About the Grand BargainAs part of the preparations for the World Humanitarian Summit (WHS) in 2016, the High-Level Panel on Humanitarian Financing sought solutions to close the humanitarian financing gap. Their report made recommendations to shrink the needs, deepen and broaden the resource base for humanitarian action, and to improve delivery. In relation to the latter recommendation, the report suggested “a Grand Bargain between the big donors and humanitarian organisations in humanitarian aid”.The Grand Bargain, launched during the WHS in Istanbul in May 2016, is a unique agreement between some of the largest donors and humanitarian organisations who have committed to get more means into the hands of people in need and to improve the effectiveness and efficiency of the humanitarian action.Inter-Agency Standing CommitteeIASC_78761020-d9f2-11ea-81a9-12de1a83ea00The responsibilities of the IASC include: making strategic and policy decisions with system-wide implications; endorsing major operational decisions; arbitration where no consensus can be reached by other IASC structures; advocating common principles, collectively or individually on behalf of the IASC; approving the work plans of the IASC structures; bringing issues to the attention of the Secretary-General and Security Council through the ERC; and, designating Humanitarian Coordinators and selecting coordination arrangements.United Nations General AssemblyCreated by the United Nations (UN) General Assembly resolution 46/182 in 1991, the Inter-Agency Standing Committee is the longest-standing and highest-level humanitarian coordination forum of the UN system, bringing together the executive heads of 18 UN and non-UN organizations to ensure coherence of preparedness and response efforts, formulate policy, and agree on priorities for strengthened humanitarian action. The IASC is chaired by the Emergency Relief Coordinator (ERC) and facilitates the leadership role of the UN Secretary-General by regularly convening to ensure better preparation for, as well as rapid and coherent response to, humanitarian crises.More means in the hands of people in need._787611ba-d9f2-11ea-81a9-12de1a83ea00To close the humanitarian financing gap._7876128c-d9f2-11ea-81a9-12de1a83ea00HumanitarianismTransparencyEfficiencyParticipationEngagementTransparencyFoster Greater Transparency._78761354-d9f2-11ea-81a9-12de1a83ea001The NetherlandsCo-ConvenorWorld BankCo-ConvenorThe Grand Bargain commits us to identifying and implementing a shared open-data standard and common digital platform which will enhance transparency and decision-making. This will demonstrate how funding moves from donors down the transaction chain until it reaches the final responders and, where feasible, affected people. The ‘do no harm’ principle will be safeguarded, both in terms of politicized context and protection concerns. The International Aid Transparency Initiative (IATI) is the most advanced option for a shared open-data standard. The Financial Tracking Service (FTS) is a well-established, voluntary information platform for recording international humanitarian aid contributions, which we accept needs further improvements.Aid organisations and donors commit to:Funding DataPublish timely, transparent, harmonised and open high-quality data on humanitarian funding. _78761408-d9f2-11ea-81a9-12de1a83ea001.1Publish timely, transparent, harmonised and open high-quality data on humanitarian funding within two years of the World Humanitarian Summit in Istanbul. We consider IATI to provide a basis for the purpose of a common standard.AnalysisMake use of appropriate data analysis._65edb32c-dab5-11ea-b30e-829a0083ea001.2Make use of appropriate data analysis, explaining the distinctiveness of activities, organisations, environments and circumstances (for example, protection, conflict-zones).Platform & StandardsImprove the digital platform and engage with the open-data standard community._65edb458-dab5-11ea-b30e-829a0083ea001.3Open-Data Standard CommunityAccountabilityIncrease accountability of donors and responders with open data for retrieval and analysis._65edb548-dab5-11ea-b30e-829a0083ea001.3.1DonorsRespondersDecision MakingImprove in decision-making, based upon the best possible information._65edb638-dab5-11ea-b30e-829a0083ea001.3.2WorkloadReduce workload over time as a result of donors accepting common standard data for some reporting purposes._65edb728-dab5-11ea-b30e-829a0083ea001.3.3DonorsTransactionsTrace donors’ funding throughout the transaction chain._65edb80e-dab5-11ea-b30e-829a0083ea001.3.4DonorsRespondersBeneficiariesTrace donors’ funding throughout the transaction chain as far as the final responders and, where feasible, affected people.CapacitySupport the capacity of all partners to access and publish data._65edb8f4-dab5-11ea-b30e-829a0083ea001.4Support & FundingProvide more support and funding tools to local and national responders._65edb9da-dab5-11ea-b30e-829a0083ea002IFRCCo-ConvenorSwitzerlandCo-ConvenorAid OrganisationsAid organisations commitDonorsdonors commitGovernmentsCommunitiesRed CrossRed CrescentLocal Civil SocietyNational and local responders comprising governments, communities, Red Cross and Red Crescent National Societies and local civil society are often the first to respond to crises, remaining in the communities they serve before, after and during emergencies. Grand Bargain Signatories are committed to making principled humanitarian action as local as possible and as international as necessary recognizing that international humanitarian actors play a vital role particularly in situations of armed conflict. Grand Bargain Signatories engage with local and national responders in a spirit of partnership and aim to reinforce rather than replace local and national capacities.CapacitiesIncrease and support multi-year investment in the institutional capacities of local and national responders._65edbaca-dab5-11ea-b30e-829a0083ea002.1Local RespondersNational RespondersIncrease and support multi-year investment in the institutional capacities of local and national responders, including preparedness, response and coordination capacities, especially in fragile contexts and where communities are vulnerable to armed conflicts, disasters, recurrent outbreaks and the effects of climate change. We should achieve this through collaboration with development partners and incorporate capacity strengthening in partnership agreements.PartnershipsRemove barriers that prevent organisations and donors from partnering with local and national responders._65edbc64-dab5-11ea-b30e-829a0083ea002.2Understand better and work to remove or reduce barriers that prevent organisations and donors from partnering with local and national responders in order to lessen their administrative burden.CoordinationSupport and complement national coordination mechanisms and include local and national responders in international coordination mechanisms._65edbd72-dab5-11ea-b30e-829a0083ea002.3Support and complement national coordination mechanisms where they exist and include local and national responders in international coordination mechanisms as appropriate and in keeping with humanitarian principles.TargetingTarget humanitarian funding to local and national responders._65edbe76-dab5-11ea-b30e-829a0083ea002.4Achieve by 2020 a global, aggregated target of at least 25 per cent of humanitarian funding to local and national responders as directly as possible to improve outcomes for affected people and reduce transactional costs.LocalisationApply a localisation marker to measure direct and indirect funding to local and national responders._65edbfca-dab5-11ea-b30e-829a0083ea002.5Inter-Agency Standing Committee (IASC)Develop, with the Inter-Agency Standing Committee (IASC), and apply a ‘localisation’ marker to measure direct and indirect funding to local and national responders.FundingMake greater use of funding tools which increase and improve assistance delivered by local and national responders._65edc178-dab5-11ea-b30e-829a0083ea002.6Make greater use of funding tools which increase and improve assistance delivered by local and national responders, such as UN-led country-based pooled funds (CBPF), IFRC Disaster Relief Emergency Fund (DREF) and NGO- led and other pooled funds.ProgrammingIncrease the use and coordination of cash-based programming._65edc286-dab5-11ea-b30e-829a0083ea003UKCo-ConvenorWFPCo-ConvenorUsing cash helps deliver greater choice and empowerment to affected people and strengthens local markets, but remains underutilized. While it is not a panacea, and the context will ultimately define which tool to use, donors and aid organizations should routinely consider cash when evaluating response options and some donors may wish to scale up significantly. Cash cannot meet all needs: investment in public goods, including protection, education and health will still be needed. Delivering cash should, where possible and appropriate, use, link or align with local and national mechanisms such as social protection systems. It can have the greatest impact when delivered as a single multi-sector transfer, rather than broken into components for shelter, household goods etc. and may be complemented by in-kind assistance, specialized interventions, specific technical support and vouchers. It should include new partnerships, be coordinated across aid organizations and be delivered through common mechanisms. Preparedness, planning and mapping measures are essential to ensuring that cash-based programming can be used to best effect.Aid organisations and donors commit to:CashIncrease the routine use of cash._65edc394-dab5-11ea-b30e-829a0083ea003.1Increase the routine use of cash alongside other tools, including in-kind assistance, service delivery (such as health and nutrition) and vouchers. Employ markers to measure increase and outcomes.Delivery ModelsInvest in new delivery models which can be increased in scale._65edc4ac-dab5-11ea-b30e-829a0083ea003.2Invest in new delivery models which can be increased in scale while identifying best practice and mitigating risks in each context. Employ markers to track their evolution.Costs, Benefits, Impacts & RisksBuild an evidence base to assess the costs, benefits, impacts, and risks of cash._65edc5b0-dab5-11ea-b30e-829a0083ea003.3Build an evidence base to assess the costs, benefits, impacts, and risks of cash (including on protection) relative to in-kind assistance, service delivery interventions and vouchers, and combinations thereof.Standards & GuidelinesDevelop standards and guidelines for cash programming._65edc6c8-dab5-11ea-b30e-829a0083ea003.4Collaborate, share information and develop standards and guidelines for cash programming in order to better understand its risks and benefits.TransfersImplement coordination, delivery, and monitoring and evaluation mechanisms for cash transfers._65edc7e0-dab5-11ea-b30e-829a0083ea003.5Ensure that coordination, delivery, and monitoring and evaluation mechanisms are put in place for cash transfers.UsageIncrease use of cash programming._65edc8ee-dab5-11ea-b30e-829a0083ea003.6Aim to increase use of cash programming beyond current low levels, where appropriate. Some organisations and donors may wish to set targets.EfficiencyReduce duplication and management costs with periodic functional reviews._65edca10-dab5-11ea-b30e-829a0083ea004JapanCo-ConvenorUNHCRCo-ConvenorReducing management costs increases the proportion of funding used for the direct benefit of affected people. This may only be demonstrated over time, since measuring efficiency and effectiveness requires baseline information. Reducing management costs depends upon reducing donors’ and aid organizations’ individual reporting requirements and oversight mechanisms.In November, 2018, UNHCR, UNICEF and WFP have jointly launched a common UN Partner Portal (https://www.unpartnerportal.org), which was inspired and modelled from the UNHCR Partner Portal features (https://partner.unhcr.org). The information on partners that had previously registered with the UNHCR Partner Portal have been migrated into that of the common UN Partner Portal. These partners and data are now recognised by the other UN participating agencies (UNICEF, WFP and UNHCR), thus they do not require to re-register. The UN Partner Portal aims to converge processes and provide a single gateway for partners and harmonize due diligence assessments. Aid organisations and donors commit to:Technology & InnovationReduce the costs and measure the gained efficiencies of delivering assistance with technology (including green) and innovation._65edcb28-dab5-11ea-b30e-829a0083ea004.1Aid OrganisationsAid organisations will provide the detailed steps to be taken by the end of 2017.Examples where use of technology can be expanded:* Mobile technology for needs assessments/post-distribution monitoring;* Digital platforms and mobile devices for financial transactions;* Communication with affected people via call centres and other feedback mechanisms such as SMS text messaging;* Biometrics; and * Sustainable energy.PartnershipsHarmonise partnership agreements and share partner assessment information as well as data about affected people._65edcc4a-dab5-11ea-b30e-829a0083ea004.2Harmonise partnership agreements and share partner assessment information as well as data about affected people, after data protection safeguards have been met by the end of 2017, in order to save time and avoid duplication in operations.CostsProvide transparent and comparable cost structures by the end of 2017._65edcd76-dab5-11ea-b30e-829a0083ea004.3Aid OrganisationsAid organisations commitUnited NationsInternational Organization for Migration (IOM)Red CrossRed CrescentNGO SectorWe acknowledge that operational management of the Grand Bargain signatories - the United Nations, International Organization for Migration (IOM), the Red Cross and Red Crescent Movement and the NGO sector may require different approaches.DuplicationReduce duplication of management and other costs through maximising efficiencies in procurement and logistics for commonly required goods and services._65edcea2-dab5-11ea-b30e-829a0083ea004.4Aid OrganisationsAid organisations commitShared procurement should leverage the comparative advantage of the aid organisations and promote innovation.Suggested areas for initial focus:* Transportation/Travel;* Vehicles and fleet management;* Insurance;* Shipment tracking systems;* Inter-agency/common procurement pipelines (non-food items, shelter, WASH, food);* IT services and equipment; * Commercial consultancies; and* Common support services.Monitoring & ReviewMake joint regular functional monitoring and performance reviews and reduce individual donor assessments, evaluations, verifications, risk management and oversight processes._65edcfc4-dab5-11ea-b30e-829a0083ea004.5DonorsDonors commitNeedsImprove Joint and Impartial Needs Assessments._65edd104-dab5-11ea-b30e-829a0083ea005ECHOCo-ConvenorOCHACo-ConvenorSignificant efforts have been made in the past few years to strengthen the quality and coordination of humanitarian needs assessments used for strategic decision-making. This complements state efforts where appropriate. Yet there remains a lack of shared understanding, expectations and commitment to the collective endeavor. The application of current approaches and tools falls short of meeting the decision-making requirements for various stakeholders for both programming and funding. The proliferation of uncoordinated needs assessments leads to duplication, wasted resources and putting a burden on affected populations. Grand Bargain Signatories require needs assessments that are impartial, unbiased, comprehensive, context-sensitive, timely and up-to-date. Needs assessments must provide a sound evidence base for humanitarian response plans and prioritized appeals with due regard for specific accountabilities of mandated agencies. To increase the confidence and the relevance of needs assessments for all humanitarian stakeholders, the needs assessment process must be coordinated, impartial, collaborative and fully transparent with a clear distinction between the analysis of data and the subsequent prioritization and decision-making. The involvement of specialists supporting data collection and analysis can strengthen the collective process. Independent reviews and evaluations can contribute to learning and improvement of practice.Aid organisations and donors commit to:AssessmentsProvide assessments of needs for each crisis._65edd230-dab5-11ea-b30e-829a0083ea005.1Provide a single, comprehensive, cross-sectoral, methodologically sound and impartial overall assessment of needs for each crisis to inform strategic decisions on how to respond and fund thereby reducing the number of assessments and appeals produced by individual organisations.Data CollectionCoordinate and streamline data collection to ensure compatibility, quality and comparability and minimising intrusion into the lives of affected people._65edd366-dab5-11ea-b30e-829a0083ea005.2Conduct the overall assessment in a transparent, collaborative process led by the Humanitarian Coordinator/Resident Coordinator with full involvement of the Humanitarian Country Team and the clusters/sectors and in the case of sudden onset disasters, where possible, by the government. Ensure sector-specific assessments for operational planning are undertaken under the umbrella of a coordinated plan of assessments at inter-cluster/sector level.Data SharingShare needs assessment data in a timely manner._65edd4ba-dab5-11ea-b30e-829a0083ea005.3Share needs assessment data in a timely manner, with the appropriate mitigation of protection and privacy risks. Jointly decide on assumptions and analytical methods used for projections and estimates.Resources & SpecialistsDedicate resources and involve independent specialists within the clusters to strengthen data collection and analysis._65edd5fa-dab5-11ea-b30e-829a0083ea005.4Dedicate resources and involve independent specialists within the clusters to strengthen data collection and analysis in a fully transparent, collaborative process, which includes a brief summary of the methodological and analytical limitations of the assessment.ResponsesPrioritise humanitarian response across sectors based on evidence established by the analysis._65edd73a-dab5-11ea-b30e-829a0083ea005.5As part of the IASC Humanitarian Response Plan process on the ground, it is the responsibility of the empowered Humanitarian Coordinator/Resident Coordinator to ensure the development of the prioritised, evidence-based response plans.Reviews & EvaluationsCommission independent reviews and evaluations of the quality of needs assessment findings._65edd88e-dab5-11ea-b30e-829a0083ea005.6Commission independent reviews and evaluations of the quality of needs assessment findings and their use in prioritisation to strengthen the confidence of all stakeholders in the needs assessment.Risks & VulnerabilitiesConduct risk and vulnerability analysis with development partners and local authorities._65eddadc-dab5-11ea-b30e-829a0083ea005.7Conduct risk and vulnerability analysis with development partners and local authorities, in adherence to humanitarian principles, to ensure the alignment of humanitarian and development programming.ParticipationInclude people receiving aid in making the decisions which affect their lives._65eddc3a-dab5-11ea-b30e-829a0083ea006Aid RecipientsUSACo-ConvenorSCHRCo-ConvenorA Participation Revolution -- Participation Revolution seeks to integrate meaningful participation[1] in practice.It seeks to support permanent and sustainable change in the way we do business, promote the link between effective participation and the quality and effectiveness of humanitarian response and promote the evidence that participation is happening at the agency level through Grand Bargain Annual reporting.Grand Bargain (GB) workstream 6 views systematic accountability and inclusion as essential to meeting organizational and collective standards and commitments, including the IASC CAAP and the Core Humanitarian Standard on Quality and Accountability (CHS). Coherent linkages between GB Workstream 6 and IASC Results Group 2 are evidenced through complementary approaches to agency[2]-level actions (primarily GB Workstream 6) and collective-level change (primarily RG2).GB Workstream 6 therefore focuses on agency and project efforts; leveraging the Grand Bargain’s ability to influence a broader stakeholder group toward transformative change and use the Grand Bargain’s annual reporting cycle to capture and promote best practice at the Donor and Agency/NGO level, while complementing collective response-wide reporting gathered by OCHA and IASC RG 2 in relation to Humanitarian Response Plans (HRPs) and the Global Humanitarian Overview (GHO).We note that the good practices to achieve the GB Participation Revolution collective commitments for aid organizations, as outlined in the Success Indicators section 2, are largely operationalized by the IASC Results Group 2, making the IASC and Grand Bargain highly complementary in the effort to drive transformative change.[1] Note that the definition of Participation used by the workstream was agreed on March 8th 2017 and is available here.[2] This document uses the term ‘Agency’ to refer to UN operational agencies such as UNHCR or WFP, INGOs, Local NGOs and all other Aid Organizations.The Grand Bargain Signatories commitment (2016):It is necessary to include the people affected by humanitarian crises and their communities in our decisions to be certain that the humanitarian response is relevant, timely, effective and efficient. To do so, it is important to provide accessible information, ensure that an effective process for participation and feedback is in place and that design and management decisions are responsive to the views of affected communities and people. Donors and aid organisations should work to ensure that the voices of the most vulnerable groups considering gender, age, ethnicity, language and special needs are heard and acted upon. This will create an environment of greater trust, transparency and accountability. The following commitments will help promote the Core Humanitarian Standard and the IASC Commitments to Accountability to Affected Populations.Leadership & GovernanceEnsure engagement with and accountability to people and communities affected by crises._65eddda2-dab5-11ea-b30e-829a0083ea006.1Aid OrganisationsAid organisations commitDonorsDonors commitImprove leadership and governance mechanisms at the level of the humanitarian country team and cluster/sector mechanisms to ensure engagement with and accountability to people and communities affected by crises.StandardsDevelop common standards and a coordinated approach for community engagement and participation._65eddf00-dab5-11ea-b30e-829a0083ea006.2Aid OrganisationsAid organisations commitDonorsDonors commitDevelop common standards and a coordinated approach for community engagement and participation, with the emphasis on inclusion of the most vulnerable, supported by a common platform for sharing and analysing data to strengthen decision-making, transparency, accountability and limit duplication.Dialogue & TechnologiesStrengthen local dialogue and harness technologies to support more agile, transparent but appropriately secure feedback._65ede05e-dab5-11ea-b30e-829a0083ea006.3Aid OrganisationsAid organisations commitDonorsDonors commitFeedback & ActionBuild systematic links between feedback and corrective action to adjust programming._65ede220-dab5-11ea-b30e-829a0083ea006.4Aid OrganisationsAid organisations commitDonorsDonors commitFundingFacilitate programme adaptation in response to community feedback._65ede428-dab5-11ea-b30e-829a0083ea006.5DonorsDonors commitFund flexibly to facilitate programme adaptation in response to community feedback.InvestmentsInvest time and resources to fund these activities._65ede59a-dab5-11ea-b30e-829a0083ea006.6DonorsDonors commitStrategic Plans & ReportsDemonstrate analysis and consideration of inputs from affected communities._65ede720-dab5-11ea-b30e-829a0083ea006.7Aid OrganisationsAid organisations commitEnsure that, by the end of 2017, all humanitarian response plans – and strategic monitoring of them - demonstrate analysis and consideration of inputs from affected communities.PlanningIncrease collaborative humanitarian multi-year planning and funding._65ede93c-dab5-11ea-b30e-829a0083ea007CanadaCo-ConvenorSwedenCo-ConvenorUNICEFCo-ConvenorICRCCo-ConvenorMulti-year planning and funding lowers administrative costs and catalyzes more responsive programming, notably where humanitarian needs are protracted or recurrent and where livelihood needs and local markets can be analyzed and monitored. Multi-year planning must be based on shared analysis and understanding needs and risks as they evolve. Collaborative planning and funding mechanisms for longer programme horizons that are incrementally funded can produce better results and minimize administrative costs for both donors and aid organisations. They can identify results which highlight the linkages between humanitarian, development, stabilization and conflict management initiatives that are fundamental to decreasing humanitarian needs.Funding & ImpactsIncrease planning and multi-year funding and document the impacts on efficiency and effectiveness._65edeab8-dab5-11ea-b30e-829a0083ea007.1Aid OrganisationsAid organisations commitDonorsDonors commitIncrease multi-year, collaborative and flexible planning and multi-year funding instruments and document the impacts on programme efficiency and effectiveness, ensuring that recipients apply the same funding arrangements with their implementing partners.Collaboration & PlansSupport multi-year collaborative planning and response plans._65edec48-dab5-11ea-b30e-829a0083ea007.2Aid OrganisationsDonorsSupport in at least five countries by the end of 2017 multi-year collaborative planning and response plans through multi-year funding and monitor and evaluate the outcomes of these responses.CoordinationStrengthen coordination to share analysis of needs and risks between the humanitarian and development sectors._65ededc4-dab5-11ea-b30e-829a0083ea007.3Humanitarian SectorDevelopment SectorAid OrganisationsDonorsStrengthen existing coordination efforts to share analysis of needs and risks between the humanitarian and development sectors and to better align humanitarian and development planning tools and interventions while respecting the principles of both.EarmarkingReduce the earmarking of donor contributions._65edef40-dab5-11ea-b30e-829a0083ea008CanadaCo-ConvenorSwedenCo-ConvenorUNICEFCo-ConvenorICRCCo-ConvenorFlexible funding facilitates swifter response to urgent needs and investment in fragile, potentially volatile situations, emergencies and disaster preparedness, as well enables response to need in situations of protracted and neglected conflicts. It strengthens decision-making bodies which include key stakeholders such as affected and refugee-hosting states as well as donors. It supports management systems and the use of cost-efficient tools as well as reduces the amount of resources spent on grant-specific administration, notably procurement and reporting.Flexible funding requires accountability throughout the length of the transaction chain from donor to the field. Reducing earmarking should be considered as a means to achieving humanitarian collective outcomes. Increasing donors’ confidence in the quality of aid organizations’ own prioritization processes will encourage donors to increase the flexibility of their contributions.The Secretary General’s recommendation to double the Central Emergency Response Fund (CERF) to USD$1 billion and to increase the portion of appeal funding to the UN Country-Based Pooled Funds (CBPF) to 15 per cent, including through new and additional sources, is recognized as important for increasing the amount of unearmarked and softly earmarked funding. The possibility of opening the CERF for direct funding to civil society organisations should be explored.ReportingDetermine the most effective and efficient way of reporting on unearmarked and softly earmarked funding._65edf0da-dab5-11ea-b30e-829a0083ea008.1Aid OrganisationsAid organisations commitDonorsDonors commitJointly determine, on an annual basis, the most effective and efficient way of reporting on unearmarked and softly earmarked funding and to initiate this reporting by the end of 2017.FlexibilityReduce the degree of earmarking of funds._65edf26a-dab5-11ea-b30e-829a0083ea008.2DonorsDonors commitAid OrganisationsAid organisations in turn commit to do the same with their funding when channelling it through partners.Reduce the degree of earmarking of funds contributed by governments and regional groups who currently provide low levels of flexible finance.CriteriaBe transparent and regularly share information with donors outlining the criteria for how core and unearmarked funding is allocated._65edf3f0-dab5-11ea-b30e-829a0083ea008.3Aid OrganisationsAid organisations commitBe transparent and regularly share information with donors outlining the criteria for how core and unearmarked funding is allocated (for example, urgent needs, emergency preparedness, forgotten contexts, improved management).VisibilityIncrease the visibility of unearmarked and softly earmarked funding._65edf5a8-dab5-11ea-b30e-829a0083ea008.4Aid OrganisationsAid organisations commitIncrease the visibility of unearmarked and softly earmarked funding, thereby recognising the contribution made by donors.ReductionsProgressively reduce the earmarking of humanitarian contributions. _65edf738-dab5-11ea-b30e-829a0083ea008.5DonorsDonors commitThe aim is to aspire to achieve a global target of 30 per cent of humanitarian contributions that is nonearmarked or softly earmarked (see annex on earmarking definition in the Grand Bargain-A Shared Commitment to Better Serve People in Need) by 2020.ReportingHarmonize and simplify reporting requirements._65edf8d2-dab5-11ea-b30e-829a0083ea009GermanyCo-ConvenorICVACo-ConvenorInstitutional DonorsUN AgenciesIOMNGOsRed CrossRed CrescentReporting requirements have grown over the years for specific and valid reasons including legal requirements associated with accountability and managing risk, to build trust, raise funds, for diplomatic purposes and to improve quality. A wide range of sectors and organisations report to one another, including institutional donors, UN agencies, IOM, international and national NGOs and the Red Cross Red Crescent Movement. Grand Bargain Signatories have a common interest in ensuring that programmatic reporting is substantive and qualitative while also lean enough to allow for the most efficient use of resources to assist people in need.RequirementsSimplify and harmonise reporting requirements._65edfa8a-dab5-11ea-b30e-829a0083ea009.1Aid OrganisationsAid organisations commitDonorsDonors commitSimplify and harmonise reporting requirements by the end of 2018 by reducing its volume, jointly deciding on common terminology, identifying core requirements and developing a common report structure.Information AccessInvest in technology and reporting systems to enable better access to information._65edfc24-dab5-11ea-b30e-829a0083ea009.2Aid OrganisationsAid organisations commitDonorsDonors commitReporting & LearningEnhance the quality of reporting to better capture results, enable learning and increase the efficiency of reporting._65edfdbe-dab5-11ea-b30e-829a0083ea009.3Aid OrganisationsAid organisations commitDonorsDonors commitEngagementEnhance engagement between humanitarian and development actors._65edff8a-dab5-11ea-b30e-829a0083ea0010Humanitarian ActorsDevelopment ActorsThe tenth work-stream, Enhance engagement between humanitarian and development actors, has been closed as an independent work-stream and it has been mainstreamed as a cross-cutting committment. -- The High-Level Panel on Humanitarian Financing and Core Responsibility Four of the Secretary General’s Report (change people’s lives – from delivering aid to ending need) both articulate the importance of shrinking humanitarian needs while also recognizing the humanitarian financing gap. This is particularly important in situations of fragility and protracted crises. A better way of working is not about shifting funding from development to humanitarian programmes or from humanitarian to development actors. Rather, it is about working collaboratively across institutional boundaries on the basis of comparative advantage. This way of working does also not deviate from the primacy of humanitarian principles.The work-stream has been closed and mainstreamed with the other nine work-streams.Needs & SDGsShrink humanitarian needs and contribute the Sustainable Development Goals._65ee0138-dab5-11ea-b30e-829a0083ea0010.1Aid OrganisationsAid organisations commitDonorsDonors commitUse existing resources and capabilities better to shrink humanitarian needs over the long term with the view of contributing to the outcomes of the Sustainable Development Goals. Significantly increase prevention, mitigation and preparedness for early action to anticipate and secure resources for recovery. This will need to be the focus not only of aid organisations and donors but also of national governments at all levels, civil society, and the private sector.SolutionsInvest in solutions for refugees, displaced people, migrants, and returnees._65ee02dc-dab5-11ea-b30e-829a0083ea0010.2Aid OrganisationsAid organisations commitDonorsDonors commitRefugeesDisplaced PeopleMigrantsReturneesInvest in durable solutions for refugees, internally displaced people and sustainable support to migrants, returnees and host/receiving communities, as well as for other situations of recurring vulnerabilities.Social ProtectionIncrease social protection and strengthen national and local systems and coping mechanisms._65ee04b2-dab5-11ea-b30e-829a0083ea0010.3Aid OrganisationsAid organisations commitDonorsDonors commitIncrease social protection programmes and strengthen national and local systems and coping mechanisms in order to build resilience in fragile contexts.Analysis & PlanningPerform risk and vulnerability analysis and multi-year planning._65ee066a-dab5-11ea-b30e-829a0083ea0010.4Aid OrganisationsAid organisations commitDonorsDonors commitPerform joint multi-hazard risk and vulnerability analysis, and multi-year planning where feasible and relevant, with national, regional and local coordination in order to achieve a shared vision for outcomes. Such a shared vision for outcomes will be developed on the basis of shared risk analysis between humanitarian, development, stabilisation and peacebuilding communities.PartnershipsGalvanise new partnerships._65ee0822-dab5-11ea-b30e-829a0083ea0010.5Multilateral Development BanksPrivate SectorAid OrganisationsAid organisations commitDonorsDonors commitGalvanise new partnerships that bring additional capabilities and resources to crisis affected states through Multilateral Development Banks within their mandate and foster innovative partnerships with the private sector.2016-05-312020-08-09https://interagencystandingcommittee.org/about-the-grand-bargainOwenAmburOwen.Ambur@verizon.net