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Self Report 2017

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

Joint Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Diakonie Katastrophenhilfe, as a member of the ACT Alliance, commits to substantially increase the proportion of its humanitarian investment that goes to cash transfer programming. It will share learning across the ACT Alliance network on best practice in cash approaches, and increase capacity-building on cash for local and national members.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need
Partners: ACT Alliance

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Diakonie Katastrophenhilfe commits to invest in systems and institutional learning for programs to absorb the increased use of Cash Transfer Programming while upholding quality. It will also build stronger capacity to promote Cash Transfer Programming not only at the operational level, but to include it in the strategic dialogue with local and national authorities, donors, partner networks and the humanitarian system as a whole.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need

Core Commitment

  • 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 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

  • What led your organization to make the commitment?

    Diakonie Katastrophenhilfe and its partners have collected a lot of experience on cash programming during the last years, in particular in the whole of Syria context. In 2015, around 14% of our project expenditure was already going in cash programming. We felt, that because of this large engagement, we needed to increase our and our partners’ capacities, competences and quality.

  • Achievements at a glance

    Diakonie Katastrophenhilfe has established itself as the key organisation working on strengthening quality and awareness on cash transfer programming (CTP) in Germany. We have successfully concluded a first capacity-building and learning project, including different workshops and a publication (see attached), that aimed to increase the knowledge and awareness on CTP among German NGOs and our key partners. With our partners in the ACT Alliance, we have contributed to further develop the concept around CTP and the debate on strengthening local actors.

  • How is your organization assessing progress

    While we are still in the process of developing a specific monitoring & evaluation mechanism with reference to our WHS commitment which are not a key element of our institutional strategy, we are able to quantify the percentage of our CTP programming.

  • Challenges faced in implementation

    We experience problems in undertaking large international money transfers. In the context of counter terrorism laws, banks have increased their risk-management measures, requiring more and more information on the nature of the transfers. This delays transfers sometimes by more than six weeks. Being more cost effective is one of the big arguments for CTP, and recent developments seem to indicate, that this is driving much of the funding decisions, i.e. their preference for large implementing partners. While this will potentially have a negative impact on other benefits of CTP, in particularly as size creates distance between beneficiaries and the organization.

  • Next step to advance implementation in 2017

    - Improving our internal cash transfer monitoring reporting system to pull out more reliable numbers from the internal project management software.
    - Roll out further training in our external structure to increase the knowledge of CTP in the field, in close cooperation with the ACT Alliance.

  • Cross cutting issues

    ☑Cash

  • Specific initiatives

    ☑Charter for Change

  • Other related Agenda for Humanity transformations

    ☑4A - Reinforce, do not replace, national and local systems

4B
Anticipate, do not wait, for crises

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Diakonie Katastrophenhilfe, as a member of the ACT Alliance, commits to participate in raising awareness for the importance of disaster risk reduction at grassroots level, including in hard-to-reach locations, by providing examples of good practices in order to better influence local leadership and educating community members.
  • Advocacy
  • Change People's Lives: From Delivering Aid to Ending Need
  • Diakonie Katastrophenhilfe, as a member of the ACT Alliance, commits to increase the proportion of its humanitarian investment that goes to community emergency preparedness, risk reduction and resilience.
  • Financial
  • Change People's Lives: From Delivering Aid to Ending Need

  • What led your organization to make the commitment?

    Community emergency preparedness, risk reduction and resilience are clear strategic priorities for our organisation. We believe that through our implementation model (not self implementing, but through mainly local partners) and the unique access to local and grassroots structures through faith-based networks, we are uniquely placed in working on these aspects. Awareness-raising among our local partners of the need and approaches that can feasibly support communities to address the risks they face, is a critical first step in the process of risk reduction.

  • Achievements at a glance

    Being one of our main organisational strategic goals for 2016-2020, many of our projects already contain elements of community emergency preparedness, risk reduction and resilience. We have also positioned a DRR Adviser at HQ focusing on capacity-building, developing resources, identification and communication of learning and good practice on community-based and household level DRR, CCA and DRM. DKH support the use of guided self-reflections by our partners with their communities to identify the effects, achievements, challenges, lessons learnt and recommendations for improvement. This reflective process developed 4 case studies in 2016 to be used to communicate the effectiveness of DRR approaches to the wider community and stakeholders.
    Additionally, as members of the ACT Alliance, we have collected and published a range of different cases, which support advocacy on the importance of DRR.

  • How is your organization assessing progress

    DRR is an essential part of our institutional strategy for 2016-2020, and hence we are able to assess the progress through the normal monitoring and evaluation process.

  • Challenges faced in implementation

    Diakonie Katastrophenhilfe is working on developing further participatory monitoring and evaluation methods to engage communities and stakeholders in the identification and development of case studies. This includes the utilization of DRR benefit cost analysis.

  • Next step to advance implementation in 2017

    Diakonie Katastrophenhilfe has a focus on linking community-based DRM with local partner preparedness and response planning. Diakonie Katastrophenhilfe sees these two components as complimentary aspects required for ensuring both risk reduction and improved response capacities at the community level, for those most affected by emergencies and disasters. Through the ACT Alliance, we will be engaged in the Global Platform on Disaster Risk Reduction in Cancun in 2017.

  • Cross cutting issues

    ☑Disaster Risk Reduction ☑ People-centred approach

  • Other related Agenda for Humanity transformations

    ☑4B - Anticipate, do not wait, for crises

4C
Deliver collective outcomes: transcend humanitarian-development divides

Joint Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Diakonie Katastrophenhilfe commits to improve inter-organizational coordination with its sister organization, Brot fur die Welt, to facilitate the direct continuation of programs and relevant financing for its local partners to better link emergency relief with activities that aim to reduce risk and vulnerability and increase resilience in the mid- and long term perspective as a cornerstone of its joint Strategic Plan 2016-2020.
  • Partnership
  • Change People's Lives: From Delivering Aid to Ending Need
Partners: Brot für die Welt

  • What led your organization to make the commitment?

    Having Disaster Preparedness and Disaster Risk Reduction as one of our strategic priorities in 2016 - 2020, and due to our partnership with local actors and the membership and engagement in the ACT Alliance, we are uniquely placed to recognize the challenges that are linked with improving aid to affected people in protracted crisis and fragile environments in our daily work. In particular in protracted crisis areas, but also in other contexts, where natural disasters strike (Nepal) or epidemics occur (Ebola), we have experienced important shortcomings in the past in terms of connectivity of humanitarian and development efforts.

  • Achievements at a glance

    Through different internal working groups, the communication between Bread-for-the-World and Diakonie Katastrophenhilfe has already been improved. We have concluded an evaluation on the process of the Ebola response, and are currently discussing the lessons-learned.

  • How is your organization assessing progress

    Assessing progress will be done partly through future joint program evaluations, but also through the completion of key documents such as policies and guidelines. As this is part of the institutional strategy of the organization, the strategic monitoring unit is involved in following up on the progress, based on relevant indicators.

  • Challenges faced in implementation

    A key external determinant to the success of this commitment are donor policies and regulations in Germany. There is a constant struggle to try to ensure continuity of programming between projects funded by the German Ministry of Foreign Affairs (Humanitarian Aid) and the Ministry for Development. The issue is currently under discussion among the different stakeholders in Germany following the WHS and the commitments done by the German government. Also, challenges to maintain true to the humanitarian principles will always have to be considered in this context.

  • Next step to advance implementation in 2017

    We hope, that the development and roll-out of joint policies (ex. resilience in 2017-2018) will be supporting the achievement of this commitment. Also, we are participating in the relevant working group among the German stakeholders which tries to address the challenges of government funding.

  • Cross cutting issues

    ☑Disaster Risk Reduction ☑ Humanitarian principles

  • Specific initiatives

    ☑Charter for Change

  • Other related Agenda for Humanity transformations

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

5A
Invest in local capacities

Joint Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Diakonie Katastrophenhilfe commits to support its local partners, who are planning and implementing the projects and programs, in setting up measures and activities through a push to include relevant indicators and analysis, as reflected in its Strategic Plan for 2016-2020. It is committed to remain vocal in its advocacy towards donors, so that they contribute with relevant funding schemes.
  • Advocacy
  • Invest in Humanity
Partners: Brot für die Welt
  • In line with its strategic plan for 2016-2020, Diakonie Katastrophenhilfe commits to provide more funding directly to local actors, and to pair relevant efforts with a focus on building their organizational capacity and preparedness; and to strongly advocate with donors in Germany and Europe to increase the funds available to local actors for this purpose.
  • Financial
  • Invest in Humanity
Partners: ACT Alliance

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • As a member of the ACT Alliance, Diakonie Katastrophenhilfe commits to significantly increase the proportion of humanitarian funding that goes directly to local and national members and their partners for humanitarian response and emergency preparedness, and we will seek to transparently report on this amount; to support initiatives that provide easier and better access to resources for local and national members, particularly where they are first and frontline responders; to continue to demonstrate, learn from, identify and share best practice in local-national-international partnerships, in line with the ACT Principles of Partnership, that are inherent in the ACT Alliance's vision and working practices. It will also seek to foster the ACT Alliance approach to encourage partnerships directly between local and national members through national and regional ACT Forums, working in complementarity and equality.
  • Financial
  • Invest in Humanity
  • Diakonie Katastrophenhilfe commits to invest in its private donor relationships in order to increase un-earmarked financing. This will give it more possibilities to hand down flexibility to local partners, particularly in fragile contexts, so that programs can be better adjusted to changing environments and that it can effectively support them in enhancing their capacities.
  • Financial
  • Invest in Humanity

Core Commitment

  • 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

  • What led your organization to make the commitment?

    Diakonie Katastrophenhilfe is implementing programs through mostly national and local partners. From our experience, achieving real partnership and strong capacities of partners will not be achieved by simply having them conduct projects, but it needs stronger, better targeted efforts related to improved funding, programming and institutional partnership approaches, as much as advocacy efforts to achieve a conducive environment. Due to the low risk appetite of donors to support local actors in fragile contexts, we are conscious about the need to use our own funds to support local actors at an early stage.

  • Achievements at a glance

    As there is still debate on how to calculate relevant figures, we are still very confident that even with a very conservative indicator, we will be able to meet the commitment. We are strongly engaged in the discussion on strengthening local actors through the ACT Alliance, as a signatory to the Charter4Change and within he German Post-WHS process. We have also signed an additional strategic partnership agreement with a partner in 2016, aiming to strengthen their institutional capacity outside of the normal project cooperation.

  • How is your organization assessing progress

    As this is part of the institutional strategy of the organization, the strategic monitoring unit is involved in following up on the progress, based on relevant indicators. Also, together with the other signatories of the Charter4Change and the ACT Alliance, we have been discussing and shaping monitoring and reporting mechanisms on the commitments made in this regard.

  • Challenges faced in implementation

    The challenges to financially support local partners are considerable, if almost the entire resources have to come from private donations. Government funding regulations towards NGOs are very difficult to change, and despite potential willingness and a general understanding of the need for adjustment of the departments responsible for humanitarian aid programming, the risk-appetite involved in investing in longer term engagement of other parts of the government remain low. Providing monitoring through IATI standards has proven to be a major challenge for our IT system.

  • Next step to advance implementation in 2017

    We will aim to increase the number of similar strategic partnerships. Through the Charter4Change, the ACT Alliance and the working groups at the German level, we will continue to drive these commitments.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Invest in local capacities', what would it be

    Without a clear decision among donor states to accept the comparable small risk involved in additional and more flexible financial support to local and national civil-society, reaching this committment will not be possible.

  • Cross cutting issues

    ☑Accountability to affected people

  • Specific initiatives

    ☑Charter for Change ☑ NEAR - Network for Empowered Aid Response

  • Other related Agenda for Humanity transformations

    ☑4A - Reinforce, do not replace, national and local systems ☑ 5A - Invest in local capacities

5B
Invest according to risk

Core Commitment

  • Commitment
  • Core Responsibility
  • Commit to invest in risk management, preparedness and crisis prevention capacity to build the resilience of vulnerable and affected people.
  • Invest in Humanity

  • What led your organization to make the commitment?

    For reporting on the core commitments, please see the information under the individual and joint commitments.

  • Achievements at a glance

    For reporting on the core commitments, please see the information under the individual and joint commitments.

  • How is your organization assessing progress

    For reporting on the core commitments, please see the information under the individual and joint commitments.

  • Challenges faced in implementation

    For reporting on the core commitments, please see the information under the individual and joint commitments.

  • Next step to advance implementation in 2017

    For reporting on the core commitments, please see the information under the individual and joint commitments.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Invest according to risk', what would it be

    For reporting on the core commitments, please see the information under the individual and joint commitments.

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

Core Commitment

  • Commitment
  • Core Responsibility
  • 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

  • What led your organization to make the commitment?

    For reporting on the core commitments, please see the information under the individual and joint commitments.

  • Achievements at a glance

    For reporting on the core commitments, please see the information under the individual and joint commitments.

  • How is your organization assessing progress

    For reporting on the core commitments, please see the information under the individual and joint commitments.

  • Challenges faced in implementation

    For reporting on the core commitments, please see the information under the individual and joint commitments.

  • Next step to advance implementation in 2017

    For reporting on the core commitments, please see the information under the individual and joint commitments.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Finance outcomes, not fragmentation: shift from funding to financing', what would it be

    For reporting on the core commitments, please see the information under the individual and joint commitments.

5E
Diversify the resource base and increase cost-efficiency

Joint Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Diakonie Katastrophenhilfe, as a member of the ACT Alliance, commits to amplify its advocacy work with relevant donors and recognizing the potential outcomes of the Grand Bargain, it is committed to streamline and harmonize relevant instruments and approaches in order not to ask more from local and national partners in terms of reporting requirements that what donors ask from it.
  • Advocacy
  • Invest in Humanity
Partners: ACT Alliance

Core Commitment

  • 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

  • What led your organization to make the commitment?

    Diakonie Katastrophenhilfe's main governmental donors are the German Government (MoFA) and the European Union (ECHO) (total public funds in 2015: 37,1%). In the implementation of our projects with partners on the ground, we are experiencing many challenges linked to the regulations and procedures from these donors. It is a challenge for us to bring partners up to speed with the relevant procedures, and assuring the quality requires a lot of resources at field and HQ level.

  • Achievements at a glance

    This commitment is dependent on the regulations at the back-donor level, which are discussed under the Grand Bargain. Diakonie Katastrophenhilfe is not directly involved in the Grand Bargain, but contributes with input into the discussions through different channels (mainly ACT Alliance, but also VENRO and NGO VOICE).

    Since June 2016, Diakonie Katastrophenhilfe is represented at a WHS follow-up working group between German NGOs and the German government, who’s main purpose it is to facilitate accounting and reporting requirements. The working group has met once in 2016. No concrete results for the moment.

  • How is your organization assessing progress

    We are still working on developing a specific monitoring and evaluation tool for a stringent WHS follow-up of the commitments that are apart of our institutional strategy.
    As part of our regular partnership dialogue, we are assessing feedback from our local partners on issues related to the relationship on different issues, including the partner’s perception of partnership with DKH. Under this section, we collect structured feedback on issues related to partnership opportunities, technical support for project cycle management.

  • Challenges faced in implementation

    As this stage, the process remains linked to the Grand Bargain achievements, which have not yet produced any tangible outcomes against which we can measure our own asks to partners.

  • Next step to advance implementation in 2017

    - Continuous engagement into the debate and dialogue around the Grand Bargain (mainly through ACT Alliance) and the German NGO Working Group on accountability and reporting.
    - In-cooperate the feedback from partners through the partnership surveys.
    - Finalization of the internal monitoring and evaluation tool on WHS commitments.

  • Cross cutting issues

    ☑Accountability to affected people ☑ People-centred approach

  • Specific initiatives

    ☑Charter for Change ☑ Grand Bargain

  • Other related Agenda for Humanity transformations

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

Attachments

  • WHS Commitments Attachments
    Transformation - 4A | Cash