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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
    • WFP commits to lead and facilitate interagency analysis and early warning, share methodology and, while upholding humanitarian principles, reinforce its capacity to enable effective linkages between IASC early warning and information and analysis available to peace, human rights and development - including in support of analysis presented to the UN Security Council.
    • Operational
    • Political Leadership to Prevent and End Conflicts
    • WFP commits to strengthen local, national and regional capacities and contribute to broader system-wide efforts in risk analysis and early warning.
    • Operational
    • Political Leadership to Prevent and End Conflicts

    Core Commitments (2)

    • 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
    • Commit to make successful conflict prevention visible by capturing, consolidating and sharing good practices and lessons learnt.
    • 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.

    The World Food Programme (WFP) co-chairs the Inter-Agency Standing Committee (IASC) Reference Group on Risk, Early Warning and Preparedness. In 2018, an OCHA-led Emergency Response Preparedness (ERP) [approach] was implemented in 64 countries and two Early Warning, Early Action and Readiness Analyses were produced, highlighting serious risks where a significant increase in humanitarian needs was projected and additional interagency preparedness action was required. The last meeting identified 20 risks to monitor, and the most serious was presented to the Emergency Directors Group, Emergency Relief Coordinator, Regional Quarterly Review, Principals and Humanitarian/Resident Coordinators. Throughout 2018 , WFP continued its joint capacity strengthening initiative with the International Federation of the Red Cross (IFRC) demonstrating how WFP, IFRC and others can collaborate to build robust, sustainable national societies and enhance local food security capacity. The key objective is for national societies to increasingly lead national responses alongside their governments with UN agencies playing a supporting a role, as relevant.

    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?

    The WFP-IFRC joint capacity strengthening initiative still requires support to increase: effective internal communication within both organizations to ensure familiarity with the approach and objectives, clarity on roles and responsibilities, stronger and more consistent technical backstopping support and centralized coordination, and a more coherent fundraising strategy to ensure sustained engagement.

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

    The IASC Reference Group on Risk, Early Warning and Preparedness identified 20 risks to monitor in the coming months. Next steps include strengthening the link to readiness and early actions following risk identification, usage of the Early Warning Early Action Readiness (EWEAR) report, and climate expertise and representation in the EWEAR analyst group, including NGOs. Areas to refine include strategic direction, country selection criteria, joint advocacy/ fundraising and the scope of the scale-up.

    Keywords

    Preparedness

  • 1C
    Remain engaged and invest in stability

    Joint Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Commits to support the realization of The Peace Promise, which is a set of five commitments to develop more effective synergies among peace, humanitarian and development actions in complex humanitarian situations in order to end human suffering by addressing the drivers of conflict.


    • Policy
    • Political Leadership to Prevent and End Conflicts

    Partners: International Alert, CDA Collaborative Learning Projects, Peace Direct, Conciliation Resources, Human Appeal, American Friends Service Committee (AFSC), World Vision International, CARE International, Alliance for Peacebuilding, Cord, Interpeace, Saferworld, Search for Common Ground, UN Secretary-General’s Envoy on Youth, UN Special Representative of the Secretary-General on Sexual Violence in Conflict, UNESCO, United Nations Department of Political Affairs, World Bank, Initiatives of Change International, Women for Women International

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP commits to design and implement food assistance programmes in a conflict-sensitive manner that avoids doing harm and contributes to local-level reconciliation and national-level peacebuilding efforts.
    • Operational
    • Political Leadership to Prevent and End Conflicts

    • WFP commits to work together with relevant partners, in alignment with commitments for humanitarian action outlined in the WHS "Peace Promise", across silos and at the peace-humanitarian-development nexus in addressing the drivers of violent conflict, delivering humanitarian assistance and developing institutions, resilience and capacities in a complementary and synergetic way in order to end humanitarian needs, in a context-specific manner that safeguards humanitarian principles.


    • Policy
    • Political Leadership to Prevent and End Conflicts

    Core Commitments (3)

    • Commitment
    • Core Responsibility
    • Commit to improve prevention and peaceful resolution capacities at the national, regional and international level improving the ability to work on multiple crises simultaneously.
    • Political Leadership to Prevent and End Conflicts
    • Commit to sustain political leadership and engagement through all stages of a crisis to prevent the emergence or relapse into conflict.
    • Political Leadership to Prevent and End Conflicts
    • Commit to address root causes of conflict and work to reduce fragility by investing in the development of inclusive, peaceful societies.
    • 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.

    Recognizing that WFP is not an expert in peacebuilding and needs to better understand the possible contributions of its humanitarian and development actions to peace, in early 2018 it joined forces with the Stockholm International Peace Research Institute (SIPRI) in a flagship knowledge partnership. The partnership decided to look at four country case studies to start with, to feed bottom-up the global engagement and start unpacking what the peace promise means for WFP and what the institution is doing in different contexts of conflict, fragility and violence. The initial countries included El Salvador, Iraq, Kyrgyzstan and Mali, and will be followed by others. Another achievement was the renewed engagement of WFP in the Peacebuilding Fund process, where WFP is increasingly part of inter-agency efforts to improve joint humanitarian-development action and improve prospects for peace.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • The Peace Promise
    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.
    • Adherence to standards and/or humanitarian principles
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    B. How are these challenges impacting achievement of this transformation?

    Financial resources are needed to incorporate a conflict-sensitive and peacebuilding lens throughout WFP programmes and a common conflict and context analysis is needed as a foundation for programme design. In complex emergencies, humanitarian principles and space must be safeguarded; operationalizing partnerships is a challenge considering the inherent differences between humanitarian, development and peace actors.

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

    A mindset shift and concrete action from donors, UN agencies and all actors in the humanitarian-development-peace space is required to move forward the Peace Promise and enable each institution to do its part, overcoming perceptions of roles and focusing on the people we all serve in countries affected by conflict, fragility and violence. 

  • 2A
    Respect and protect civilians and civilian objects in the conduct of hostilities

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • WFP commits to support impartial humanitarian actors' engagement with non-state armed groups for the purpose of negotiating humanitarian access, and their right to provide humanitarian assistance in areas controlled by non-state armed groups.


    • Operational
    • Uphold the Norms that Safeguard Humanity

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to promote and enhance the protection of civilians and civilian objects, especially in the conduct of hostilities, for instance by working to prevent civilian harm resulting from the use of wide-area explosive weapons in populated areas, and by sparing civilian infrastructure from military use in the conduct of military operations.
    • 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.

    WFP has increased its support to country offices in managing the dilemmas involved in engaging with non-state armed groups (NSAGs). WFP collaborated with the Centre of Competence on Humanitarian Negotiation (CCHN) on specific guidance and tools in engagement with NSAGs and provided direct operational support to a broad range of crises, from Cameroon to Yemen. The CCHN NSAG Guidance has now been released. WFP has engaged the Global Public Policy Institute to build on the recent Evaluation of WFP's Humanitarian Principles and Access, using the wealth of information gleaned to support capacity strengthening and learning. As a result, a 'Triggers and Dilemmas' white paper has been developed to serve as a basis for the first Internal Meeting on Access, whereby a set number of WFP staff who are negotiating access in some of WFP's most complex operating environments will meet to discuss the support needed to ensure a principled approach in such environments.

    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
    • Multi-stakeholder coordination
    • Other: Interpretation of guidance
    B. How are these challenges impacting achievement of this transformation?

    The plethora of actors and strategies in areas controlled by NSAGs can cause confusion and allow such groups to manipulate assistance. Interpretation of guidance varies, especially regarding the humanitarian imperative and humanitarian principles. When resources are scarce, they are spent first on assistance and not necessarily on support to negotiate access.

    Keywords

    Humanitarian principles

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

    Individual Commitments (4)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP commits to continue upholding the principles of humanity, impartiality, neutrality and independence in humanitarian action.
    • Advocacy
    • Uphold the Norms that Safeguard Humanity
    • WFP commits to enable principled, rapid and efficient response to humanitarian crises, including through common services that WFP manages, such as UNHAS and other logistical services.
    • Operational
    • Uphold the Norms that Safeguard Humanity
    • WFP commits to negotiate humanitarian access in accordance with the humanitarian principles.
    • Operational
    • Uphold the Norms that Safeguard Humanity
    • WFP commits to work with humanitarian partners to share experience and build the capabilities of WFP staff to conduct effective humanitarian negotiations, including through supporting the foreseen Centre of Competence for Humanitarian Negotiations.
    • Capacity
    • 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.

    WFP made a commitment to its Executive Board to develop a new Corporate Approach to Access, recognising the complexity of the crises in which WFP is operating as well as responsibility towards the wider humanitarian and development community that comes with its significant reach. The engagement of appropriate expertise, including the Global Public Policy Institute and a strengthened partnership with the Centre of Competence on Humanitarian Negotiation, has helped launch the workstream which will conclude at the end of 2019 with a Global Meeting on Access.

    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
    • Multi-stakeholder coordination
    B. How are these challenges impacting achievement of this transformation?

    In the case of access, political aspects of crises remain at the fore. Humanitarian diplomacy must be tailored and balanced at all levels to achieve sustained access, which requires the right level of engagement, coordination and resources. Advocacy must be well-coordinated. Protection of staff, data and information cannot be over-emphasized.

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

    Security Council Resolution 2417 (May 2018), which acknowledged the link between hunger and conflict, requires a more robust monitoring of key access constraints, which in turn will enable WFP to more effectively monitor access. Similarly, the Corporate Approach to Access which will be finalised as part of the Global Meeting on Access (autumn 2019, Rome) will advance implementation at all levels.

    Keywords

    Humanitarian principles

  • 2D
    Take concrete steps to improve compliance and accountability

    Individual Commitments (4)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP commits to develop and implement strategies for the engagement of men and boys as part of the solution to prevent and respond to harmful gender norms including gender based violence by 2020.
    • Operational
    • Uphold the Norms that Safeguard Humanity

    • WFP commits to ensure, as set forth in WFP’s Policy on Humanitarian Protection, all necessary operational steps to i) avoid exposing women and girls to all forms of violence, while participating in WFP’s programmes; and ii) contribute to mitigating the effects of violence through food assistance, where possible.


    • Operational
    • Uphold the Norms that Safeguard Humanity
    • WFP commits to fully implement the IASC Gender-based Violence Guidelines by 2018.
    • Policy
    • Uphold the Norms that Safeguard Humanity

    • WFP commits to integrate gender-based violence prevention and mitigation measures throughout all stages of WFP's humanitarian action within and across 100% of its areas of operation by 2018.


    • Operational
    • 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.

    Gender-based violence prevention and response

    Globally, WFP has expanded its implementation of complaints and feedback mechanisms, with 86% of WFP country offices reporting they have complaints and feedback mechanisms in place. This represents a 6% increase from the previous year. WFP has strengthened its corporate reporting system to better capture qualitative aspects of Accountability to Affected Populations (AAP) by updating its corporate indicators for performance on receipt and utilisation of feedback from affected people.

    Keywords

    Gender, People-centred approach

  • 3A
    Reduce and address displacement

    Individual Commitments (6)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP commits to advocate and provide support, where appropriate, to incorporate forced displacement issues, related to food and nutrition security, in national and local development plans as well as peacebuilding and recovery strategies.
    • Advocacy
    • Leave No One Behind
    • WFP commits to assess, advocate and support food security and nutrition needs of vulnerable host communities as well as displaced populations.
    • Advocacy
    • Leave No One Behind
    • WFP commits to build the evidence base on the specific characteristics of protracted displacement in urban areas and contribute to the design of appropriate and cost-effective responses, with particular regard to shelter and basic services and infrastructure.
    • Policy
    • Leave No One Behind
    • WFP commits to continue to collaborate closely with UNHCR, IOM, the Solutions Alliance and other relevant national, regional and international actors to address forced displacement.
    • Partnership
    • Leave No One Behind
    • WFP commits to ensure participation of displaced people, returnees and host communities in planning, designing and implementing activities to respond to their short and longer-term requirements.
    • Operational
    • Leave No One Behind
    • WFP will provide support, where appropriate, to incorporate forced displacement issues, related to food and nutrition security, in national and local development plans as well as peacebuilding and recovery strategies.
    • Operational
    • 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

    In many countries, WFP has supported governments to undertake Zero Hunger Strategic Reviews. This has enabled countries to produce a clear roadmap for the implementation of Sustainable Development Goal (SDG) 2.  The vulnerabilities of both refugees and host communities have been factored into the analysis.  Based on this, WFP has developed Country Strategic Plans that  provide a longer-term roadmap for the organization's own work in support of refugees and host communities.  WFP has also enhanced its institutional coordination with UNHCR through the signing of new corporate agreements on targeting, data-sharing and cash-based transfers (CBT).  WFP has implemented its corporate strategy on Accountability to Affected Populations (AAP) in refugee settings, which has improved the provision of information to refugees, their participation in decision-making and their access to complaints and feedback mechanisms (CFMs).

    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
    B. How are these challenges impacting achievement of this transformation?

    WFP's operations for refugees and internally displaced persons (IDPs) are chronically underfunded. This has forced WFP to prioritize the immediate needs of the most vulnerable refugees/IDPs and, consequently, has impeded the full implementation of its joint self-reliance approach with UNHCR.

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

    Joint efforts are currently being undertaken by WFP and UNHCR to operationalize the new corporate agreements on targeting, data-sharing and cash-based transfers (CBT) in different country contexts. Through this work, WFP and UNHCR are seeking to introduce greater efficiency and effectiveness in refugee operations. Joint Assessment Missions (JAM) are also foreseen in a number of countries, including Bangladesh, Cameroon and Niger.

    Keywords

    Cash, Displacement, People-centred approach

  • 3D
    Empower and protect women and girls

    Individual Commitments (9)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP commits to aim to achieve gender parity in staff by 2020.
    • Policy
    • Leave No One Behind

    • WFP commits to apply the IASC and other agreed gender and age markers to 100% of WFP's humanitarian interventions by 2018.


    • Operational
    • Leave No One Behind

    • WFP commits to create by 2017 and implement by 2019, an accountability framework for gender equality as well as women's and girls' equal access to information, protection, services and participation in humanitarian settings.


    • Policy
    • Leave No One Behind

    • WFP commits to ensure by 2020, throughout WFP's programme cycle, equal access by women to cash assistance programmes, sustainable and dignified livelihoods, vocational and skills training opportunities.


    • Policy
    • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need
    • WFP commits to implement the findings of the IASC Gender Policy Review and abide by the IASC commitments to gender equality by 2017.
    • Operational
    • Leave No One Behind
    • WFP commits to reach a 15% target for gender responsive financing in humanitarian interventions by 2020.
    • Financial
    • Leave No One Behind

    • WFP commits to support women's active engagement in and benefits from food systems by enhancing women's participation within farmers' organizations.


    • Operational
    • Leave No One Behind

    • WFP commits to support women's increased leadership within farmers' organizations, enhancing their decision-making power.


    • Operational
    • Leave No One Behind

    • WFP reiterate its commitments to accountability to affected populations including supporting women's empowerment and respecting their rights.


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

    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.

    Gender equality programming

    In 2018, WFP contributed to finalisation and launch of the IASC Gender with Age Marker (GaM) and was the first UN entity to adapt the GaM to its operations. In partnership with Gallup and the Food and Agriculture Organization, the “Gender Equality for Food Security” measure was piloted in seven countries and a multi-country study was conducted on the potential of cash-based interventions’ to contribute to gender equality and women’s empowerment. WFP has developed a new Protection and Accountability to Affected Populations (AAP) Strategy to guide its work over the next three years. Wherever possible, WFP provides entitlements in the name of female household members; if the modality of assistance has implications for who controls resources at household level, this is taken into account to ensure women benefit equally. Through WFP’s Purchase for Progress (P4P), women's participation in farmers’ organisations (FOs) has tripled; in 2018, women held nearly half of leadership positions in FOs supported by WFP.

    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
    • Funding amounts
    B. How are these challenges impacting achievement of this transformation?

    Limited financial and technical resources remain a challenge throughout the humanitarian sector. The evaluation of WFP's Protection Policy highlighted the need for improvement on data collection and analysis, partnerships and stakeholder engagement. Distributing cash to vulnerable populations, especially women, implies specific risks that WFP is trying to identify and mitigate.

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

    Humanitarian action that saves and changes lives should be feminist and financed. WFP intends to apply learning from studies conducted in 2018 and strengthen its monitoring to support 'value for money' humanitarian action. WFP continues to invest in partnerships, including capacity strengthening of partners, and to pursue integrated approaches. WFP's new Protection and AAP Strategy aims to strengthen WFP's ability to analyse protection risks, implement mitigating measures, and ensure two-way communication with affected people.

    Keywords

    Cash, Gender

  • 3E
    Eliminate gaps in education for children, adolescents and young people

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP commits to enhance collaboration with partners to scale-up school meals to increase attendance and ensure access to nutritious food during emergencies and protracted crises.
    • Partnership
    • Leave No One Behind
    • WFP commits to work with national and international partners to extend access to education in emergencies, leveraging deep field footprint and operational reach at scale.
    • Operational
    • Leave No One Behind
    • WFP will collaborate with partners to develop innovative support to informal education in emergencies.
    • Partnership
    • 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.

    In 2018, WFP established a new dedicated School Feeding Unit at headquarters level, developing a long term School Feeding Strategy (2019-2030) that puts support to crisis and emergency-affected children as one of three priority areas. Through this Unit, WFP is building coalitions with other actors working in education in emergencies, including UNICEF, UNFPA, UNESCO, as well as key institutional donors including Global Affairs Canada and Education Cannot Wait (ECW). New evidence showing the importance of school feeding for children’s health and nutrition – Disease Control Priorities 3 – published in 2018, has been a very useful tool in building a movement around school feeding as a priority response. WFP has led the development of the School Feeding Plus package using school meals as a platform which brings children to school where they can receive complementary services from partners. WFP supported 5.6 million children in emergency settings through school feeding activities. 

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Education Cannot Wait
    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
    • Other: Lack of attention to education in crisis settings
    B. How are these challenges impacting achievement of this transformation?

    Lack of stable and long-term funding for school meals programmes in general and a lack of attention to education in crises in particular continue to be a roadblock to supporting education in emergencies.

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

    Schools are a very important platform to provide a suite of important health, education and nutrition services for children in emergencies. Integrated education, health and nutrition activities have the potential to multiply humanitarian outcomes at several levels in an emergency response and should be seen as a priority investment. Using the school as a platform also provides good opportunity for joint programmes that support outcomes under the Grand Bargain.

    Keywords

    Education

  • 3F
    Enable adolescents and young people to be agents of positive transformation

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP will engage increasingly youth as key contributors to the solutions for challenges facing their communities.
    • Partnership
    • 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.

    WFP has taken concrete steps to improve organizational engagement in support to adolescents, both internally and through the development of integrated programming with other agencies. WFP has established an internal adolescent working group to coordinate and strengthen adolescent programming across WFP’s divisions and units and to map ongoing WFP programmes and activities that support adolescents. 
    WFP has placed adolescent children, girls in particular, at the centre of its School Feeding Plus approach. New evidence showing the importance of school feeding for adolescent health and nutrition – Disease Control Priorities 3 – has been useful in building a movement around school feeding as a priority activity for adolescent girls.  School Feeding Plus programmes are underway in several countries and include a package of activities to improve education outcomes for adolescent girls through complementary partnerships. In Malawi and Niger for instance, WFP works with UNICEF and UNFPA to support adolescent girls' education and health.

    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
    B. How are these challenges impacting achievement of this transformation?

    Education in emergencies still focuses predominantly on primary schools. There is a need for stable and long-term funding for school meals programmes and specific incentives that address the barriers to education for adolescents and in particular adolescent girls.

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

    Schools are a very important platform to provide a suite of important health, education and nutrition services for adolescent children, and in particular adolescent girls in emergencies. Integrated education, health and nutrition activities have the potential to multiply humanitarian outcomes at several  levels in an emergency response and should be seen as a priority investment. 

    Keywords

    Education, Youth

  • 3G
    Address other groups or minorities in crisis settings

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP signs to 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.

    In July 2018, WFP signed the Charter for Change at the Global Disability Summit in London. This followed WFP’s endorsement of the Charter on Inclusion of Persons with Disabilities in Humanitarian Action in advance of the World Humanitarian Summit in 2016. To implement these commitments, in 2018 WFP took steps to strengthen the inclusion of people with disabilities in its programmes. Operational guidance was developed to guide staff on the identification of persons with disabilities and ensure their meaningful inclusion in WFP programmes. Lessons from country offices collected by the Senior Disability Adviser will be used to further enhance this guidance. To better track inclusion of people with disabilities, WFP has developed a new output indicator in the Corporate Results Framework to capture the number of women, men, boys and girls with disabilities receiving food/cash-based transfers/commodity vouchers/capacity strengthening transfers. Data collection will start in 2019.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Charter for Change
    • Charter on Inclusion of Persons with Disabilities in Humanitarian Action
    Keywords

    Cash, Disability

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

    Individual Commitments (18)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP commits to continue to strengthen or support the development of strategies and programmes integrating people-centred social and productive safety nets and complementary actions aimed at offsetting risks and avoid relapses into hunger crisis.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • WFP commits to ensure by 2020, throughout WFP's programme cycle, equal access by women to cash assistance programmes, sustainable and dignified livelihoods, vocational and skills training opportunities.


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

    • WFP commits to ensure initiatives focused on building urban resilience incorporate components on resilient response and recovery from crises and leverage greatest impact in cities most at risk of humanitarian emergencies.


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

    • WFP commits to strengthen the emergency preparedness and response capacity of local, national and regional actors in the area of WFP's comparative advantage, such as the transfer of knowledge and innovative technologies for early warning, supply chain management, digital platforms for cash-based transfers and beneficiary registration and data collection and analysis.


    • Capacity
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP commits to uphold the Framework for Action for Food Security and Nutrition in Protracted Crises (CFS-FFA) to improve the food security and nutrition of populations affected by, or at risk of, protracted crises in a way that addresses underlying causes.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • WFP reiterate its commitments to accountability to affected populations including supporting women's empowerment and respecting their rights.


    • Policy
    • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need
    • WFP will advocate for strengthening the incorporation of AAP in terms of reference, performance evaluations, and partnership agreements throughout the humanitarian system.
    • Advocacy
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will collaborate with partners on training and capacity development of multiple humanitarian actors to do cash based programming more effectively.
    • Training
    • Change People's Lives: From Delivering Aid to Ending Need

    • WFP will continue to build upon local, national, regional and global partnerships to protect and promote livelihoods, including through climate-proofed assets building, able to augment people, communities and systems' resilience in the face of recurrent shocks, stressors and aggravating factors.


    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will develop a shared conceptual understanding of sustainability, vulnerability and resilience.
    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will enable and commission further operational research and independent studies to build the evidence base regarding the cost effectiveness and impacts of cash-based programming to achieve various programmatic objectives in different contexts.
    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will increase support to governments in the design and implementation of shock-responsive social protections systems to address the needs of vulnerable populations before, during and after crises.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will offer common tools and approaches to digital beneficiary management and measurement and to management of cash transfers.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will pilot and test innovative approaches and bring to scale successful models for cash-based assistance.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will strengthen and work through national safety net and social protection systems, where available, to channel cash during emergencies.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will strengthen dialogue with communities on hunger results and their participation in programme processes.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will strive towards multi-purpose cash transfers, using common mechanisms, along with other tools such as vouchers, in-kind assistance and service delivery.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will work with partners to develop a common vision and standards on accountability to affected populations (AAP).
    • 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

    WFP made the strengthening of  nationally led social protection a key component in 34 Country Strategic Plans, increased technical capacity for this in 2018 and developed an approach to assess countries’ emergency preparedness capacities and the relevance/feasibility of shock-responsive social protection, foreseeing a longer-term capacity-strengthening package. 

    WFP supports partners through common platforms utilizing blockchain, its SCOPE system and e-card/multi-wallet platforms with financial service providers. WFP transferred multi-purpose cash to beneficiaries in Turkey, Lebanon and the Democratic Republic of the Congo. 

    To support Governments’ access to climate finance, WFP established partnerships with 11 official national focal points to the Green Climate Fund and Adaptation Fund and is strengthening partnerships with the Platform for Agricultural Risk Management and Insurance Development Forum. 

    Multi-year funding agreements to support resilience are jointly implemented by WFP, local NGOS and government agents. 

    WFP is a founding member of the One Billion Coalition and a core member of the Resilience Evidence for Decisions in Development 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.
    • Data and analysis
    • Funding amounts
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    B. How are these challenges impacting achievement of this transformation?

    WFP lacks sufficient multi-year resources to invest in community-centred activities to sustainably transform degraded natural systems into productive livelihoods for rural populations. In addition, the quality and representation of internal monitoring data are a major challenge to implementing cost-effectiveness analysis. WFP lacks sufficient funding for generating evidence to demonstrate results.

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

    Humanitarian actors must fully embrace this transformation area, adopting a “reinforce” rather than "replace" approach to national institutions and acknowledging that partnerships contribute to country ownership. Political commitments should leverage capacities and knowledge of national and local institutions. Continue to include natural resources management in community efforts to adapt to climatic changes and strengthen resilience to climate shocks. More donor investment is needed in monitoring systems, adjustments to implementation processes and improved, evidence-based programming.

    Keywords

    Cash, Climate Change, Local action, Strengthening local systems

  • 4B
    Anticipate, do not wait, for crises

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP commits to continue comprehensive efforts to conduct baseline analysis of the food security and nutrition risks posed by climate and other natural disasters, invest in improved early warning and monitoring systems and link these systems to decision making processes at the national level.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP commits to support government and community capacities to establish risk management mechanisms and enhance their ability to transition from crisis response to risk reduction and management.
    • Capacity
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will support the development and implementation of a comprehensive action plan by 2017 to significantly strengthen the response capacities of the 20 most risk-prone countries by 2020, including through initiatives such as Global Preparedness Partnership.
    • 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)

    Almost half of WFP’s emergency and recovery operations respond to the effects of extreme weather events. WFP is focusing on innovation and upscaling of programmes that help to reduce and transfer the risks of an increasingly uncertain and adverse climate. In 2018, through the R4 Rural Resilience initiative, WFP provided 93,000 smallholder households in six countries with drought insurance protection and for the first time covered 5,000 pastoralist families in Ethiopia with an innovative livestock insurance scheme. In parallel, WFP is working with 11 Governments to establish triggers and standard operating procedures for forecast-based early action to mitigate climate-related losses and damages from natural hazards. In 2018, 18 WFP country offices worked with their host Governments on project concepts and submissions to the Green Climate Fund and Adaptation Fund. WFP mobilised USD 3.1 million under the African Risk Capacity's Replica Coverage and USD 1.3 million for climate information services in Malawi and Tanzania.

    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
    • Other: Language
    B. How are these challenges impacting achievement of this transformation?

    There is a misunderstanding regarding differences between emergency preparedness, anticipatory action, early response, early warning and where they fit into existing response and preparedness plans. Innovative risk financing requires timely investments before reaching an effective product adaptable to different contexts. Securing funding for implementing and scaling-up programmes has been challenging.

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

    Integrating enhanced understanding of climate change's impact on food security and nutrition will enables scaling up innovative, comprehensive early warning systems, disaster risk reduction approaches and predictable financing mechanisms to build climate resilience to help address the long-term impact of climate change on food and nutrition security.

    Keywords

    Climate Change, Community resilience, Disaster Risk Reduction

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

    Individual Commitments (17)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • WFP commits to actively support the core functions of the Global Alliance for Urban Crises (for example, through conducting joint advocacy, sharing information and knowledge, contributing to evidence building).


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

    • WFP commits to be a Partner in the Global Alliance for Urban Crises.


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

    • WFP commits to develop or work with existing global, regional and national rosters to facilitate the deployment of urban leaders, managers and technical experts.


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

    • WFP commits to share lessons and experience from WFP innovation initiatives as well as develop and share best practice in user-centred design and accelerating innovations through its established innovation acceleration capacity.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP commits to strengthen harmonised monitoring and evaluation of collective humanitarian action to help provide accountability to affected people, better evidence on impact, and improved knowledge of what works and where to focus future effort.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • WFP commits to strengthen its institutional set up, capacity and programming in order to contribute more effectively towards the goal of improved prevention, preparedness and response to urban humanitarian crises.


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

    • WFP commits to support the Global Alliance for Humanitarian Innovation (GAHI) to connect, mobilise and amplify humanitarian innovations and the Global Humanitarian Lab to promote bottom-up innovation and develop appropriate humanitarian solutions for and with affected populations.


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

    • WFP commits to tailor humanitarian response to the urban context by developing shared assessment and profiling tools, promoting joint analysis and adapting coordination mechanisms.


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

    • WFP commits to work closely with relevant actors to develop innovative approaches that support sustainable solutions.


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

    • WFP commits to working in partnership with religious leaders and faith-inspired organizations to meet the needs of the most marginal people in the most marginal places suffering from hunger.


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

    • WFP is committed to enhanced dialogue with faith-leaders and faith-inspired organisations, to ensure persistent advocacy and action towards sustainable hunger solutions. On 13 June 2016, a group of religious experts will commence, in partnership with WFP, the mobilisation of faith assets as well as continuing mechanisms for religious engagement on Zero Hunger.


    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will actively participate in cross-sectoral and multi-stakeholder needs assessments including MIRA and Post-Disaster Needs Assessment/Post-Crisis Needs Assessments.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • WFP will enhance data management through shared and interoperable platforms.


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

    • WFP will participate in a global network of practitioners to review and compare the results of food security and nutrition analysis across sectors, partners and geographies so as to provide a clearer picture of the global food security situation that is useful for programming and resource allocation decisions of a wide set of stakeholders.


    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need
    • WFP will undertake priority actions in collaboration with a broad range of stakeholders to transcend the humanitarian-development divide and achieve collective outcomes.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • WFP will use existing resources and capabilities better and galvanise new partnerships.


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

    • WFP will work with humanitarian and development partners to more effectively undertake joint, multi-hazard risk and vulnerability analysis.


    • 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

    A rapidly rising number of WFP country offices are participating in joint national planning processes that bring together humanitarian, development and peace actors. Under the umbrella of identifying national priority Sustainable Development Goals (SDG) – the top-level collective outcome – WFP then identifies key partners to deliver integrated support at the programmatic level. Chad, Mauritania, Nigeria and other Sahel countries have adopted this approach.

    WFP has also joined the Global Alliance on Urban Crisis and is developing a new urban policy.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Global Alliance for Urban Crises
    • 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.
    • Adherence to standards and/or humanitarian principles
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    • Multi-stakeholder coordination
    B. How are these challenges impacting achievement of this transformation?

    One challenge in developing collective outcomes is depending on external stakeholders’ goodwill and levels of engagement. WFP is making efforts to improve collaborative partnerships for collective outcomes. Another challenge is the importance of maintaining a principled stance in complex contexts where collective outcomes with development actors may not be feasible.

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

    Increased guidance is needed from Member States on expectations around how WFP manages the balance of coherence across the nexus with a principled approach, and a corporate mindset shift is needed to invest in longer-term engagement with able and ready national societies to strengthen their organisational viability and capacity to engage as first responders/support structures to national SDG responses, beyond enabling them to respond as transactional partners to WFP operations.

    Keywords

    Humanitarian-development nexus, Urban

  • 5A
    Invest in local capacities

    Individual Commitments (4)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • Through it 2017-2021 Strategic Plan, WFP is committed to making strategic investments in the capacity strengthening of national and local NGOs to help communities lead and sustain their own fight against hunger and achieve SDG 2.
    • Capacity
    • Invest in Humanity
    • WFP is committed to increase its supply chain expenditure in local markets, where conditions allow. WFP currently spends 60% of its annual USD 3 billion supply chain expenditure in local markets, working directly with the local private sector to deliver assistance. Using its purchase power and expertise, WFP directly contributes to strengthening the capacity of the local commercial transport, commodity and retail sector.
    • Capacity
    • Invest in Humanity
    • WFP will promote national NGO projects approved by the Food Security Cluster for grants from country-based pooled funds.
    • Advocacy
    • Invest in Humanity
    • WFP will work with NGO partners at the upcoming Annual Partner Consultations in October 2016 to jointly identify where WFP capacity strengthening is most beneficial to partners and to agree an action plan for increased investments by WFP in this regard.
    • Partnership
    • Invest in Humanity

    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.

    Capacity building of national/local actors

    WFP has continued its joint capacity-strengthening initiative with the International Federation of the Red Cross, which demonstrated throughout 2018 how WFP, IFRC and other partners can work together to build robust, sustainable National Societies, capable of delivering on their mandate and contributing to enhanced, local food security capacity. The key objective of the initiative is for National Societies to increasingly lead national responses alongside their Governments, with UN agencies playing a supporting a role, as relevant. Through 2018, the investments in the National Societies have continued to be context-specific and holistic rather than programme-specific.

    In addition, WFP, UNHCR and UNICEF launched the UN Partner Portal in November 2018 to simplify and harmonize the partnership processes and requirements for civil society organizations.


    In the Annual NGO partnership consultation organized in WFP HQ in November 2018, a dialogue was established on ways to strengthen localization with national and local women’s right associations and gender-focused community-based organizations.

    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?

    The global/regional partnership and in-country implementation require support for: effective internal communication within IFRC and WFP to ensure familiarity with the “not business as usual” approach and overarching objectives; clear roles and responsibilities; stronger technical backstopping support and centralised coordination; and a coherent, global fund-raising strategy to ensure long-term engagement.

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

    In 2019, a common monitoring framework will be developed and shared across all countries participating in the WFP-IFRC joint capacity strengthening initiative.

    Keywords

    Local action, Strengthening local systems

  • 5B
    Invest according to risk

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP commits to continue to develop and scale up predictable financing mechanisms for anticipatory and early response as well as recovery, including continued support to the African Risk Capacity, the African Risk Capacity replica coverage initiative and through the implementation of the Food Security Climate Resilience Facility (FoodSECuRE) and the R4 Rural Resilience Initiative.
    • Financial
    • 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.

    The Rural Resilience Initiative provided USD 10 million in micro-insurance protection for 93,000 participants in six countries while supporting them to reduce their exposure to droughts and improve their livelihoods. In addition, 5,000 pastoralists were covered by an innovative livestock insurance scheme in Ethiopia, and flood insurance is being rolled out in Bangladesh.

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

    The Africa Risk Capacity Replica was conceived with the plan that WFP would only purchase climate risk insurance policies against drought in pilot countries if Government counterparts signed and paid for their policy. In 2018, Mali and Mauritania could not buy their insurance policies, so WFP could not purchase replica insurance policies.

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

    Tools such as weather index insurance, forecast-based finance and contingency financing can reduce risks and make livelihoods more resilient. Large-scale global investments in improving the effectiveness and efficiency of emergency preparedness, early action and response systems through these tools is needed.

    Keywords

    Climate Change, Community resilience, Disaster Risk Reduction

  • 5D
    Finance outcomes, not fragmentation: shift from funding to financing

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • WFP will ensure that staff, at all levels, will become regular advocates for flexible donor funding.
    • Advocacy
    • Invest in Humanity
    • WFP will produce a multilateral visibility strategy to make the case for both donors and the tax-paying public that flexible and predictable (multi-year) funding yields greater impact for affected populations.
    • Advocacy
    • Invest in Humanity
    • WFP will produce and share systematically content such as news-releases, videos, infographics and other communications materials for social and traditional media that can be used by multilateral donors to illustrate and give visibility to the impact of their flexible and unearmarked contributions.
    • Advocacy
    • Invest in Humanity

    Core Commitments (3)

    • Commitment
    • Core Responsibility
    • Commit to enable coherent financing that avoids fragmentation by supporting collective outcomes over multiple years, supporting those with demonstrated comparative advantage to deliver in context.
    • 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
    • Commit to broaden and adapt the global instruments and approaches to meet urgent needs, reduce risk and vulnerability and increase resilience, without adverse impact on humanitarian principles and overall action (as also proposed in Round Table on "Changing Lives").
    • 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.

    In 2018, WFP multi-year income accounted for 14% of its contribution income, reaching a total of USD 1.02 billion. During this period, multi-year contributions confirmed for the 2019-2023 period towards WFP’s Programme of Work amounted to USD 1.3 billion. WFP’s un-earmarked or ‘multilateral’ funding trend remains stable, averaging USD 415 million per year. However, flexible funding has not kept pace with the overall growth in WFP’s contribution income. Flexible funding against total contribution income has steadily decreased from 12 percent in 2011 to 6 percent in 2018. Significant progress to raise the level of awareness of WFP stakeholders has been made through WFP’s dialogue with donors on strategic financing, focusing on increased flexibility and predictability with a view to maximizing the impact of funding. WFP maintained its focus on increasing multi-year contributions and establishing strategic partnership agreements which formalize partnership and contributions based on longer-term joint priorities.

    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)
    B. How are these challenges impacting achievement of this transformation?

    Challenges to achieve the required level and quality of funding to meet the funding needs of WFP include: reluctance of donors to translate Grand Bargain global commitments into action and difficulty in addressing areas of funding conditionality which affect WFP operations.

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

    Mindful of multifaceted donor conditions and their impact on operational efficiency and effectiveness, WFP and donors are in dialogue to limit conditionalities on resources in grant agreements with due consideration given to the relevant regulatory frameworks to optimize the use of available funds. WFP’s dialogue with donors on strategic financing will continue to focus on increasing flexibility and predictability of contributions.

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

    Individual Commitments (15)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • As part of the Financial Framework Review (FFR), WFP will improve comparability and reporting along the harmonised cost classification of other UN entities; WFP will also consider the adoption of the harmonised cost classification model, as agreed with the Executive Board during the Rate Review of the Indirect Support Costs (ISC) in 2015. In the intermittent, WFP will highlight through the Management Plan the "management" costs based on the proxy definition adopted by the HLCM.


    • Financial
    • Invest in Humanity
    • Through its Financial Framework Review, Cost Excellence work and engagement with IATI, WFP will remain committed to improving transparency and comparability and maximizing the results from every dollar.
    • Operational
    • Invest in Humanity
    • WFP commits to implement the commitments agreed in Grand Bargain.
    • Operational
    • Invest in Humanity
    • WFP will advocate for a more cohesive offering of common supply chain services to reduce competition and foster greater cooperation among UN agencies, NGOs and local partners.
    • Partnership
    • Invest in Humanity

    • WFP will continue to develop transparent and harmonized reporting from its leading position in IATA'™s transparency index.


    • Operational
    • Invest in Humanity
    • WFP will establish new partnership agreements to enhance the complementarity of operational activities.
    • Partnership
    • Invest in Humanity
    • WFP will expand its offer of services to an increasing numbers of partners in view of continuing to optimize beneficiary experience and assistance delivered.
    • Partnership
    • Invest in Humanity
    • WFP will optimise transparency and access to data and information through open source technology to facilitate information exchange and so reduce the burden of individual tailored formal reporting.
    • Operational
    • Invest in Humanity
    • WFP will provide its expertise in natural resource efficiency to UN partners on a cost-recovery or fee charging basis and to scale up efforts in natural resource efficiency, including implementing an Environmental Management System (EMS).
    • Operational
    • Invest in Humanity
    • WFP will reduce duplication and management costs through maximizing efficiencies in procurement by increasing shared procurement of commonly required goods and services.
    • Operational
    • Invest in Humanity
    • WFP will review its usage in the top ten countries of operation and identify areas to scale up efficiency through greening policies.
    • Operational
    • Invest in Humanity
    • WFP will use its common supply chain service platform to consolidate the needs of the humanitarian community in transport, storage, and other services, as well as streamlining humanitarian financial transactions, thus saving crucial time and resources.
    • Operational
    • Invest in Humanity

    • WFP will use the latest proven methods and technologies to collect, analyse and disseminate its food security data and reports as global public goods. WFP's food security products, analytical methods and instruments are publically available and food security monitoring data is also made available through OCHA's Humanitarian Data Exchange, an open platform for sharing data.


    • Operational
    • Invest in Humanity
    • WFP will work with partners to establish standards for reporting on common outcomes as part of the effort to reduce granular and individual donor reporting.
    • Financial
    • Invest in Humanity
    • WFP will work with UN partners to establish common partner agreements and reporting formats to reduce the transaction costs to partner organisations and enhance monitoring.
    • Financial
    • 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.

    In 2018, 82 WFP country offices transitioned to the country strategic planning framework, underpinned by financial architecture allowing WFP to report on outcomes. 

    WFP maintained its leadership on the International Aid Transparency Index (IATI) (first among over 800 publishers in the IATI Transparency Indicator and achieving the highest ever score of 99% in IATI summary statistics). WFP launched a donor information portal where donors/stakeholders can monitor WFP's programme and financial performance against defined outcome targets and launched the UN Partner Portal with UNICEF and UNHCR to facilitate harmonized, efficient collaboration between the UN and partners.

    WFP continued investing in the UN Humanitarian Response Depot, an international network of six support hubs providing supply chain solutions to the international humanitarian community.

    Through its dataviz.vam.wfp.org site, WFP enhanced the amount and quality of publicly available data. At the end of 2018, WFP had over 150 datasets on OCHA’s Humanitarian Data Exchange.

    2. B. How are these challenges impacting achievement of this transformation?

    WFP’s funding gap has been consistently around one-third of needs since before the World Humanitarian Summit (WHS). Donor earmarking of funds to activities remains a challenge despite WFP’s progress in enhancing transparency and reporting against donor expectations. Less earmarking would provide flexibility to respond to the most urgent needs, customize responses and ensure effectiveness based on real-time information.

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

    The achievement of the Sustainable Development Goals and WHS commitments is contingent on all stakeholders playing their part. Whilst Governments and humanitarian organizations continue to uphold their side of the bargain, new funding streams and enhanced partnerships with the private sector are required to ensure the world stays on course to meet the commitments made to all humanity in the Sustainable Development Goals. 

    Keywords

    Humanitarian-development nexus, Innovation, Transparency / IATI