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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.

2D
Take concrete steps to improve compliance and accountability

Individual Commitment

Core Commitment

  • 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

Core Commitment

  • 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

Core Commitment

  • 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

  • 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

Core Commitment

  • 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

Core Commitment

  • 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

Core Commitment

  • 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

Core Commitment

  • 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