Source · Select Committees · International Development Committee
Recommendation 40
40
Accepted
Underfunding of security risk management jeopardises aid worker mental health and welfare.
Conclusion
Constrained budgets and competition for funding may incentivise the over- promising of delivery by international NGOs at the risk of underfunding security risk management. This runs the risk of subjecting aid workers to unnecessary pressures, and of their welfare being overlooked. It is important that the mental health of these individuals and teams is compassionately and intentionally engaged with by their employers, with adequate funds being made available to provide support. (Conclusion, Paragraph 79)
Government Response Summary
The government agrees, explaining that FCDO already prioritises mental health and psychosocial support (MHPSS) funding through existing internal guidance, due diligence frameworks, and funding guidelines, which enable partners to budget for staff psychological support.
Government Response
Accepted
HM Government
Accepted
Agree. FCDO takes seriously issues of health and safety, including mental health and safeguarding, for our partners. FCDO internal guidance on Mental Health and Psychosocial Support (MHPSS) advises that funding to meet mental health needs should be prioritised within humanitarian budget allocations. FCDO’s due diligence framework, which considers risks relevant to the programme in question, requires partners to demonstrate sufficient capacity and capability to meet several obligations, including those relating to physical and mental health, safety, security and safeguarding measures. FCDO funding guidelines enable partners to budget for staff psychological support and wellbeing, including for local organisations. Where there is an identified gap in available service provision in a given context, FCDO may also fund additional mental health services on a case-by-case basis. A good example is the FCDO-funded Humanitarian Action through Volunteers, Enablers, and Networks (HAVEN) consortium in Ukraine, which provides a resilience programme to local humanitarian workers and volunteers, allowing them to access online and offline psychological support. By prioritising their psychological health and wellbeing, the resilience of local humanitarian workers and volunteers is strengthened, allowing them to sustain their vital contributions to humanitarian efforts. Where the UK is funding a local organisation through another partner (e.g., INGO, UN Agency), FCDO expects the lead organisation to ensure full cost recovery of downstream partners, including for MHPSS, security and safeguarding needs. The lead partner must also pass on our non-project attributable cost (NPAC) rate, or 10% (whichever is the highest) to the implementing partner. The NPAC can be used by local organisations flexibly, according to identified priorities. The UK also seeks to leverage its influence to raise awareness about the critical need for MHPSS among other international donors, such as the World Bank and Global Health Institutions, governments, and humanitarian agencies.