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

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • CBM International commits to actively build its local partners' capacity to work according to the principles of humanity, impartiality, neutrality and independence in humanitarian action.


  • Capacity
  • Uphold the Norms that Safeguard Humanity

Core Commitment

  • Commitment
  • Core Responsibility
  • Commit to ensure all populations in need receive rapid and unimpeded humanitarian assistance.
  • Uphold the Norms that Safeguard Humanity

  • What led your organization to make the commitment?

    CBM implements projects in partnership with local organisations including organisation of persons with disabilities. In emergency response CBM support its existing partners to deliver crucial support to their communities. As first responders CBM’s partners need to understand humanitarian principles to ensure their responses are delivered respecting rights of people including persons with disabilities and in line with the UN Convention on the Rights of Persons with Disabilities.

  • Achievements at a glance

    In past years CBM has implemented training for its partners that include sessions on humanitarian principles in East Africa and Asia Pacific regions. In addition, the Emergency Response Unit team is coaching local partners ensuring that staff are aware and understand both the rights of persons with disabilities and humanitarian principles. This is done via regular meetings or more formal training sessions. Furthermore CBM hires extra local capacities to support partners in responding to the emergency and specific attention is paid in hiring staff having clear understanding and experiences in the humanitarian field. Lastly CBM recommends existing online trainings to any new emergency team members that address humanitarian principles and encourage staff to further develop their knowledge and understanding.

  • How is your organization assessing progress

    There is no formal monitoring system in place yet for this commitment however it is assessed via the assessment of the Emergency Response Unit annual plan and report (internal).

  • Challenges faced in implementation

    The CBM Emergency Response Unit (ERU) is a support to local partners and CBM country/ regional offices and hence has a limited number of staff addressing both small local crises and major ones, leaving little time to concentrate on capacity development. New proposals are developed including a capacity building components which if funded will add a dedicated staff within the ERU to further develop and implement a capacity development plan addressing different topics including humanitarian principles.

  • Next step to advance implementation in 2017

    Trainings on humanitarian action and/or DRR are planned at regional or country levels from our regular development programs and as a preparedness activity. Capacity development workshops will be implemented in the Asia-Pacific Region including Philippines and Indonesia. If proposals are funded then further plans on capacity development will be designed and implemented over a 3 years period covering at least 4 regions. Furthermore, CBM is currently reviewing its global program commitments in light of international standards and commitments including the core humanitarian standards. This review will allow us to define priority for the ERU to further address and measure ...

  • Cross cutting issues

    ☑Disability ☑ Humanitarian principles

  • Specific initiatives

    ☑Charter on Inclusion of Persons with Disabilities in Humanitarian Action

  • Other related Agenda for Humanity transformations

    ☑3G - Address other groups or minorities in crisis settings

3G
Address other groups or minorities in crisis settings

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • CBM International commits to build alliances with organisations of persons with disabilities that can hold humanitarian leadership accountable for ensuring protection mainstreaming, therefore reducing vulnerabilities, making people safer and preserving their dignity.


  • Partnership
  • Leave No One Behind

  • CBM International will develop training programmes and partnerships to build capacity of organisations of persons with disabilities to become humanitarian stakeholders.


  • Capacity
  • Leave No One Behind

  • CBM International will participate in, support and provide technical expertise for initiatives aiming to develop minimum standards, global guidelines and tools for inclusion of persons with disabilities in humanitarian action.


  • Operational
  • Leave No One Behind

  • CBM International will provide technical expertise to support humanitarian stakeholders to include persons with disabilities in their operations.


  • Operational
  • Leave No One Behind
  • CBM International endorses the Charter on Inclusion of Persons with Disabilities in Humanitarian Action.
  • Policy
  • Leave No One Behind

  • What led your organization to make the commitment?

    CBM’s mission is to improve the quality of life of persons with disabilities in the poorest countries of the world. Following a twin track approach that in one hand aims at empowering persons with disabilities and in the other hand aims to support their inclusion in mainstream action, CBM has been implementing training and awareness raising sessions on inclusive humanitarian action together with organisations of persons with disabilities to its partners and to mainstream humanitarian stakeholders (East Africa, Asia, West Africa, Latin America, Germany, Australia, UK, etc). The trainings sessions aim at changing both organisational policies and practices ...

  • Achievements at a glance

    CBM is part of the Age and Disability Capacity Building Consortium that developed Minimum Standards for Age and Disability Inclusion in Humanitarian Action. The project has two pilot countries to test the standard and capacity building material and CBM leads on one of them in Kenya. Results includes changes in humanitarian project management tools of mainstream partners as well as clear intake of Age and Disability inclusion by senior management staff. Furthermore CBM is leading on the wide consultation process to review and finalize the standards. The consultations workshop brings together organisations of persons with disabilities, older people association and humanitarian stakeholders to seek their comment on the pilot version. In Addition, CBM has developed a mobile App (Humanitarian Hands on Tool- HHoT) that provides concrete action for field workers to include disabilities in their response activities.

  • How is your organization assessing progress

    The CBM commitments are implementing via consortium projects that bring together several actors from humanitarian stakeholders to organisation of persons with disabilities. Progress is monitored as part of the project via clearly defined indicators and reporting system. For the two examples given above, wide consultations are organised to gather feedback from users on the one hand and from persons with disabilities themselves. Evaluations are planned at the end of the projects.

  • Challenges faced in implementation

    Together with Handicap International and International Disability Alliance, CBM has developed a 3 year proposal to support the implementation of the Charter for inclusion of persons with disabilities in humanitarian action in project proposals. Despite having good funding perspectives, no funding has been approved yet, delaying implementation of some of the above commitments.

  • Next step to advance implementation in 2017

    CBM as a member of the IASC task team will actively contribute to the development of guidelines for inclusive humanitarian action. Furthermore, if funding is approved a full training module for building up leaders/ trainers with disabilities on article 11 (situation of risk and emergency) and the Charter for inclusion of persons with disabilities will be developed and implemented in partnership between International Disability Alliance, CBM and International Disability and Development Consortium.

  • Cross cutting issues

    ☑Disability

  • Specific initiatives

    ☑Charter on Inclusion of Persons with Disabilities in Humanitarian Action

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

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • CBM International commits to align its work on national and local resilience efforts, and to provide persons with disabilities and other at-risk groups with a mix of short-term assistance to address immediate needs and longer-term support to improve self-reliance.


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

  • CBM International commits to increase investment in building community resilience through systematic mainstreaming of disability and gender sensitive Disaster Risk Reduction in CBM partners' community-based projects by 2020 .


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

  • CBM International will support its local partners to adopt the Core Humanitarian Standard and to systematically collect feedback from affected communities, particularly from persons with disabilities.


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

Core Commitment

  • 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

  • What led your organization to make the commitment?

    CBM implements projects in partnership with local organisations including organisation of persons with disabilities. CBM has a wide range of development partners worldwide that implement projects in disaster / crisis prone areas. CBM’s Federal Strategy 2020 includes an objective to build resilient communities, which will be addressed via our community based inclusive development initiatives. This initiative will include Disaster Risk Reduction components and preparedness as a crosscutting issue and specifically in highly vulnerable communities. CBM is also the focal point for disability stakeholders for the Sendai framework and is involved and committed in Sendai implementation and monitoring. ...

  • Achievements at a glance

    CBM has developed model disaster risk reduction projects in Bangladesh under the leadership of persons with disabilities. During the 2016 floods communities involved in those projects clearly had less loss of assets than previous years and were also able to respond efficiently to the disaster, leaving no one behind. As an example schools for the first time were able to function throughout the flood period allowing children to continue their education. Furthermore, based on local knowledge of risks and experiences, CBM, its partners in Bangladesh, Dhaka University and communities developed an accessible model house that is affordable to local communities. Similar approaches and strategies have been developed in response to food insecurity for example in Ethiopia, or in Philippines in partnerships between local government unit, organisations of persons with disabilities and local organisations of development.

  • How is your organization assessing progress

    Most of those projects are managed via a clear set of indicators and via regular reporting. A thematic evaluation on Disability inclusive Disaster Risk Reduction projects is planned and will look at a sample of CBM DRR projects with the objective to draw clear recommendation for further development of DRR projects. Regular documentation of good practices as well as community feedback is collected by the partners but also via CBM monitoring visits.

  • Challenges faced in implementation

    Working with local grassroots organisations including organisation of persons with disabilities or self-help groups requires their inclusion in coordination mechanisms and decision-making. This poses a challenge of ensuring sharing of information between national and international stakeholders at all levels, which often is challenged by a lack of common understanding, including languages and jargon used in coordination or communication by the DRR and humanitarian communities. Furthermore often meetings and decisions are taken at the capital/ district level that excludes local grassroots stakeholders.

  • Next step to advance implementation in 2017

    In the framework of the implementation of CBM 2020 Federal Strategy, a community based inclusive development initiative plan is being developed. The draft initiative plan addresses disability inclusive DRR. This will provide CBM with a clear framework to support partners, organisations of persons with disabilities to understand and implement DRR measures/ activities and be ready to respond to local disasters/crisis. CBM’s leading role in supporting the organisation of the DRR Global Platform 2017 will allow us to further highlight the need to link up DRR with development and humanitarian action, creating space for exchanges on complementarity ...

  • Cross cutting issues

    ☑Disability ☑ Disaster Risk Reduction

  • Specific initiatives

    ☑Charter on Inclusion of Persons with Disabilities in Humanitarian Action

  • Other related Agenda for Humanity transformations

    ☑3G - Address other groups or minorities in crisis settings

4B
Anticipate, do not wait, for crises

Core Commitment

  • 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

  • What led your organization to make the commitment?

    CBM is a disability and development organisation that support local development partners to improve life of people with disabilities in their communities. Our Federal Strategy 2020 includes priorities in community resilience building and in ensuring persons with disabilities have equitable access to aid and relief. Those 2 priorities complement each other and call for ensuring that local capacities are strengthened to address crisis/disaster with both a short term and long term perspective.

  • Achievements at a glance

    CBM is supporting partners to respond to food insecurity in several countries. Our approach is both of a short term support either in kind or in cash and a longer term support in building up resilient livelihoods, food production and access to water and services. In Ethiopia, CBM has been involved in responding to the food insecurity since several months supporting our partners to work with communities in cleaning water pounds for both human and animal use, provision of support to small animals rearing and agriculture and provision of school feeding programs ensuring kids are not dropping from school. This project includes persons with disabilities and support them in contributing to their family income and community life. Projects ensure that people becomes self-reliant and are able to sustain their own needs adopting both a humanitarian response and a development approach.

  • How is your organization assessing progress

    Progress is measured via regular projects reports and a set of indicators. Furthermore end evaluations are carried out to understand the impact of our work not only as emergency response but with regard to long-term impact. For example we are currently carrying out an evaluation in the Philippines about our 2013 response to Typhoon Haiyan that includes our recovery projects that were built up in line with our Philippines development plan and including Disaster Risk Reduction projects and measures.

  • Next step to advance implementation in 2017

    CBM and partners are developing a 3 to 5 years country plan that includes risk analysis that are taken into consideration in our programs. The understanding of risks allow CBM and partners to develop projects that contribute to sustainable and resilient assets and services. With our 2020 Strategy this is strengthened by the clear commitment to analyse risks and address them via our development projects and plans.

  • Cross cutting issues

    ☑Disability ☑ Disaster Risk Reduction

  • Specific initiatives

    ☑Charter on Inclusion of Persons with Disabilities in Humanitarian Action

4C
Deliver collective outcomes: transcend humanitarian-development divides

Core Commitment

  • 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

  • What led your organization to make the commitment?

    CBM is a disability and development organisation that supports local development partners to improve life of people with disabilities in their communities. Our Federal Strategy 2020 includes priorities in community resilience building and in ensuring persons with disabilities have equitable access to aid and relief. Those 2 priorities complement each other and call for ensuring that local capacities are strengthened to address crisis/disaster with both a short-term and long-term perspective.

  • Achievements at a glance

    CBM is supporting partners to respond to food insecurity in several countries. Our approach is both of short-term support either in kind or in cash and a longer-term support in building up resilient livelihoods, food production and access to water and services. In Ethiopia, CBM has been involved in responding to food insecurity since several months supporting our partners to work with communities in cleaning water pounds for both human and animal use, provision of support to small animals rearing and agriculture and provision of school feeding programs ensuring kids are not dropping out from school. This project includes persons with disabilities and supports them in contributing to their family income and community life. Projects ensure that people becomes self -reliant and are able to sustain their own needs adopting both a humanitarian response and a development approach.

  • How is your organization assessing progress

    Progress is measured via regular projects reports and set indicators. Furthermore end evaluations are carried out to understand the impact of our work not only as emergency response but with respect to long-term impact. For example we are currently carrying out an evaluation in Philippines of our 2013 response to Typhoon Haiyan that includes our recovery projects that were built up in line with our Philippines development plan and include Disaster Risk Reduction projects and measures.

  • Next step to advance implementation in 2017

    CBM and partners are developing a 3 to 5 year country plan that includes risk analysis that is taken into consideration in our programs. The understanding of risks allows CBM and partners to develop projects that contribute to sustainable and resilient assets and services. With our 2020 Strategy this is strengthened by the clear commitment to analyse risks and address them via our development projects and plans.

  • Cross cutting issues

    ☑Disability ☑ Disaster Risk Reduction

  • Specific initiatives

    ☑Charter on Inclusion of Persons with Disabilities in Humanitarian Action

  • Other related Agenda for Humanity transformations

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