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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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2D
Take concrete steps to improve compliance and accountability

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • UNDP commits to adopt the IASC statement on the Prevention of Sexual Exploitation and Abuse at the individual agency level.


  • Policy
  • Uphold the Norms that Safeguard Humanity

Core Commitment

  • 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

  • What led your organization to make the commitment?

    UNDP has a long standing commitment to preventing and responding to Sexual Exploitation and Abuse (SEA). Even though SEA incidents are very rare in UNDP (2 in 2016, and 3 in 2015), UNDP is aiming to achieve zero incidents by strengthening commitment of UN staff to UN values and making sure that all the required mechanisms are in place to inform staff about SEA, to prevent SEA incidents, and to identify them in timely manner and take responsive action effectively.

  • Achievements at a glance

    • Based on the Protection from Sexual Exploitation and Abuse Minimum Operating Standards (PSEA MOS), UNDP drafted an organization wide PSEA Action plan which was approved by the UNDP Organizational Performance Group (OPG) in December 2016. One of the standards in the PSEA MOS is to ensure that “Effective and comprehensive mechanisms are established to ensure awareness-raising on SEA among personnel”. To meet this particular standard, UNDP is finalizing (in collaboration with UNICEF, UNHCR, UN Women and UNFPA) a PSEA online training for staff. The training is estimated to be launched in May 2017.
    • To support the 2nd commitment, UNDP has taken steps to ensure that Resident Coordinators (RCs), who also serve as Humanitarian Coordinators in some countries, are aware of their PSEA responsibilities and are adequately supported in discharging their respective functions.
    • To support the 3rd commitment, in 2016 the Office of Audit and Investigations received training on Forensic Interviewing of Children.

  • How is your organization assessing progress

    • The implementation of the PSEA MOS (1st commitment), which includes activities around the 2nd and 3rd commitment, will be reported to the OPG as part of the organization wide action plan on PSEA by the end of 2017.

  • Challenges faced in implementation

    While UNDP is committed to preventing and responding to SEA, the organization has limited resources available to support the work.

  • Next step to advance implementation in 2017

    For 2017, UNDP will focus on:

    - Finalizing and launching the PSEA online training (which falls part of the PSEA MOS/1st commitment)
    - Implementing a PSEA awareness campaign (including communications to RCs, HR practitioners and project staff)

  • 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

    There is a need to:
    • purposefully invest in promoting and adhering to UN values among UN personnel;
    • improving the system-wide screening of candidates for prior history or related misconduct; and
    • put in place more effective accountability mechanisms.

  • Cross cutting issues

    ☑Accountability to affected people ☑ Gender

3A
Reduce and address displacement

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • UNDP commits to strengthening multi-stakeholder collaboration and national and local government capacity building to improve and harmonize the data and evidence base on forced displacement, to inform policies and programmes in countries affected by forced displacement.
  • Capacity
  • Leave No One Behind
  • UNDP will strengthen its advocacy for and support to governments on the integration of IDPs, refugees and the needs of host communities into national development plans, strategies and UNDAFs in all countries where UNDP is actively engaged in addressing displacement.
  • Advocacy
  • Leave No One Behind

Core Commitment

  • 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

  • What led your organization to make the commitment?

    Forced displacement is a humanitarian as well as a political and development priority. This also reflects the many links between the 2030 Agenda for Sustainable Development and the Sustainable Development Goals related to migration and displacement.

    UNDP has extensive experience addressing migration and displacement, mainly covering three key areas of work: 1. Developing comprehensive national policy and institutional frameworks for migration. 2. Managing migration for long-term positive development impacts at the sub-national and local level. 3. Resilience based development solutions for migration and displacement in times of crisis, conflict and disaster.

  • Achievements at a glance

    1. UNDP commitments for 19 Sept Summit and follow-up to New York Declaration for Refugees & Migrants
    2. UNDP signature of open letter on IDPs

    1.) Guidance Note on Integrating Migration & Displacement in UNDAFs: In the UNDAF process, migration and displacement issues can be integrated and considered at all stages including (1) country analysis, (2) road map, (3) strategic planning, and (4) monitoring and evaluation. A range of information and data sources can be consulted to investigate the feasibility of key planning options, for example population census, labor force surveys, or national bank data.
    2.) Durable Solutions Operational Guide. UNDP leads implementation of the 2011 UN Secretary-General Decision on Ending Displacement in the Aftermath of Conflict (Decision on Durable Solutions).
    3) Example Uganda has been selected as a focus countries to practically inform the blueprint of a Global Compact on Refugees through practical application of the Comprehensive Refugee Response Framework (CRRF)

  • How is your organization assessing progress

    UNDP has undertaken mapping and stocktaking exercises to help provide a consolidated overview of its role and global offer as a development actor on migration and displacement. The mapping exercises provided an overview of UNDP’s operational responses and contributions so far, while also highlighting results achieved and areas requiring additional attention.

    UNDP should work with partners to advance a joint evidence base on migration and displacement, in particular evidence related to the development impact of displacement and migration, as well as analysis of the root causes of displacement and drivers of migration.

  • Cross cutting issues

    ☑IDPs ☑ Refugees

3D
Empower and protect women and girls

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • UNDP commits to allocate at least 15 percent of all its funding in recovery and peacebuilding contexts to address women's specific needs, advance gender equality and/or empower women and girls as the principal objective.


  • Financial
  • Leave No One Behind
  • UNDP will ensure that women and girls receive between 40 and 60 percent of the benefits of its employment generation/early recovery programmes in at least 15 countries.
  • Operational
  • Leave No One Behind

Core Commitment

  • 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

  • What led your organization to make the commitment?

    In line with the UN-SWAP (UN-Wide Action Plan on Gender Equality), UNDP is already committed to the financial benchmark for resource allocation for gender equality and women’s empowerment which has been set at 15 per cent of the organisation’s resources for the strategic planning period 2014-2017. Furthermore, at least 15 per cent of UNDP funding in peacebuilding contexts will be allocated to address women’s specific needs, advance gender equality and/or empower women and girls as their principle objective.

    In 2014, 4% of UNDP’s global expenditure went to project outputs that had gender equality as a principal objective.

  • Achievements at a glance

    Corporate Integrated Results and Resources Framework (IRRF) reporting for 2016 was launched in November 2016 and final data should be available by end of March 2017. DIG, LERT and gender teams within BPPS have identified a number of countries that will be sensitized to report on this indicator. Countries reporting and not reaching the 40% threshold will also be contacted to see how to improve country-level performance.

    Gender indicator was included in UNDP corporate IRRF
    - 2015 overall performance of this indicator was 46 percent, for 12 countries reporting (Burundi, CAR, DRC, Iraq, Jordan, Mali, Mali, Mauritania, Pakistan, South Sudan, Sudan, Uganda, Yemen). This is an increase from 38 percent in 2014.
    - 8 out of the 12 countries reporting in 2015 reached a percentage of 40 percent or higher. These were Burundi, Central African Republic, DRC, Jordan, Mali, Mauritania, Pakistan and Uganda.

  • How is your organization assessing progress

    UNDP reviews the gender marker results on a quarterly basis and annually at the Gender Steering and Implementation Committee (GSIC). The GSIC is the organisation’s principal gender equality oversight and accountability mechanism.

    The publication of quarterly gender marker reports to help senior managers monitor and track gender investments and a system of external random assessments were developed to ensure the accuracy of the ratings.

    The 2015 evaluation of UNDP implementation of the gender equality strategy for 2008-2013 noted that UNDP has produced tools and established institutional arrangements that have helped strengthen the organization’s contributions to gender equality and women’s empowerment.

  • Challenges faced in implementation

    Gender analysis should be better integrated across UNDP programming. In addition, persistent challenges remain in increasing the expenditures that have gender equality as a principle objective, currently at 4% compared to the target of 15%. UNDP has made concerted efforts to improve the gender marker results. Follow up actions included the issuance of an updated Gender Marker guidance note, together with gender analysis tools, Gender Marker campaigns were launched in the Arab States, Europe and CIS and Asia-Pacific regions. This is also accompanied with increased support for the deployment of gender advisers in crisis contexts to strengthen gender programming.

  • Next step to advance implementation in 2017

    Way forward for 2017: In order to improve the gender marker ratings, UNDP will be launching a series of trainings and workshops on improving the gender marker through gender programming. UNDP will also be looking to increase the deployment of gender advisers in crisis contexts. In 2017, the IASC Gender and Age Marker is due to be launched and rolled out through the humanitarian cluster coordination system. UNDP has been supporting the piloting of the IASC Gender and Age Marker and will be looking support the roll out through the Early Recovery Cluster.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Empower and protect women and girls', what would it be

    Good gender analysis and sex-disaggregated data is an integral part of assessing the impact of humanitarian crisis on women, girls, boys and men. This leads to better design of humanitarian response plans, targeted actions and determine resources required to meet differentiated needs and start to address existing gender inequalities.

  • Cross cutting issues

    ☑Gender

3G
Address other groups or minorities in crisis settings

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • UNDP 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?

    UNDP is part of the Inter-Agency Support Group for the Convention on the Rights of Persons with Disabilities. As part of the IASG WG on Article 11 (on Situations of risk and humanitarian emergencies), UNDP contributed to the drafting of the Charter and the organization of the Special Session on Disabilities at the WHS. UNDP endorsed an approach to humanitarian action which promotes non-discrimination, participation as well as inclusive policy, response and services and cooperation and coordination and sought to encourage national governments, civil society as well as UN and other international actors to adopt such an approach in humanitarian interventions.

  • Achievements at a glance

    Following the endorsement of the WHS, UNDP in 2016 went through an evaluation of its work in the areas of disabilities inclusive development. As part of the evaluation, a specific recommendation related to humanitarian action was accepted by UNDP: “UNDP should make specific reference to the needs of persons with disabilities in crisis prevention planning and risk assessments, early recovery and post-crisis development planning.”

    At the country level, UNDP has supported programming in crisis contexts which include a specific focus on persons with disabilities including:
    - A study of the challenges faced by persons with disabilities (PwDs) in post-earthquake Nepal in 2016 to inform policy and programming targeting persons with disabilities
    - In Syria UNDP has developed a comprehensive rehabilitation programme to support persons with disabilities. In 2015, 3179 received disability aid to enable them to regain their role as productive individuals and 467 PwDs received physiotherapy in Alleppo.

  • How is your organization assessing progress

    - Review and integrate disability/inclusion/vulnerability in the crisis response packages
    - Review and raise awareness on disability/inclusion/vulnerability in the Global Cluster on Early Recovery capacity-building, particularly in relation to conflict and
    - Ensure that UNDP policy on recovery addresses the needs of PwDs in post-crisis contexts and crisis preparedness
    - Post-disaster needs assessments and recovery plans take into account specific impacts of disasters on PwDs with disaggregated data and a separate component dealing with recovery needs and interventions for PwDs
    - UNDP recovery programmes following disasters target/prioritize a minimum of 10 percent of UNDP funds to assist households of PwDs

  • Challenges faced in implementation

    Many of UNDP’s interventions are often targeting vulnerable groups generally, rather than including specific information related to disabilities-inclusive programming. More disaggregated data and targeted assistance is required to address the specific challenges facing PwDs in crisis situations. This information is often also not incorporated as part of assessment processes and the multiple challenges facing PwDs are overlooked.

  • Next step to advance implementation in 2017

    UNDP is currently developing its new strategic plan and is exploring how to ensure working to further the rights of persons with disabilities can be included within the new strategic plan for UNDP. In addition, as specific teams and bureaus within UNDP have made commitments that will be report to the Executive Board, they will form the basis for taking forward the agenda of promoting the rights of persons with disabilities as part of humanitarian and development interventions.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Address other groups or minorities in crisis settings', what would it be

    UNDP remains committed to the principles of the Charter as part of its work on crisis response and recovery. It has included specific commitments to the Executive Board on targeted policy and programming for inclusion of persons with disabilities in humanitarian action.

  • 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
  • UNDP will double its investment in strengthening national and local systems and capacities for undertaking resilient recovery, beginning with the 35 countries most affected by fragility, by 2020. It will also advocate for the use of these systems in recovery efforts. This includes: (a) strengthening core governance functions and service delivery for crisis response and resilient recovery in 35 countries affected by protracted crisis and/or by a high degree of fragility, by 2020 (UNDP will target 80 sub-national entities, focusing on areas of urban crisis); (b) supporting inclusive and participatory local governance processes through work with civil society organizations, at least 30 percent of which will be women's groups, to lead community-driven prevention, preparedness, recovery, and sustainable development in 30 crisis-prone countries by 2020; and (c) strengthening local capacities to create jobs and livelihood opportunities, including through innovative partnerships with the private sector, enabling a rapid return to sustainable development and inclusive growth for 30 crisis-prone countries by 2020.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need
  • As a member of the Global Alliance for Urban Crises, UNDP commits to prioritize work with local municipalities to strengthen local systems and capacities to embed the humanitarian response within development interventions, promote active participation in timely implementation of service delivery and foster partnerships connecting the city, national, regional and global level of local government and professional associations.
  • Partnership
  • Change People's Lives: From Delivering Aid to Ending Need

  • UNDP commits to establishing a common approach to providing information to affected people and collecting, aggregating and analysing feedback from communities to influence decision-making processes at strategic and operational levels.


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

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
  • 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?

    The UN Secretary- General’s Policy Committee decision 2009/27 and Report of the Secretary General on peace building in the immediate aftermath of conflict (S/2009/304) identify core government functions as one of the main five requests in the immediate aftermath of conflict and commissioned a review. This was done by the United Nations Working Group on Public Administration, chaired by UNDP. The report identified the centrality of the political settlement to peace and statebuilding, specifically national ownership and working on local governance; and we, as the UN and the wider international system, are not doing enough to support core government functions.

  • Achievements at a glance

    UNDP is working in 36 countries on this issue.

    Most Core Government Function (CGF)-relevant projects at the national level have focused on strengthening core governance institutions in the programming area of supporting merit-based and transparent civil service reforms and public administration capacity-building projects to strengthen overall national and sub-national capacity to deliver high quality public services to citizens.
    At the local level, the projects are more varied with different areas of support which includes (among others): working on inclusive development planning (Tunisia); increasing the delivery of services (DRC); supporting accountability systems (Nepal); supporting intergovernmental linkages for service delivery (Afghanistan); supporting municipalities to deliver services to migrants and refugees (Serbia); developing capacity of the population to ensure active participation and their ability to hold local governance actors accountable (Colombia); building peace through strengthening the social contract through enhanced service delivery (Lebanon); and strengthening services to ensure more secure environment for the population (Honduras).

  • How is your organization assessing progress

    The organization is using its reporting system where country offices submit a Results Orientated Annual Report. This gives progress on the related projects to this commitment. On a quarterly basis, the technical teams of the Bureau of Policy and Programme Support get updates from the Country Offices.

    UNDP also has strong partnerships with UCLG, City Alliance and Metropolis. The partnership with UCLG reflected in the joint platform on the Localization of the SDGs - www.localizingthesdgs.org

  • Next step to advance implementation in 2017

    UNDP has helped set up the Interagency Working Group on Core Government Functions which it chairs with DPA. This will work to bring the UN system together around the implementation of this agenda. UNDP has also set up a partnership with the World Bank and is producing joint analysis tools and guidance.

    UNDP will set up a local governance advisory group at headquarters to ensure that the voices of the actors we work with on the ground is part of the discussion. The partnership with the Global Taskforce of Regional and Local Governments will be strengthened through joint tool development.

  • Other related Agenda for Humanity transformations

    ☑1C - Remain engaged and invest in stability ☑ 1D - Develop solutions with and for people ☑ 5A - Invest in local capacities

4B
Anticipate, do not wait, for crises

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Through the Insurance Development Forum, UNDP commits to work with partners, including the insurance industry and the World Bank Group, to optimize and extend the use of insurance-related facilities to protect vulnerable populations, companies and public institutions against risks and shocks.
  • Partnership
  • Change People's Lives: From Delivering Aid to Ending Need

  • UNDP commits to invest in new partnerships that incentivize early action and build resilience. This includes launching and growing the Connecting Business Initiative, in partnership with OCHA and UNISDR, to facilitate the engagement of national and global private sectors in disaster risk reduction, emergency preparedness, response and recovery.


  • Partnership
  • Change People's Lives: From Delivering Aid to Ending Need
  • UNDP commits to invest in new partnerships that incentivize early action and build resilience. This includes launching Global Preparedness Partnership with an accompanying two-fund architecture that builds national and local preparedness capacity. The first phase of implementation will focus on 20 countries by 2020.
  • Partnership
  • Change People's Lives: From Delivering Aid to Ending Need
  • UNDP commits to support the 50 most at-risk countries over ten years with a focus on five thematic areas for risk-informed development and disaster risk reduction: (1) actionable risk information; (2) integrated risk governance; (3) early warning and preparedness; (4) resilient recovery; (5) local action. The first phase of the work will be for 12 countries over two years.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need
  • UNDP commits to work with relevant partners to establish and roll out a Global Preparedness Partnership between the CVF/V20, donors and international organizations to strengthen preparedness and the predictability of response and recovery in the most vulnerable, at-risk countries. The first phase of implementation will focus on 20 countries by 2020.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need

  • UNDP, in collaboration with UN system partners, will advocate for and invest in bringing to scale approaches that promote prevention and preparedness in fragile settings. This includes supporting South-South cooperation on comprehensive, joint risk and vulnerability analysis and integrated early warning systems in countries prone to different forms of risk. UNDP will invest in scaling up successful approaches and technology for prevention and preparedness involving the private sector, building on evidence from UNDP'€™s Innovation Facility.


  • Advocacy
  • 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 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

  • What led your organization to make the commitment?

    The Commitment to Action in which UN agencies commit to a New Way Of Working (NWOW) towards delivering on the Secretary-General’s Agenda for Humanity and the promise of the 2030 Agenda for Sustainable Development to “leave no one behind”. This requires a different kind of collaboration among governments, international humanitarian and development actors and other actors. Partners need to work together across mandates, sectors and institutional boundaries and with a greater diversity of partners toward supporting local and national actors to end need and reduce risk and vulnerability in support of the 2030

  • Achievements at a glance

    The set-up of Connecting Business Initiative (CBI) is on-going, an agreement has been reached with OCHA and UNISDR to set up the initiative as a UNDP project and project document is being finalized in February 2017. Work has started at the global level, an online platform has been set up, and 10 countries have been supported in 2016 to set up private sector networks that connect to the government and humanitarian systems.

    Concept Note presented at WHS on Global Preparedness Partnerships (GPP) is now elaborated as a joint funding proposal by Partners (UNDP, UNOCHA, WB/GFDRR, FAO and WFP). The partners have hired a dedicated senior consultant who coordinates the development and operationalization of the GPP. Initial dialogues with interested donors have started.

    - As a result of UNDP's leading role and constant engagement with the industry, the IDF was inaugurated in April 2016 and organized around two bodies: a High Level Steering Group and an Implementation Group

  • How is your organization assessing progress

    CBI: Initial version of the global portal www.connectingbusinessinitiative.org and a number of guidance documents developed

  • Next step to advance implementation in 2017

    It is expected that the GPP will be fully operational mid 2017. This includes: Operational Workshop among partners. Framework document developed. V20 Risk Focus Group in March. V20 ministerial in April. Partners plan to formally launch the GPP at the Global Platform for DRR in Cancun in May 2017.

    IDF: 1. Continue to co-chair all IDF activities at the Principal and senior levels. 2. Facilitate the discussions on the establishment of a Technical Advisory Facility 3. Facilitate and co-lead the work of the IDF investment working group

  • Cross cutting issues

    ☑Disability

  • Specific initiatives

    ☑Global Partnership for Preparedness ☑ The Connecting Business Initiative

4C
Deliver collective outcomes: transcend humanitarian-development divides

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • UNDP commits to advocate with partners, for the four main shifts needed and to facilitate the necessary interagency coordination to transcend the humanitarian-development divide in addressing protracted displacement: (a) a new approach to strategic planning through joint development-humanitarian assessments, analysis, and multi-year planning and programming for collective outcomes; (b) localized solutions through collaboration with local governments/authorities, civil society and the private sector to implement solutions that work and ensure that 'displacement' is included in local-level plans, programmes and budgets; (c) a new way of flexible additional and multi-year financing; and (d) strengthened policy and legal frameworks to protect and foster inclusion of displaced people.


  • Advocacy
  • Change People's Lives: From Delivering Aid to Ending Need
  • UNDP commits to support countries faced with fragile situations to implement and achieve sustainable outcomes under the SDGs by supporting the mainstreaming of the SDGs in development plans, informed by comprehensive assessments of the root causes of fragility, and with investment in data management capacities. In addition, UNDP commits to advocate for sustained aid to this group of countries.
  • Policy
  • Change People's Lives: From Delivering Aid to Ending Need

  • UNDP commits to work with UN system partners to generate common, context-specific guidance on appropriate levels of integration of analysis, planning, coordination, monitoring, and financing for different operational contexts, in crisis-affected and crisis-prone countries, with a view to maximizing opportunities to deliver collective results. This includes: (a) progress joint analysis and planning and advance the coherence of humanitarian and longer-term development approaches; (b) where relevant, advocate for '€˜One Plan' that is contextualized, multi-year, and defines collective outcomes for achieving the SDGs, with the support and leadership of national authorities; and (c) invest in the development of rounded leadership profiles for RC/HCs that will advance humanitarian-development coherence in complex settings and advocate for RC and HC functions to be supported by robust and integrated capacity, accountable to the RC/HC.


  • 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

  • What led your organization to make the commitment?

    UNDP had been at the forefront of progressing better solutions to humanitarian-development coherence prior to the WHS as UNDP’s crisis response fundamentally works in a space that is shared with humanitarians. However, there was a clear recognition that more needs to be done for the system to work coherently across the two pillars in order to make a true impact on the ground, especially in the context of protracted crisis. This also entails a shift from development actors in policies, behavior and programmes to effectively engage from the start of a crisis.

  • Achievements at a glance

    - The Inter-Agency Standing Committee (IASC) and the United Nations Development Group (UNDG) have adopted a Roadmap for Action Towards Collective Response including 14 countries have already been selected for the HDPN Initiative. Here UNDP of of course plays a strong role.
    - UN-World Bank Humanitarian-Development-Peace Nexus Initiative, which supports the pursuit of collective outcomes in a set of countries through technical support and seed-funding
    - Copenhagen Meeting: which identified concrete examples of good practice, steps being taken by different stakeholders to support coherent delivery, enabling factors, and persistent barriers to progress and proposed mitigating measures.
    - New tools: i) new UNDAF guidelines, which incorporates the thinking around the New Way of Working (NWOW) and working towards collective outcomes.
    Implementation commenced in various countries including Sudan, Lebanon, Ethiopia, Uganda, Yemen, Burkina Faso and Mauritania.

  • How is your organization assessing progress

    - UNDP, with humanitarian partners, are working to showcase opportunities and challenges arising from the implementation of the New Way of Working in the first two years following the World Humanitarian Summit. This will help uncover much needed evidence and good practices, and allow for a better understanding of how the New Way of Working fits with the other commitments of the WHS as well as with initiatives such as the 2030 Agenda and “Sustaining Peace”.
    - Progress on IASC/UNWGT joint Action Plan.

  • Challenges faced in implementation

    The existing silos of humanitarian and development funding create lack of flexibility of financing mechanisms and do not encourage the application of development-oriented approaches already from the onset of an emergency and in protracted refugee situation.

    There is a need to support efforts led at the country-level to take forward the New Way of Working in self-selected countries, shaped by the dynamics of the context.

    There is a need to improve the sharing of situational analysis between humanitarian and development actors, including the UN and WB

    Need to raise awareness for the New Way Of Working through workshops and collection of evidence

  • Next step to advance implementation in 2017

    UNDP will continue to be a co-lead for the roll-out of the New Way of Working at the political level with OCHA. This entails a series of high-level engagements in 2017. UNDP will also support the field-level implementation through supporting field-leadership in these efforts; and in-country support missions and production of best practice and lessons learned. UNDP will also support the UN system's sensitization of to the NWOW through regional and country-based workshops with partners and needed communication material around this.

  • 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

    Much work is being done at the UN system level, but more commitment is also needed from donors to incentivize the system to function differently at the country level.

  • Specific initiatives

    ☑Commitment to Action: Transcending the humanitarian - development divide ☑ New Way of Working

5E
Diversify the resource base and increase cost-efficiency

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Beyond the Grand Bargain, through the Insurance Development Forum, UNDP commits to work with partners, including the insurance industry and the World Bank Group, to optimize and extend the use of insurance-related facilities to protect vulnerable populations, companies and public institutions against risks and shocks.
  • Partnership
  • Invest in Humanity
  • UNDP commits to enhance its Financing for Humanitarian and Development Assessment tool and support countries to strengthen and use national systems to track expenditure and results, in order to improve operational effectiveness in addressing common outcomes
  • Policy
  • Invest in Humanity
  • UNDP signs up to the Grand Bargain on efficiency and commits to upholding the agreed obligations and timelines, particularly building on its comparative advantage to: (a) advance aid and data transparency and support international, national and local actors to access, report on and utilize the IATI for the purpose of tracking financing flows towards common outcomes, and as a source of real-time data for effective planning in crisis response, resilience and development; (b) launch new, more effective partnerships with NGOs and CSOs in crisis countries, to work towards the Grand Bargain and Summit targets of increasing the percentage of funding going to local and national actors as first responders; (c) work towards multi-year planning with humanitarian, development and peacebuilding partners to allow for more effectiveness with a view to reducing humanitarian needs; (d) declare its readiness to work with UN system partners and donors to establish and pilot flexible financing modalities, capitalizing on UN pooled funds, in support of collective results; (e) advance sustainable solutions for protracted displacement and other vulnerable contexts through operationalizing collective outcomes; (f) increase social protection programmes and strengthen national systems in order to build resilience in fragile contexts; and (g) prioritize prevention, mitigation and preparedness for early action as a means to pre-empt and reduce humanitarian need. This will include national governments at all levels, civil society, and the private sector, where relevant.
  • Operational
  • Invest in Humanity

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?

    There was a recognition that the SDGs and the commitment to "leave no-one behind" provides a new framework to ensure humanitarian and development actors deliver in situations of crisis to their best ability. A key part of this is identifying efficiency gains by donors and agencies and how to utilize financing in a manner that incentivizes joint delivery and reduces risk in the long term. The commitment was made to ensure that there is a shift in the way that actors across the humanitarian and development spectrum, on both the donor and agency side, respond jointly to crisis.

  • Achievements at a glance

    UNDP is the co-convener of the work stream 10 in the Grand Bargain and within that has been leading the roll-out of the New Way of Working. Internally, UNDP has started a process of reorienting policy and programming approaches to respond to the commitments of the Grand Bargain outcomes, reflecting these in new policies coming out on recovery and resilience. Work has also been done with various country offices to support better linked-up analysis and planning, contribute to mainstreaming these considerations to the agency’s core SDG support to countries and elaborating programming solutions targeting protracted displacement.

    UNDP has also provided expertise through the International Aid Transparency Initiative (IATI) secretariat for the work on transparency and is engaged in the work streams on localisation and joint needs assessments. Furthermore, UNDP is working on launching new methods for its cash programming interventions.

  • How is your organization assessing progress

    UNDP is assessing progress across various work streams through different methods. For example, under work stream 10 of the Grand Bargain, there is an overall evidence-gathering effort taking place that will also enable a baseline for this work. On progress on transparency it is tracked through the way that UNDP reports on the IATI platform (the organisation was ranked as No.1 in the global index for transparency in 2016).

  • Next step to advance implementation in 2017

    In addition to the continued work at the interagency level for which the different processes will define the exact steps, UNDP will be elaborating its new Strategic Plan and aims to integrate relevant parts of Grand Bargain commitments within that. UNDP will also be concentrating on collecting an evidence-base for this work with country-level partners that aims to inform best practice and lessons learned for this work stream moving forward.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Diversify the resource base and increase cost-efficiency', what would it be

    Much progress is being made on the UN system side of the Grand Bargain - it needs to be a two-way street with donors also living up to commitments around flexible financing, especially as this pertains to commitments in work stream 10.

  • Specific initiatives

    ☑Commitment to Action: Transcending the humanitarian - development divide ☑ Grand Bargain

  • Other related Agenda for Humanity transformations

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