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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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2A
Respect and protect civilians and civilian objects in the conduct of hostilities

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • OCHA commits to ensure that protecting people from harm and supporting their rights and dignity remains central throughout its mandated areas of work.
  • Policy
  • Uphold the Norms that Safeguard Humanity

Core Commitment

  • Commitment
  • Core Responsibility
  • Commit to promote and enhance the protection of civilians and civilian objects, especially in the conduct of hostilities, for instance by working to prevent civilian harm resulting from the use of wide-area explosive weapons in populated areas, and by sparing civilian infrastructure from military use in the conduct of military operations.
  • Uphold the Norms that Safeguard Humanity

  • What led your organization to make the commitment?

    OCHA supports the ERC and Humanitarian Coordinators in meeting their leadership responsibilities and ensuring that core protection priorities inform and are central to humanitarian decision-making and response. This commitment aimed to improve State and non-state compliance with International Humanitarian Law (IHL) and International Human Rights Law (IHRL) in armed conflict. This is also meant to enable improved humanitarian access and increased protection of civilians, particularly the most vulnerable including humanitarian and medical personnel.

  • Achievements at a glance

    OCHA has taken concrete steps, including through advocacy and policy, to pursue a global effort, as called for in the Agenda for Humanity, to enhance the protection of civilians. In 2016, the ERC referred to access and the protection of civilians in over 75% of publicly available statements, including at the Security Council. OCHA organized IHL discussions during the Global Humanitarian Policy Forum and ECOSOC Humanitarian Affairs Segment, and participated in a range of meetings, mobilizing stakeholders to play a role in enhancing protection, and to call for improved practices relating to the protection of medical care, food insecurity, and urban warfare, among other issues. OCHA also published in 2016 the Oxford Guidance on the law governing relief operations, and will soon launch its follow-up study to To Stay and Deliver. It is also actively encouraging implementation of the SG's recommendations on the protection of medical care in armed conflict.

  • How is your organization assessing progress

    OCHA is assessing progress by maintaining and updating a list of desired activities in the pursuit of its WHS commitments. OCHA is also assessing progress by monitoring the extent to which its own leadership, States and other key stakeholders express OCHA's concerns and take forward recommendations.

  • Challenges faced in implementation

    Limited resources (human and financial) which would facilitate direct field engagement enable increased research, training and workshops - for a variety of actors and partners. States also must take their own steps in contribution to a global effort to enhance the protection of civilians.

  • Next step to advance implementation in 2017

    OCHA has a series of steps planned for 2017, including: a high-level panel discussion on IHL, humanitarian principles and humanitarian assistance during the 2017 ECOSOC Humanitarian Affairs Segment; a protection of civilians theme for World Humanitarian Day; discussions around the protection of medical care in armed conflict; the launch of a compilation of practice on civilian harm mitigation in armed conflict and other measures. OCHA's global effort to enhance protection of civilians will also be stepped-up. OCHA will also continue to ensure protection is integrated as much as possible into Humanitarian Response Plans.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Respect and protect civilians and civilian objects in the conduct of hostilities', what would it be

    All States and relevant stakeholders have a role to play in enhancing the protection of civilians, and all must use their influence and leverage to shift political will and ensure that parties to conflict comply with international law and protect civilians in armed conflict.

  • Cross cutting issues

    ☑Humanitarian principles ☑ Urban

  • Other related Agenda for Humanity transformations

    ☑2B - Ensure full access to and protection of the humanitarian and medical missions ☑ 2C - Speak out on violations

2D
Take concrete steps to improve compliance and accountability

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • OCHA commits to promote and facilitate full integration of SGBV prevention and response in all humanitarian action, including at all stages of the humanitarian programming cycle.


  • Advocacy
  • Uphold the Norms that Safeguard Humanity Leave No One Behind

  • OCHA commits to promote and support gender-responsive policy, planning and programming, including prevention and response to sexual and gender-based violence at all levels of humanitarian action.


  • Advocacy
  • Uphold the Norms that Safeguard Humanity Leave No One Behind

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?

    Strengthening humanitarian response outcomes to meet identified needs and priorities of women, girls, boys and men prompted OCHA to make this commitment. OCHA together with partners also intends to enhance accountability to gender equality programming in humanitarian action through policies and operational plans. The WHS commitments on gender also provide a platform for promoting collective efforts, ensuring that the gender commitments can be translated into concrete actions and outcomes across the humanitarian sphere.

  • Achievements at a glance

    To support the gender and GBV programming in the Humanitarian Needs Overview’s (HNO) and Humanitarian Response Plan’s (HRP), OCHA developed tools and guidance for the gender focal points at country and regional level. ERC-HC compacts have incorporated gender, Gender Based Violence (GBV) and Prevention of Sexual Exploitation and Abuse (PSEA) deliverables. OCHA’s policy instruction on gender equality, promotes gender-responsive humanitarian programme cycle processes, making this one out of the seven priority commitments in the gender policy. A light review of selective HNOs was conducted to assess the use of gender analysis. The gender marker and IASC GBV guidelines have been included in training modules and promoted through monthly gender community of practice sessions and gender training for staff. An online gender implementation toolkit has also been developed for OCHA staff, and provides in-depth guidance and good practices on how to integrate gender into OCHA’s work.

  • How is your organization assessing progress

    The WHS commitments on gender are aligned with OCHA's gender policy instruction on gender equality. In addition, the strategic planning documents for both Country and Regional Offices also contain gender-specific indicators. As a result, the annual planning and monitoring process integrates OCHA’s gender commitments.

  • Challenges faced in implementation

    The main overall challenge has been to secure earmarked resources for gender equality programming and GBV programming. In addition, the gender commitments are long-term, and it takes time to achieve and measure progress. The need to ensure capacity building of all OCHA staff on gender is crucial for prioritizing gender and GBV programming. Monthly community of practice sessions for the OCHA Gender Focal Points have been a means of strengthening capacity on gender integration in the HPC, in addition to providing staff with a gender toolkit that includes checklist and guidelines on how to integrate gender.

  • Next step to advance implementation in 2017

    OCHA will continue with the work of implementing the gender policy instruction which is aligned with the WHS commitments, setting out priority commitments and key deliverables for OCHA 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

    Need for adequate resources for gender equality programming. In order to move forward to empower and protect women and girls there is need to enhance global accountability and predictable funding and resources for the delivery of gender equality.

  • Cross cutting issues

    ☑Gender ☑ People-centred approach

3A
Reduce and address displacement

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • OCHA commits to strengthen effective coordination of protection and assistance to IDPs and host communities so as to reduce vulnerability and promote self-reliance.
  • Operational
  • Leave No One Behind
  • OCHA commits to strengthen capacity to work on internal displacement.
  • Capacity
  • 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?

    Internal displacement is at an all-time high, surpassing the number of refugees worldwide, with many people displaced for years without solutions. The Summit was a key moment to promote a new approach to protracted displacement, one which requires policy, programmatic and financial shifts whereby humanitarian and development actors work towards collective outcomes, ideally in support of national Governments, to reduce the vulnerabilities of IDPs and host communities - and the number of IDPs over time.

  • Achievements at a glance

    Following the Summit, OCHA commissioned a major research endeavour on protracted internal displacement. The study looked into defining how the New Way of Working can be applied in such situations, to ensure solutions to long-term challenges. The study will be published in May 2017. OCHA worked closely with the Special Rapporteur on the Human Rights of IDPs, and provided advice to UN Country Teams on specific displacement situations, as per its commitments. The ERC also published, together with partners, an open letter advocating for increased international attention to the plight of IDPs in late 2016, building not only on the WHS, but also the UN Summit on Refugees and Migrants.

  • How is your organization assessing progress

    Progress is assessed through internal and external feedback. Donors, UN and NGO partners, the IASC WG, as well as specific OCHA offices, have welcomed the approach proposed in the commissioned-study.

  • Challenges faced in implementation

    Some of the early challenges identified are that IDPs are often not considered as a priority by the Governments concerned, and complex institutional arrangements to deal with this issue in-country can impede progress. At the international level, other pressing issues such as dealing with large movements of refugees and migrants have taken precedence over dealing with internal displacement issues.

  • Next step to advance implementation in 2017

    The next step involves assessing the extent to which partners adopt the IDP study's recommendations, including on setting collective outcomes. Once the IDP study is published, its findings will have to be further rolled out in relevant countries together with humanitarian and development partners. The goal will be to further test the development of collective outcomes in specific situations of protracted internal displacement. This work will have to be closely associated with the roll-out of the New Way of Working in different countries.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Reduce and address displacement', what would it be

    Raise the profile of the issue of internal displacement on the international agenda to improve the lives of IDPs, particularly in protracted internal displacement, and obtain practical commitments and pledges from Governments, international development, humanitarian, financial and private sector organizations.

  • Cross cutting issues

    ☑IDPs ☑ Refugees

  • Specific initiatives

    ☑New Way of Working

  • Other related Agenda for Humanity transformations

    ☑3B - Address the vulnerabilities of migrants and provide more regular and lawful opportunities for migration ☑ 4C - Deliver collective outcomes: transcend humanitarian-development divides

3D
Empower and protect women and girls

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • OCHA commits to promote and facilitate full integration of SGBV prevention and response in all humanitarian action, including at all stages of the humanitarian programming cycle.


  • Advocacy
  • Uphold the Norms that Safeguard Humanity Leave No One Behind

  • OCHA commits to promote and support gender-responsive policy, planning and programming, including prevention and response to sexual and gender-based violence at all levels of humanitarian action.


  • Advocacy
  • Uphold the Norms that Safeguard Humanity Leave No One Behind

  • OCHA commits to facilitate meaningful and effective engagement of affected people and communities in humanitarian action, in particular that of women and girls.


  • Operational
  • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need

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 order to adequately address needs and promote effective humanitarian response, humanitarian organizations should ensure collection and analysis of feedback from communities, to inform humanitarian programming. This is also a way of ensuring affected community participation in decision-making and providing them with useful and lifesaving information. OCHA also made the commitment to promote a culture-shift in the humanitarian system which should prioritise engagement with affected communities in all phases of humanitarian programming.

  • Achievements at a glance

    OCHA developed guidance for country offices on integrating community engagement in the Humanitarian Programme Cycle and facilitated several trainings.
    OCHA strengthened partnership by co-leading a global process for collective service delivery in emergencies and organised events with specialized UN agencies and INGOs such as ActionAid, to promote women as first responders, and advocate for the equal participation of women in any response and their leadership in decision-making bodies.
    OCHA also developed gender responsive communication and advocacy products highlighting the role of women and girls of different ages and background in leading response and building resilience. HNOs incorporated a gender analysis. Several Humanitarian Response Plans provide sex and age disaggregated data and gender analysis for people in need and people targeted.

  • How is your organization assessing progress

    Progress is being assessed through the Grand Bargain process, under the Participation Revolution workstream, led by the US State Department and SCHR. OCHA is also using the Core Humanitarian Standard self-assessment tools at the global level and country offices to assess progress. Review of HNOs and HRPs also facilitates assessment of progress.

  • Challenges faced in implementation

    Slow adaptation to change by some of the field partners who are still used to the old way of responding to humanitarian needs. A cultural shift must occur within the humanitarian system for the commitments to be successfully implemented since OCHA works with the rest of the system to facilitate implementation at field level. This will take time, advocacy and best practices widely shared and recognized.
    Lack of gender disaggregated data collected by some operational agencies. Limited focus of the response analysis to clearly identify the specific needs of men, women, boys and girls and the specific interventions required.

  • Next step to advance implementation in 2017

    Establishing collective services for community engagement in selected countries, with a particular focus on ensuring that participation and feedback of women and girls influence responses in these contexts.
    Continue to encourage sex- and age-disaggregated data and their use in needs analysis. Further guidance on strengthening the gender dimension in the response analysis will continue to be provided to field offices and partners.

  • 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

    Senior leadership at country level, particularly from Resident and Humanitarian Coordinators is of utmost importance if community engagement is to be an integral part of humanitarian response. Increase the capacity of entities involved in data collection to include sex- and age-disaggregated data.

  • Cross cutting issues

    ☑Accountability to affected people ☑ Gender

  • Other related Agenda for Humanity transformations

    ☑1D - Develop solutions with and for people

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

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • OCHA commits to facilitate meaningful and effective engagement of affected people and communities in humanitarian action, in particular that of women and girls.


  • Operational
  • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need
  • OCHA commits to advance processes that promote accountability to affected people through a collective response at country level.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need
  • OCHA commits to actively promote the Core Humanitarian Standard (CHS).
  • Advocacy
  • Change People's Lives: From Delivering Aid to Ending Need
  • OCHA commits to support and facilitate the use of multi-purpose cash alongside other response modalities.
  • Policy
  • Change People's Lives: From Delivering Aid to Ending Need

  • OCHA commits to ensuring that cash transfer programming is fully integrated into coordination structures, and to ensuring CERF and country-based pooled funds are '€œcash ready' to facilitate the programming and delivery of multisector cash-based programs.


  • Policy
  • 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?

    • An awareness through a number of reviews that field-coordinators and inter-cluster coordinators required practical guidance on strengthening Accountability to Affected People (AAP) as part of the day to day coordination and response activities led to the commitment on AAP.
    • OCHA recognises the potential of cash transfer programming (CTP) and in particular multi-purpose cash, to increase effectiveness and accountability of responses by placing choice in the hands of affected people.
    • OCHA committed to leveraging the use of pooled funding mechanisms (Central Emergency Response Fund and Country Based Pooled Funds) to promote enhanced collective accountability and community engagement in the delivery of humanitarian assistance. 

  • Achievements at a glance

    • Checklists and suggested actions for clusters and inter-cluster coordination groups to strengthen AAP and protection through each stage of the HPC were developed. Two papers outlining an OCHA-wide strategy on localization and key deliverables, were drafted.
    • Most HRPs clearly outline the crucial operational role of national and local partners in providing humanitarian assistance. OCHA has also undertaken a light cash feasibility review with Cash Learning Programme (CaLP) in Cameroon. OCHA is providing guidance to ensure cash is built into all aspects of the Humanitarian Programme Cycle. 13 HRPs included explicit reference to cash transfer as a modality and three had chapters on multi-purpose cash.
    • CERF promotes AAP by ensuring that it is incorporated and made visible throughout the CERF programme cycle. AAP is reflected in CERF proposals through a number of questions in the new CERF application template at different levels of the submission process.

  • How is your organization assessing progress

    • OCHA is tracking the number of country offices which have completed and planned cash feasibility exercises and is also monitoring both the guidance and the production of documents along the HPC which are inclusive of cash.
    • As part of CERF’s Performance and Accountability Framework (PAF), the CERF secretariat commissions a number of independent country reviews to assess CERF’s added value in supporting humanitarian action. The reviews assess CERF operations according to a number of performance indicators from the PAF, one of which relates to whether CERF recipient agencies have incorporated the AAP commitments into their programmes.

  • Challenges faced in implementation

    • An approach for the analysis of the severity of needs has yet to be developed. At the moment it lacks a conceptual framework that can explain how the indicators and severity thresholds were chosen in different contexts.
    • As cash programming involves multi-stakeholders, any implementation of commitments require full buy in of all stakeholders and this remains a challenge.
    • CERF is not itself an operational entity. It therefore relies on its grant recipients to implement CERF-funded projects in accordance with AAP principles and monitors this through mainstreaming AAP throughout its project cycle.

  • Next step to advance implementation in 2017

    • OCHA plans to pursue the development of an inter-sectoral analysis framework and with a shift from one-off HNOs and HRPs to a more continuous monitoring approach of risks, needs and response that enable data and information to be made available on a more timely manner.
    • It will also review existing IASC guidance on coordinated assessments to enhance market analysis that inform decisions on cash-based responses. It will ensure that cash and multi-purpose cash is integrated into all coordination systems. OCHA will continue to invest in the development of cash feasibility and other activities to improve preparedness including cash.

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

    • Build on new technologies to enhance two-way communication between agencies and affected people and communities, especially when direct access is impaired
    • Continued commitment by all actors to consider use of multi-purpose cash and ongoing dialogue about the potential for a more national led, multi-sectoral approach to humanitarian responses.

  • Cross cutting issues

    ☑Accountability to affected people ☑ Cash ☑ Central Emergency Response Fund ☑ Country-based pooled funds

  • Specific initiatives

    ☑The Global Alliance for Humanitarian Innovation ☑ Grand Bargain

4B
Anticipate, do not wait, for crises

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • OCHA commits to promote preparedness efforts by all relevant actors.
  • Advocacy
  • Change People's Lives: From Delivering Aid to Ending Need
  • OCHA commits to supporting countries that undertake multi-year planning for risk reduction and promoting of sustainable development.
  • 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 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 humanitarian sector has recognized the need for a more risk-based anticipatory approach for a number of years, and various publications reinforced that need, for example, “Dare To Prepare” report (2013) and “Saving Lives Today and Tomorrow” (2014). The key recognition on the importance of the prevention approach is that it relates both to the predictable crises (often natural disasters), as well as the more complex unpredictable crises (conflicts). OCHA needed to increase the engagement with development, peace actors, international financial institutions and private sector to support early warning and early action processes which are integral to effective preparedness.

  • Achievements at a glance

    OCHA engaged with a wider group of stakeholders outside of the humanitarian sphere, including development institutions (UNDP), development mechanisms (SDGs, Quadrennial Comprehensive Policy Review, UN Development Group, Financing For Development), MDBs (World Bank, etc), Regional Organizations (African Union, Gulf Cooperation Council, ASEAN,), peacebuilding forums (High-level Panel on Peace Operations, Peacebuilding Review, Senior Peacebuilding Group, Peacebuilding Coordination Group). OCHA also continues to support the Index for Risk Management (INFORM) as an established measurement of humanitarian risk and also the Global Preparedness Partnership.
    As of 2017, several countries, in particular those that embarked on a multi-year plan (MYP), have engaged development partners throughout the humanitarian planning process and initiated programmatic area or crisis-based approaches to strengthen complementarity and coherence of humanitarian, development and peace and stabilization support.
    OCHA has supported 8 multi-year humanitarian strategies leading into 2017 and continued policy dialogue to refine the understanding of the New Way of Working in crises as well as in country contexts where multi-year HRPs are not present.

  • How is your organization assessing progress

    Monitoring and Review of 2017 Humanitarian Response Plans (HRPs), including multi-year HRPs and multi-year humanitarian strategies, and adjusting of the various guidance. The funding of those HRPs is also a measure and a critical enabler. The utility of INFORM, coordinated by OCHA, is also a tool for annual planning processes.
    .

  • Challenges faced in implementation

    The anticipatory approach called for from the WHS requires a fundamental reshaping of both the humanitarian and development systems. This means that the roll-out will take time, and the results may vary. This will require the incentives within the system (from donors and other stakeholders) to give credit to the prevention of crises just as much as responding to crises.

  • Next step to advance implementation in 2017

    OCHA will share good practices with countries that implement multi-year planning in order to better reflect early actions and emergency response preparedness efforts where appropriate. OCHA is also preparing for participation at the Global Platform for Disaster Risk Reduction in Cancun in 2017. INFORM sub-national models are also being rolled out in some countries and regions (currently Sahel, East Africa, Colombia, Lebanon with Central Asia, Latin America, Honduras, Guatemala), often led by OCHA offices.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Anticipate, do not wait, for crises', what would it be

    Use risk information as the basis for planning and financing, including for collective outcomes. Achieving the SDGs will be challenging if development is not risk-informed.

  • Cross cutting issues

    ☑Disaster Risk Reduction

  • Specific initiatives

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

  • Other related Agenda for Humanity transformations

    ☑5B - Invest according to risk ☑ 5D - Finance outcomes, not fragmentation: shift from funding to financing

4C
Deliver collective outcomes: transcend humanitarian-development divides

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • OCHA commits to improve transparency and accountability throughout the humanitarian program cycle.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need
  • OCHA adopts the Commitment to Action on Transcending Humanitarian-Development Divides and will work towards context-specific collective outcomes that ensure that 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.
  • Policy
  • Change People's Lives: From Delivering Aid to Ending Need

  • OCHA commits to establish a new center for humanitarian data in the Netherlands in 2017 with the goal of increasing the use and impact of data in the humanitarian sector.


  • 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?

    The increase in the volume, cost and length of humanitarian assistance and the 2030 Agenda created unprecedented imperative to commit to a New Way of Working that transcends the humanitarian-development divide by working towards measurable “collective outcomes” to reduce needs, risk and vulnerability.
    The effective use of data is changing the face of humanitarian response, providing unprecedented opportunities to innovate and to better assist affected populations. At present, data is not being used optimally to inform humanitarian policy and operational response. OCHA believes the new Centre for Humanitarian Data can accelerate the changes required to make the humanitarian sector data driven.

  • Achievements at a glance

    The linkages with the development sector in particular are being taken forward through contextualizing the New Way of Working, working closer with partners to address longer term risks and vulnerabilities at the same time humanitarians are meeting acute needs. OCHA convened workshops at the Global Humanitarian Policy Forum, created tip sheets on multi-year Humanitarian Response Plans, and contributed to the new UN Development Assistance Framework guidance and QCPR processes. A plan for roll-out in 2017 was also cultivated.

    OCHA has finalized a three-year business plan and budget for the Centre for Humanitarian Data, with consultations/workshops held with over 40 partner organizations in the Hague and in New York in late 2016. OCHA established an Advisory Board for the Centre and started initial research on establishing a Data Fellows Programme contributing toward the Centre's data literacy workstream. A site for the Centre - https://centre.humdata.org - was released and a temporary physical space at Leiden-University - The Hague was set up.

  • How is your organization assessing progress

    OCHA will continue to work, including through the IASC, UN Development Group, research and evaluation partners, to define progress indicators in analysis, planning, coordination and leadership and financing, and in developing monitoring for collective outcomes - all linking the New Way of Working to the SDGs on the ground where possible. Goals and plans for the Humanitarian Data Centre are being developed through a series of meetings and through events at conferences, taking in feedback and new ideas on creating impact.

  • Challenges faced in implementation

    • Institutional and operational constraints between the humanitarian and development communities - from Member States to donors, UN to NGOs, Private Sector to Banks - need to ensure respect for humanitarian principles, while ensuring closer cooperation with government, development and peace actors towards achieving collective outcomes.
    • The main challenges to expedite setting up of the humanitarian data centre have been the delays in finalising administrative agreements needed to establish the Centre in The Hague.

  • Next step to advance implementation in 2017

    • Global, regional and country level workshops are being planned on rolling out the New Way of Working, while also ensuring that its principles are inserted into ancillary processes in the development and peacebuilding sphere. OCHA will provide appropriate countries with guidance and support to bring together the development and humanitarian communities in articulating collective outcomes, including in internal displacement settings.
    • For the Humanitarian data centre, the next steps include: finalizing the grant agreements with the Netherlands MFA and the city of The Hague; finalizing the Host State Agreement. Two OCHA staff will move to The Hague as of August 2017.

  • 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

    Changing norms and silos will require considerable effort for the longer-term. The New Way of Working is based on empirical evidence and consensus through the World Humanitarian Summit, SDGs, and other processes, and requires persistence. Establishing the Hague Centre requires strengthening partnerships on new projects and workstreams in the coming months.

  • Cross cutting issues

    ☑Urban

  • Specific initiatives

    ☑Commitment to Action: Transcending the humanitarian - development divide ☑ Centre for Humanitarian Data ☑ New Way of Working

  • Other related Agenda for Humanity transformations

    ☑5A - Invest in local capacities

5A
Invest in local capacities

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • OCHA commits to enhance engagement with national and local NGOs, leveraging the role as partners in the programming and delivery of humanitarian assistance through country-based pooled funds.
  • Operational
  • Invest in Humanity

Core Commitment

  • Commitment
  • Core Responsibility
  • Commit to empower national and local humanitarian action by increasing the share of financing accessible to local and national humanitarian actors and supporting the enhancement of their national delivery systems, capacities and preparedness planning.
  • Change People's Lives: From Delivering Aid to Ending Need Invest in Humanity

  • What led your organization to make the commitment?

    OCHA intends to show best practice in management of the pooled funds towards greater effectiveness and efficiency because it believes these to be essential steps to make pooled funds fit for the future and purpose. OCHA advocates for at least 15 percent of HRP requirements to be channeled through Country-Based Pooled Funds (CBPFs), in order to increase direct access to funding for "frontline responders” by 2018. Allocation strategies for CBPFs are the result of coordinated prioritization processes led by Humanitarian Coordinators, aiming to address humanitarian needs through the best-positioned humanitarian organizations on the ground, which often times are local organizations.

  • Achievements at a glance

    OCHA reduced the UN Secretariat Programme Support Cost (PSC) from 3 to 2 per cent for OCHA-managed pooled funds to improve the Funds’ overall efficiency and free up more funding for humanitarian programming. The CERF secretariat continued to invest in CERF’s Grant Management System to better track, allocate and analyse funding. CERF continued to work with its recipient UN agencies on improving effectiveness and efficiency of partnership arrangements to ensure that funding and relief-items under CERF grants reach front-line responders. CBPFs received $706 million and allocated $715 million, of which $127.57 million were directly allocated to national NGOs. This is almost double the net amount recorded in the previous two years. The growth in overall funding mobilized through CBPFs, and in direct allocations to local and national NGOs, is the result of: inclusive governance; proactive outreach and support to local/national NGOs; context-appropriate risk management and accountability systems and improved operational nimbleness and performance.

  • How is your organization assessing progress

    Progress will be tracked through regular reviews by the CERF secretariat's internal efficiency task force. OCHA developed a Common Performance Framework (CPF) for CBPFs. The CPF is a set of indicators to assess performance against the general objectives, principles, and management standards described in the CBPF global guidelines. The CPF is also a management tool to enable OCHA at the country level as well as globally to ensure systematic and continuous evidence-based performance gains to ensure all Funds remain fit for context and fit for purpose.

  • Challenges faced in implementation

    Although the net contribution amount to CBPFs reached an all-time record high in 2016, OCHA recognizes the need to scale up its corporate-level advocacy and resource mobilization for the Funds. OCHA identified two challenges to tackle in 2017: (1) Narrow donor base: CBPF income is heavily dependent on contributions from a small group of UN Member States. (2) Lack of visibility: The value and success of CBPFs is largely unrecognized beyond immediate CBPF stakeholders at the country level.

  • Next step to advance implementation in 2017

    CERF will continue to provide financial data to the initiative of the Joint Funding Task Team of the UN Development Group Fiduciary Management Oversight Group , aiming at compiling, analyzing and publishing financial data from all UN inter-agency pooled funds. CERF aims to ensure that transaction costs on reporting are reduced while maintaining the necessary levels of accountability. OCHA will prioritize and improve communications and advocacy for CBPFs, maintain and nurture relations with existing donors and increase its outreach to other UN Member States, diversify the contribution base to include more varied sources of income, develop and leverage public fundraising initiatives.      

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

    CBPFs are an optimal programming and funding tool to meet the needs of affected people in a coordinated, principled and prioritized manner. Investing in CBPFs allows HCs and humanitarian organizations, including local actors, to deliver collective humanitarian outcomes. Greater support is required to reach the SG's 15% target.

  • Cross cutting issues

    ☑Central Emergency Response Fund ☑ Country-based pooled funds

  • Specific initiatives

    ☑Grand Bargain

  • Other related Agenda for Humanity transformations

    ☑5D - Finance outcomes, not fragmentation: shift from funding to financing ☑ 5E - Diversify the resource base and increase cost-efficiency

5E
Diversify the resource base and increase cost-efficiency

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • OCHA commits to exemplify and lead in best practice in its management of the Central Emergency Response Fund and country-based pooled funds towards greater effectiveness and efficiency.
  • Operational
  • Invest in Humanity
  • OCHA commits to work towards expanding the Central Emergency Response Fund to $1 billion annually by 2018.
  • Financial
  • 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?

    Following extensive analysis and consultation, a decision was taken by the Secretary-General to pursue an increase of CERF’s annual funding to $1 billion by 2018. The decision received initial support at the World Humanitarian Summit (WHS) in May of 2016 and was subsequently endorsed by the General Assembly in December 2016. The decision was prompted by the need to make CERF fit for the future. In the decade since introduction of CERF's grant element, the initial $450 million fundraising target has stayed the same whereas humanitarian requirements have increased several-fold.

  • Achievements at a glance

    The CERF secretariat enhanced its joint strategic outreach and initiatives with partners and stakeholders, including donors, private sector, recipient member states, CERF Advisory Group members, implementing agencies and other pooled funds. In particular, high level advocacy and outreach complemented by communication efforts emphasizing donor visibility and results of CERF were stepped up. The CERF secretariat strengthened its results-based communication and digital and online information platforms and launched a revamp of its website. CERF also increased its visibility efforts - for instance through press releases, social media and a variety of publications and information products.

  • How is your organization assessing progress

    An increased level of donor contributions will constitute the primary method for assessing progress against this commitment.

  • Next step to advance implementation in 2017

    Overall priorities for 2017 include:
    • Ensuring high level UN leadership, a determining factor for the political commitment of Member States towards the $1 billion target.
    • Identifying Member State Champions to amplify CERF focused messaging.
    • Broadening engagement with Member States.
    • Ensuring evidence-based communications and advocacy: The pursuit of all the above priorities requires strong evidence-based communication and advocacy. Therefore, CERF will continue to focus on ensuring succinct and strong results-based messaging that for instance addresses what a $1 billion CERF will do differently.

  • Cross cutting issues

    ☑Central Emergency Response Fund ☑ Country-based pooled funds

  • Specific initiatives

    ☑Grand Bargain

Attachments

  • WHS Commitments Attachments
    Transformation - 2A, 2D, 3A, 3D, 4A, 4B, 4C, 5A, 5E | Accountability to affected people, Cash, Central Emergency Response Fund, Country-based pooled funds, Gender, Innovation | Commitment to Action: Transcending the humanitarian - development divide, Centre for Humanitarian Data, New Way of Working, Grand Bargain
  • WHS Commitments Attachments
    Transformation - 5E | Grand Bargain