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Individual Commitment

Core Commitment

• What led your organization to make the commitment?

  UNHCR is a member of the Call to Action to end Sexual Violence in Emergencies. Launched in 2013, the initiative aims to transform the way sexual and gender-based violence is addressed in humanitarian emergencies through fostering accountability that all efforts from the onset of a crisis mitigate SGBV risks and provide safe and comprehensive services for those affected by SGBV. UNHCR is committed to ensure technical support to emergencies through the deployment of six Senior Protection Officers (SGBV) and assessment of the impact and ensure the implementation of IASC Guidelines for Integrating GBV Interventions in Humanitarian Action across UNHCR operations.

• Achievements at a glance

  UNHCR has disseminated the IASC GBV Guidelines to all staff in the organisation. The interagency reference group, of which UNHCR is an active member, organized 7 global launch events, 4 global trainings, 1 regional training for countries responding to the Syria situation and 52 trainings in 10 countries. UNHCR Protection, CCCM, Shelter, WASH and other sector/cluster staff attended the trainings.
  
  The onset of an emergency is the most critical moment to deliver response services for survivors. In 2016, 12 operations* benefited from 55 months of technical support from Senior Protection Officers (SGBV). These operations achieved progress in mitigating the risk of SGBV and improving access and quality of vital services to survivors, as well as promoting the implementation of GBV prevention and response across the sectors based on the GBV Guidelines.
  
  *Uganda, Republic of Congo, Kenya, Greece, Nigeria, Rwanda, Tanzania, Malawi, South Sudan, Central African Republic, Italy, Niger.
  

• How is your organization assessing progress

  Progress will be measured through the UNHCR Results Based Framework which is currently being revised.
  
  To evaluate the deployment scheme and assess the work of the Senior Protection Officers (SGBV) UNHCR has developed a monitoring and evaluation (M&E) framework around a set of essential actions across sectors that are deemed effective at preventing and responding to sexual and gender-based violence (SGBV) during humanitarian emergencies.
  

• Challenges faced in implementation

  Limited financial resources is a key concern.

• Next step to advance implementation in 2017

  - UNHCR will launch a SGBV e-learning program based on the IASC GBV Guidelines. This investment in SGBV learning and other protection learning as a whole builds UNHCR’s capacity to implement better protection for refugees and is a core element of improving sustainability of advances made in prevention work impacting on refugees and other conflict affected populations.
  - UNHCR continues to support the roll out in emergencies of the IASC GBV Guidelines.
  - Emergency deployments of SPO (SGBV) at the onset of emergencies will continue to take place to prioritize SGBV prevention and response.
  

• If you had one message for the annual report on what is most needed to advance the transformation 'Take concrete steps to improve compliance and accountability', what would it be

  SGBV prevention and response interventions are lifesaving. Each sector has a responsibility to implement measures to mitigate and prevent SGBV at the onset of an emergency and to sustain efforts throughout all the phases of displacement to solutions.

• Cross cutting issues

  ☑Gender

• Other related Agenda for Humanity transformations

  ☑3D - Empower and protect women and girls

Individual Commitment

• What led your organization to make the commitment?

  Statelessness is a global problem with serious ramifications. UNHCR estimates that at least 10 million people around the world are stateless. Yet, experience has shown that with sufficient political will, it can be resolved. Building on the increased awareness and commitment by States to address statelessness, in November 2014, UNHCR launched the #IBelong Campaign to End Statelessness by 2024. The goals of the Campaign are based on 10 Actions set out in the Global Action Plan to End Statelessness, which calls on States, with the support of UNHCR and other actors, to undertake a range of initiatives to end statelessness.

• Achievements at a glance

  Progress was made in Kyrgyzstan, Malaysia, Philippines, Thailand and Turkmenistan. Costa Rica, Bolivia and Ukraine undertook law reforms benefitting stateless migrants. Guinea-Bissau’s accession to both statelessness conventions in September 2016 brought the number of State Parties to the 1954 Convention relating to the Status of Stateless Persons to 89 and the number of States Parties to the 1961 Convention on the Reduction of Statelessness to 68. The draft AU Protocol on the Right to Nationality in Africa in 2018 was submitted for review. The League of Arab States and UNHCR convened a meeting on Belonging and Legal Identity. The Statelessness Network Asia Pacific aims to build and strengthen cooperation among NGOs. UNHCR and UNICEF launched a Coalition to Ensure Every Child’s Right to a Nationality. UNHCR worked with the World Bank to support States’ implementation of SDG 16.9, “ensure legal identity for all, including birth registration, by 2030.”

• How is your organization assessing progress

  The Global Action Plan to End statelessness includes milestones against which progress will be publicly evaluated in 2017 and 2020. In addition, UNHCR has developed an internal implementation plan for the Global Action Plan, which sets out priority States for UNHCR’s engagement so as to focus advocacy and operational initiatives at the country, regional, and global levels. Developments under the Campaign are also reported as part of UNHCR’s regular annual reporting process. In addition, the quarterly released Campaign Updates provide frequent and detailed information on achievements and developments under the Campaign.

• Challenges faced in implementation

  Budgetary constraints restrict the level of UNHCR’s engagement on statelessness in some countries. To address these challenges, UNHCR launched the Special Appeal for the #IBelong Campaign to End Statelessness in December 2016, highlighting financial requirements in 2017-2018 in 11 key countries, as well as at the regional and global level. Ongoing conflicts in countries such as Syria, Iraq and South Sudan adversely affected the efforts to address statelessness. Lack of comprehensive data on stateless populations or those at risk in several countries continues to pose challenges to effectively address these situations.

• Next step to advance implementation in 2017

  UNHCR will advocate with and provide support to States to implement the the Global Action Plan, prioritizing actions aimed at granting nationality to stateless people and preventing new cases of statelessness. The particular focus of the Campaign in 2017-2018 will be equal nationality rights. UNHCR will draw attention to the problems faced by minority groups through consultations with stateless or formerly stateless minorities around the world in 2017. UNHCR will also continue to support regional initiatives, such as the development of the African Union Protocol on the Right to Nationality, expected to be adopted in 2018.

• If you had one message for the annual report on what is most needed to advance the transformation 'End statelessness in the next decade', what would it be

  Granting nationality to stateless people and ensuring that measures are in place to prevent new cases of statelessness from arising are the ultimate solutions to statelessness. These measures are often relatively straightforward and cost-effective, but require political will by States.

• Other related Agenda for Humanity transformations

  ☑3B - Address the vulnerabilities of migrants and provide more regular and lawful opportunities for migration

Individual Commitment

• What led your organization to make the commitment?

  UNHCR is working with partners engaged in Education Cannot Wait (ECW) to ensure that programmes funded by ECW incorporate displaced populations so that sustainable, quality education is available for all in line with SDG4 commitments. The Agenda’s promise to leave no one behind is pivotal for the inclusion of refugees, IDPs and stateless persons in development planning. UNHCR has been a participant in shaping the SDG/Education 2030 Agenda and framework for action to ensure that refugee and IDP children are visible and accounted for.

• Achievements at a glance

  UNHCR is a member of the High Level Steering Group for ECW and is actively involved in each of the three ECW task teams on Resource Mobilization and Advocacy, Design and Funding Parameters, and Initial Investments. UNHCR has been involved at country level in 3 countries (Chad, Yemen and Ethiopia) in the preparation of funding proposals. UNHCR is a member of the UNESCO-led SDG/Education 2030 Steering Committee and participated in the December 2016 steering group meeting. UNHCR is engaged in several countries with Ministries of Education and education stakeholders in the planning, implementation and monitoring of SDG4, with a specific focus on supporting countries to include displaced populations into their education sector planning, budgeting and monitoring.

• How is your organization assessing progress

  UNHCR takes part in Education Cannot Wait Results Technical Working Group to ensure inclusion of refugees in results framework. As part of GPE’s Board, UNHCR advocates for the strategic inclusion of refugees and other forcibly displaced children and youth in Education Sector Planning. Refugees are included in SDG4 Target 4.5 for which parity indices have been proposed. UNHCR partners with the UNESCO Institute for Statistics to ensure refugees are accounted for in SDG4 monitoring efforts. Internally, UNHCR uses the indicator ‘Extent PoC have access to national education systems’ to monitor progress and is developing a Refugee Education Management Information System.

• Challenges faced in implementation

  ECW is not yet operational as the Secretariat Director and other members are being hired so no funds have yet been disbursed. It is expected that ECW will be operational by April 2017. Refugees are five times more likely to be out of school than other children and adolescents. While gradual progress has been made, the growth in refugee numbers means that at least an estimated 12,000 additional classrooms and 20,000 qualified teachers will be needed every year to support refugee populations.

• Next step to advance implementation in 2017

  UNHCR will participate in ECW’s High Level Steering Group and collaborate in a project with the Global Education Cluster, and to lead Education in Emergency responses. UNHCR is a member of the SDG4 Steering Committee and works with the Global Partnership for Education, ensuring that the education needs of displaced populations are considered in all globally-led policy, planning and proposals. At regional level, UNHCR has ensured the inclusion of refugees in SDG planning in Latin America, Eastern Africa and the Arab States. At country level UNHCR works closely with GPE to ensure inclusion of refugees in national education sector planning.

• If you had one message for the annual report on what is most needed to advance the transformation 'Eliminate gaps in education for children, adolescents and young people', what would it be

  The operational realities and the complexity of partnerships need to be factored in to ensure the inclusion of displaced populations in national education systems with support to host communities. The Agenda’s promise to leave no one behind is pivotal for the inclusion of refugees and IDPs in national plans.

• Cross cutting issues

  ☑IDPs ☑ Refugees

• Specific initiatives

  ☑Education Cannot Wait

• Other related Agenda for Humanity transformations

  ☑3A - Reduce and address displacement

Individual Commitment

Core Commitment

• What led your organization to make the commitment?

  In emergencies, local actors are often the first to respond. Emergency preparations, planning and response should take this into account. UNHCR’s starting point in pursuing the broader use of cash is protection and the dignity of the individual. Cash-based interventions allow people to make choices, set their own priorities and preserve their ability to spend and participate in the economy. Well-designed and managed cash assistance can help build protection space. Cash also creates important new opportunities for meeting humanitarian needs in ways that increase operational effectiveness and efficiency.

• Achievements at a glance

  UNHCR updated its emergency preparedness and response policies and capacities. Emergency training and capacity building for national responders is taking place (eCentre in Asia Pacific region). UNHCR provided more than USD 500 million cash assistance in 60 countries (2016). 800 UNHCR and partner staff were trained on cash and two cash learning programmes were launched.
  
  UNHCR undertook a systematic review of its processes and systems to identify the required changes and investments (5 years): adjustments to UNHCR’s financial procedures; development and field-testing of tools, including UNHCR Market Assessment Companion Guide and Toolkit and Cash Delivery Mechanism Assessment Tool. These guidance and tools were made available - as part of its white labeling approach- to the humanitarian community, filling a gap. UNHCR is preparing guidelines on targeting of assistance. The findings of the reviews of the use of cash in support of health and WASH programming will be made available.

• How is your organization assessing progress

  Effectiveness of emergency response is evaluated regularly in cooperation with partners. UNHCR is measuring its progress against its five year strategy ‘’Policy on Cash-based Interventions” and the “UNHCR Strategy for the Institutionalization of Cash-Based Interventions in UNHCR (2016-2020)’’. UNHCR also reports on the Grand Bargain commitments. The Agency is currently measuring progress through its Results Framework, as well as through country-based Post-Distribution Monitoring. However, as part of cash institutionalisation, the organisation is currently undertaking efforts to improve the monitoring framework for cash-based interventions in terms of measuring its efficiency and effectiveness.

• Challenges faced in implementation

  Lack of capacity of national actors is a major challenge. Another challenge relates to the need for a coherent donor policy around cash, which is supportive of collaboration between UN agencies and NGOs, nurturing true partnership.

• Next step to advance implementation in 2017

   Implement the revised emergency strategy.
   Provide cross-cutting cash support and capabilities in some 15 countries.
   Implement UNHCR’s capacity-building strategy with the aim to train some 30 per cent of the work force and partners within two years.
   Adjust processes, tools and systems so as to mainstream cash across all institutional functions.
   Pursue common cash approaches with all stakeholders with relevant technical and operational capacity.
   Expand the use of common cash facilities open to all agencies on equal and direct basis, with the objective of maximising efficiency gains of cash assistance for all.
  

• If you had one message for the annual report on what is most needed to advance the transformation 'Reinforce, do not replace, national and local systems', what would it be

  The Agenda for Humanity should give priority to humanitarian emergency preparedness and response (absent as a priority issue).
  
  Cash is a tool and not an objective. While seeking to secure and realize efficiency gains through the use of cash, humanitarians must focus on the people we serve and humanitarian imperatives.

• Cross cutting issues

  ☑Cash ☑ People-centred approach

• Specific initiatives

  ☑Grand Bargain

• Other related Agenda for Humanity transformations

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

Individual Commitment

Core Commitment

• What led your organization to make the commitment?

  UNHCR is moving toward a multi-year, multi-partner planning approach (MYMP) for protection and assistance. By 2016, two out of every three refugees and four out of every five IDPs settled in towns and cities. The global policy on urban refugees acknowledged that urbanization of forced displacement would change the way UNHCR delivers protection and solutions, by anchoring refugees and IDPs within the broader framework of sustainable urban development. The Global Alliance also presents an opportunity for UNHCR to expand its collaboration around urban response. Innovation is key to improve humanitarian effectiveness.
  

• Achievements at a glance

  In 2016, UNHCR carried out multi-year, multi-partner planning in 6 pilot countries. Linked to the Global Alliance, UNHCR developed guidance on targeting, including data collection, and is on the steering committee for the IMPACT project on area-based research methods. UNHCR is rolling out the Graduation Programme (poverty reduction); working on refugee access to social protection schemes; expanding and institutionalising cash-based interventions.
  
  UNHCR has advocated with the Global Alliance towards reflecting forced displacement in the New Urban Agenda (NUA), which was subsequently approved during the Habitat III conference. The NUA’s messaging with regard to forcibly displaced persons is consistent with UNHCR Policy on Refugee Protection and Solutions in Urban Areas, and the Policy on Alternatives to Camps. At Habitat III, UNHCR co-led a Special Session on Migrants and Refugees. UNHCR is part of the GHL governing board, provided seed money and takes part in the steering committee.

• How is your organization assessing progress

  The MYMP approach is a key component of UNHCR's 2017-21 strategic directions and has become a standard element of the Refugee Coordination Model.
  
  As a follow up to Habitat III, UNHCR is developing a road-map to render its urban approaches more visible/specific, starting with a stock-taking exercise (to commence 2017 Q2). UNHCR was nominated (in December 2016) to represent the humanitarian/development constituency on the Steering Group of the Global Alliance in 2017, and will be jointly developing the Alliance’s action plan in this capacity.The innovation initiatives are new and too early to assess impact.

• Challenges faced in implementation

  Implementation of the MYMP approach may require changes in staff profiles, in structure and resource allocation, and in the delivery of assistance and protection.
  
  There is presently no specific indicators or means of assessing progress and challenges to implementation of this specific commitment. UNHCR does not have dedicated capacity/resources concentrating on urban crises specifically. The Global Alliance is at a turning point and needs to establish a sustainable capacity (Secretariat) and gain momentum in bringing its members together around joint initiatives. Promoting changes in organizational culture with regard to innovation and implementation at the operational level are often a challenge.

• Next step to advance implementation in 2017

  15 new operations will implement MYMP approach.
  
  As member of the Global Alliance (GA), and nominated Steering group member, UNHCR will:
  - Develop the GA work-plan jointly with GA partners.
  - Implement and collaborate the deliverables defined by the GA working groups.
  - Contribute to mobilising resources for the Alliance secretariat.
  - Develop an advocacy plan with members of the GA.
  - Represent the UN/INGO/NGO constituency within the Alliance.
  - Conduct its internal stock-taking exercise, and define a strategy for know-how, capabilities, and approaches in urban areas.
  
  Mainstreaming innovation throughout the organization and with partners, strengthen GHL and GAHI capacities.

• If you had one message for the annual report on what is most needed to advance the transformation 'Deliver collective outcomes: transcend humanitarian-development divides', what would it be

  Predictability in engagement and response of multiple partners.
  
  The Global Alliance has a critical role in promoting the engagement of humanitarian actors with national institutions, local municipalities, private sector and civil society. Predictable resources for the Alliance are key.
  
  Importance of innovation in humanitarian action and protection.

• Cross cutting issues

  ☑Cash ☑ Innovation ☑ Refugees ☑ Social protection ☑ Urban

• Specific initiatives

  ☑Global Alliance for Urban Crises

• Other related Agenda for Humanity transformations

  ☑3A - Reduce and address displacement