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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
    • Food for the Hungry 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.

    Protection against sexual exploitation and abuse (PSEA)

    Food for the Hungry (FH) continues to uphold and implement policies and procedures that align to the six IASC core principles relating to sexual exploitation and abuse. In 2018 FH created a Global Safeguarding Oversight Council that reports to global leadership to evaluate and improve our current processes. The Council saw to an update of PSEA policies to be more inclusive of who is included and covered, including safeguarding policy to replace protection policy, anti-harassment policy, global code of conduct, ad revised whistleblower policy. Staff, contractors and volunteers must sign an agreement to adhere to the FH Safeguarding Policy and regular trainings are held to orient new staff, and others. An improved reporting process was also established with the adoption of EthicsPoint, a global third party reporting system, whereby staff and others can anonymously report incidents, which are then registered and addressed according to the Safeguarding Policy.

    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?

    FH has created a more comprehensive Global Safeguarding Policy, but funding and HR constraints limit the timing of its full role-out to all staff and communities. Progress is being made, and FH hopes that as the new Safeguarding Policy is rolled out and implemented further advances towards this transformation will be realized.  

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

    Increased engagement by stakeholders in different in technical working groups and training platforms like InterAction, Humentum, BOND etc. There is a need for greater opportunities for collaboration, sharing good practice, lessons learned and work to define specific contextualized standards. Also for safeguarding measures to truly encompass communities, awareness of such policies needs to be raised among beneficiaries with support of local and national authorities.

    Keywords

    PSEA

  • 3A
    Reduce and address displacement

    Core Commitments (4)

    • 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
    1. B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Platform on Disaster Displacement
    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
    • Field conditions, including insecurity and access
    • Institutional/Internal constraints
    B. How are these challenges impacting achievement of this transformation?

    Buy-in of national/local authorities to implement certain necessary types of support for displaced HH, along with internal constraints and challenges in the field are issues that need to be addressed further to advance this transformation.

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

    Increased collaboration and coordination to share lessons learned and more effective strategies to address needs of displaced peoples. Increased advocacy  among authorities in countries with refugee and displaced populations on how best to address and support displaced populations. 

  • 3G
    Address other groups or minorities in crisis settings

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • Food for the Hungry commits to endorse 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.

    Food for the Hungry (FH) has endorsed the Charter on Inclusion of Persons with Disabilities in Humanitarian Action; approval from humanitariandisabilitycharter.org is pending. FH is also a full member of BOND (UK network for organizations working in international development), Global Network of Civil Society Organizations for Disaster Reduction (GNDR), and InterAction - all endorsee networks of the Charter. As part of regular development programing as well as relief responses, FH conducts vulnerability assessments and prioritizes child wellbeing work in those communities considered to be most vulnerable. When targeting participants, FH staff are trained to take additional time to ask about often-overlooked households or individuals, such as those who are disabled, foreigners, or belong to a minority group. Special attention also made during program design to consider accessibility for persons living with disabilities, and ensuring other vulnerable group needs are addressed. 

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Charter on Inclusion of Persons with Disabilities in Humanitarian Action
    • 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.
    • Human resources/capacity
    • Institutional/Internal constraints
    • Other: lack systems to monitor adherence to standards/ guidelines
    B. How are these challenges impacting achievement of this transformation?

    Many offices where FH operates have systems in place to ensure vulnerable groups needs are addressed. However institutional constraints such as limited human resources, and lack of organization wide systems to monitor adherence to standards/ guidelines are a challenge to ensure inclusive programming across the organization.

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

    Increased opportunities for collaboration and sharing of best practice, more flexible funding that requires and considers costs of programming that is inclusive to needs of groups with special needs.

    Keywords

    Disability

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

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • Food for the Hungry 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
    • Food for the Hungry commits to make sustained funding conditional on the systematic collection of feedback from affected people on the quality and utility of humanitarian programmes.
    • Financial
    • 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.

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

    Food for the Hungry (FH) is committed to participation, feedback and accountability to beneficiaries. As community members participate in the planning, implementation and evaluation of activities, the most vulnerable do have a voice. FH walks with and works together with communities and project participants. During this relational process, FH appreciates their feedback, positive or negative. FH encourages them to openly provide feedback and register complaints. FH is committed to respect their opinions and handle complaints professionally. For FH, accountability is a process of providing people, especially the most vulnerable, with the opportunity to understand and influence the key decisions that are made. Beneficiaries participate in the planning, monitoring and evaluation processes of programs. Each field has a Field Protection Team. The Field Protection Team develops a Beneficiary Safety Plan (BSP) that empowers beneficiaries, especially the vulnerable, with a confidential complaint mechanism that is sensitive to the local context. Anonyms reporting mechanisms (complaint boxes, telephone lines, etc.) are established in many fields (Kenya, Indonesia, etc.) to offer beneficiaries opportunity to provide feedback, criticisms or report issues without fear of negative repercussions. 

    Strengthening national/local leadership and systems

    Leadership development is a principal of FH's program model, Child Focused Community Transformation. Through a series of training modules FH facilitates community leaders to develop community transformation plans (with input from all community stakeholders) as well as trains leaders in disaster risk reduction, project planning and implementation. 

    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?

    FH is committed to continued improving accountability standards (working on CHS self-assessment) to ensure that local systems are reinforced. Larger organizational change management is a slow process challenged by limited human resources, institutional constraints and limits with information management tools.

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

    Increased support and opportunities to learn best practice in setting up of systems to assess and monitor compliance with standards (CHS and SPHERE).

    Keywords

    Local action, People-centred approach, Strengthening local systems

  • 4B
    Anticipate, do not wait, for crises

    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)

    Since 2012, FH has been incorporating disaster risk reduction (DRR) activities in fields where FH has ongoing community development programming. Many of these activities have focused on Community Managed Disaster Risk Reduction approaches. In 2018, FH began piloting the Risk and Resilience Strategy Creation (RISC) Process. Through this process, field teams identify and assess the impacts of critical hazards, as well as analyze the social, political, natural, economic and human context including the existing vulnerabilities and capacities of potentially affected populations. Assessments are based on diverse research as well as informed by participatory community consultations/ assessments. Based on this analysis a Risk and Resilience focused program strategy is developed. This programmatic strategy aims to help ensure that projects and activities across all sectors are working to reduce risk and increase resilience of affected/ potentially affected populations. This strategy will also help prioritize decisions around funding use. The RISC process was piloted in two fields in 2018, Kenya and Peru. Through the two pilots, the RISC process has shown to be a critical element to helping FH work towards this transformation as it helps identify pathways towards resilience as well as bridges the relief development divide. The RISC process will continue to be rolled out to 3-4 countries offices in the coming years, prioritizing high risk fields.

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

    The RISC process is a critical piece to achievement of this transformation, but its roll-out is limited by human resources capacity/ time as well as other institutional constraints.

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

    Much of DRR is to be focused on high level planning, financing mechanisms, or technological solutions. While these are necessary and useful, more work must be done to include local communities in planning processes, and to empower communities to engage in transformative change.

    Keywords

    Community resilience, Disaster Risk Reduction, People-centred approach

Attachments

  • WHS Commitments Attachments
    Transformation - 2D | PSEA, Quality and accountability standards
  • WHS Commitments Attachments
    Transformation - 2D | PSEA