funds for risk-reduction activities and investments to reduce the drivers of fragility and conflict; creating incentives for more coherent approaches built on common understanding of the need to manage risk, both as a moral imperative and as an expedient investment to protect development investments and assure sustainable development outcomes.


    • Financial
    • Political Leadership to Prevent and End Conflicts Invest in Humanity

    Core Commitments (2)

    • Commitment
    • Core Responsibility
    • Commit to accelerate the reduction of disaster and climate-related risks through the coherent implementation of the Sendai Framework for Disaster Risk Reduction 2015-2030, the 2030 Agenda for Sustainable Development and the Paris Agreement on Climate Change, as well as other relevant strategies and programs of action, including the SIDS Accelerated Modalities of Action (SAMOA) Pathway.
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity
    • Commit to invest in risk management, preparedness and crisis prevention capacity to build the resilience of vulnerable and affected people.
    • Invest in Humanity
    1. 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.

    Malteser International, for a long time, has had a clear focus on disaster risk reduction and management as well as preparedness with several projects implemented and participation in relevant fora/networks in Germany and internationally. Malteser International is aware of the need for such a strategic shift. Awareness raising and participation in relevant (I)NGO fora ongoing in 2018.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Global Partnership for Preparedness
    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)
    • Human resources/capacity
    B. How are these challenges impacting achievement of this transformation?

    Financial and also human resource imitations.

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

    Continuation of ongoing work.

    Keywords

    Disaster Risk Reduction

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

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Malteser International commits to adopt the Core Humanitarian Standard (CHS)and International Aid Transparency Initiative Standard, with clear benchmarks for achieving these through the CHS Alliance self-assessment tool.


    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity

    Core Commitments (1)

    • 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
    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.

    Malteser International is committed to adopt the Core Humanitarian Standard (CHS), with clear benchmarks through the CHS-Improvement-Plan, developed in 2018. Quality management and assurance was taken up as part of the internal strategy several years ago. This is an ongoing part of the annual work-plan and internal monitoring within Malteser International's Program as well as Human Resources and Internal Audit Sections.

    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.
    • Field conditions, including insecurity and access
    • Human resources/capacity
    • Information management/tools
    B. How are these challenges impacting achievement of this transformation?

    Human resource imitations

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

    Internal: continuation of ongoing work.

    Keywords

    Quality and accountability standards