Policy paper

Safeguarding against sexual exploitation, abuse and harassment in the international aid sector: FCDO progress report 2023 to 2024

Published 24 April 2025

Executive summary

This report summarises work led or supported by the FCDO between November 2023 and December 2024 to improve global standards and performance on safeguarding against SEAH in the international aid sector (that is, humanitarian, development or peace-related activities).

International aid is meant to provide support, partnership and protection to people in need and underpin global efforts to build a safer, more equitable and sustainable future.  Acts of SEAH linked to the delivery of aid cause great harm, damage trust and undermine the integrity and impact of this work.

This is the sixth annual FCDO safeguarding progress report. In previous years we reported against the commitments from the 2018 London Safeguarding Summit. But all stakeholders have now agreed that reporting against the London commitments has run its course and so this report is framed against the 2024 Common Approach to Protection from Sexual Exploitation, Sexual Abuse and Sexual Harassment (CAPSEAH).

CAPSEAH embodies the evolution since 2018 of international efforts on protection from SEAH (PSEAH). CAPSEAH provides a new framework to drive progress internationally and to improve standards, identify perpetrators and support victim-survivors of SEAH.

This report uses CAPSEAH’s 6 thematic ‘minimum recommended actions’ (Policies, Leadership, Communication, Prevention, Response, Monitoring) to summarise FCDO actions. Each section has a short introductory paragraph followed by several examples of action related to the minimum action. Boxes provide more detail on some examples.

Annex 1 outlines progress in tackling SEAH across all UK government departments who spend ODA, in line with the 2020 UK Safeguarding Strategy for the aid sector, whose commitments continue to guide FCDO and UK government work on SEAH. CAPSEAH is consistent with the 2020 Strategy.

This report underlines our continued commitment to transparency and accountability. FCDO’s work on safeguarding like all other areas of work remains open to regular scrutiny, for example by the UK Parliament’s International Development Select Committee and the Independent Commission for Aid Impact (ICAI). 

Much of the work reported here continued during the first part of 2025 and we will provide a further progress report next year. More information about FCDO’s work on PSEAH can be found on the GOV.UK website.

April 2025

1. Policies: set, communicate, uphold and implement clear PSEAH policies

We continued to improve our own policies and procedures and to facilitate sharing of lessons learnt and best practice guidance. We continually strived to improve safeguarding capability to ensure our staff and partners take all reasonable steps to tackle SEAH, for example through the following:

Internal policy refresh

FCDO’s Safeguarding against SEAH policy was updated in September 2024. Key features of the update include: a new 10-point code of conduct regarding SEAH, aligning with international standards and best practice; clear definitions and a section on ‘abuse of power’ to help staff better understand the potential impact of power imbalances; an updated scope of who the policy applies to, including what is expected of senior leaders; more detail on what is meant by ‘zero tolerance for inaction’ to prevent, report or respond to SEAH; and a clear statement about zero tolerance for retaliation against victim-survivors or whistle-blowers. FCDO’s most senior official led the communication campaign about the update.

Safeguarding capability action plan

In December 2023, we updated FCDO’s safeguarding capability action plan which aims to ensure FCDO staff understand, uphold and implement PSEAH policies. The update followed the September 2023 FCDO staff survey which found that 23% of female staff and 6% of male staff reported having experienced SEAH over the previous 12 months related to their work. Things delivered under the plan by December 2024 included:

• the updated staff policy
• new mandatory training for all line managers on how to respond to disclosures of SEAH
• an increase in Safeguarding Champions across the FCDO
• inclusion of SEAH-specific questions in the annual People Survey for FCDO staff
• an internal communications campaign

Programme Operating Framework to guide external operations

We ran regular training and developed resources on case management and safeguarding across the programme lifecycle for programme teams and implementing partners to understand our expectations and approach to PSEAH as it relates to FCDO’s Programme Operating Framework. We undertook deep-dive sessions providing advice on managing programme safeguarding risks in specific contexts, strengthening the management of safeguarding cases and encouraging reporting.

2. Leadership: prioritise and embed a culture of zero tolerance for inaction

SEAH is rooted in power imbalances and often linked to inequality, notably gender inequality. FCDO leaders continued to address underlying inequalities within and beyond FCDO as illustrated below. Leadership on SEAH starts with setting the tone from the top, unambiguous messaging on zero tolerance for inaction on SEAH, ensuring staff understand that safeguarding is everyone’s responsibility, and holding staff to account for misconduct.

Clear and visible commitment to PSEAH from FCDO’s leadership

In October 2024, FCDO’s Management Board agreed a set of recommendations covering 3 key areas:

• strengthening FCDO’s approach to case handling
• improving screening during recruitment
• a light touch 12-month campaign of strategic engagement with selected external partners to help reduce risk

Implementation got underway immediately afterwards. The FCDO continued to have a Board sponsor for Safeguarding whose work included chairing the quarterly Safeguarding Delivery Board, and writing in January 2024 to FCDO senior leaders, setting out actions for them to take to tackle SEAH.

Safeguarding Champions Network

In response to a push by the Management Board, the number of Safeguarding Champions across FCDO grew significantly during this period to 340. Champions act as a liaison point for the central Safeguarding Unit (SGU) and the Safeguarding Investigations Team (SIT) and help to coordinate PSEAH action in their teams. For example, following feedback from champions, SIT and SGU developed guidance for assessing and managing SEAH at diplomatic events and hosted functions. The champions’ network met every 2 months to receive updates and training, and a virtual conference was held in November with external and internal expert speakers.

FCDO’s global leadership in tackling SEAH

FCDO continued to contribute to leadership role of international efforts. This included:

• coordinating the development of CAPSEAH by hosting a 3-month online global consultation until February 2024
• coordinating CAPSEAH’s content with an international steering group of multilaterals, government ministries, civil society, private sector and other experts
• working in collaboration with the Resource and Support Hub (RSH) to launch CAPSEAH in June 2024 and to host it online

CAPSEAH is a guide which aims to improve accountability and support to survivors, strengthen existing standards towards a more aligned sector-wide approach across humanitarian, development and peace operations and set expectations about behaviours and minimum actions to protect from SEAH.

Governments and organisations are encouraged to endorse CAPSEAH to signal commitment to tackling SEAH. The UK was an early endorser of CAPSEAH. This endorsement represents united cross-HMG action in line with the UK 2020 Strategy on SEAH (PDF, 309 KB) which sets out actions agreed by all UK government departments who spend ODA, and which are consistent with CAPSEAH.

So far, over 200 organisations have endorsed CAPSEAH, including 6 of the seven G7 countries. Many others are using it as an anchor for dialogue, and as a means of reviewing and benchmarking their own standards. For example, the European Bank for Reconstruction and Development included specific reference to CAPSEAH in its updated 2024 Environmental and Social Policy.

Advocating for adequate PSEAH resourcing

Throughout the development of CAPSEAH it became clear that the lack of adequate resourcing for PSEAH is a major barrier to making progress. Therefore in early 2024 the FCDO set up a multi-stakeholder working group. A think piece on resourcing PSEAH was published on the CAPSEAH website for consultation until March 2025 ahead of FCDO hosting a stakeholder discussion on next steps.

3. Communication: consult, inform and coordinate with communities/partners

Effective safeguarding against SEAH requires collective action, partnerships and collaboration. FCDO remained committed to consulting local people and communities in a meaningful way to adapt SEAH safeguarding approaches to context, and to working alongside partners to seek out learning and best practice to strengthen and align PSEAH approaches. Four examples follow.

Consulting and convening partners

FCDO continued to convene quarterly meetings of the SEAH safeguarding Technical Working Group (TWG) and the Cross-Sector Safeguarding Steering Group (CSSG) to track and maintain progress towards the implementation of SEAH standards across the aid sector.  The UK also co-chaired the Organisation for Economic Co-operation and Development Assistance Committee (OECD-DAC) Reference Group on Ending SEAH including an in-person meeting in October 2024 and helping to produce a 5-year stocktake report.

Joint Donor Safeguarding Investigations Group (DOSIG)

FCDO continued to chair DOSIG having established it in 2020 to provide a forum for like-minded donors to discuss best practice, experiences and common challenges in SEAH investigations. A second annual in-person workshop was hosted by the European Commission in Brussels in November 2024. It included sessions on information sharing in investigations.

Empowering local communities

The Resource and Support Hub remained a key element of work to engage at local and national level. The programme provided free support to thousands of aid organisations to strengthen their measures against SEAH, with a strong focus on less-resourced Civil Society Organisations (CSOs) and people with disabilities. This included contextualised mentorship and training across multiple national settings. It also worked to improve dialogue to facilitate and share learning, such as national communities of practice and expert boards and the generation of evidence to contribute to global evidence on PSEAH. 2024 saw the transition of leadership of RSH’s national hub in Ethiopia to a local CSO. This is the first local affiliate pilot model for the programme where the national partner CSO takes over and leads the national programme operations, supported by the global platform. RSH Nigeria laid the groundwork for a similar approach in Nigeria in 2025.

Encouraging learning and best practice

FCDO continued to fund British Expertise International and to support Bond to enhance capability building among UK private sector organisations and UK based Non-Governmental Organisations to strengthen and align PSEAH approaches. This support included: FCDO staff speaking at multiple learning events alongside the private-sector Safeguarding Leads Network; jointly funding the translation of a set of due diligence case studies with Bond; and outreach to thousands of participants to showcase examples of good practice in tackling SEAH.

4. Prevention: assess SEAH risk and take action to prevent SEAH across all activities

FCDO continued to mainstream prevention of SEAH, embedding measures into its culture and operations. Posts and programmes continued to be trained to understand, reduce and manage the risk of SEAH based on local delivery contexts, and to engage affected communities in the design of mechanisms to prevent and report SEAH.

Embedding PSEAH into FCDO culture and operations

The safeguarding capability action plan provided a framework for this work. Staff awareness of FCDO’s policy and approach to SEAH was promoted through an annual Safeguarding Week. Safeguarding training sessions were also offered to staff every quarter and as outlined earlier, extensive work down through an expanding network of Safeguarding Champions across the organisation.

SIT/SGU engagement and Visits

FCDO’s 2 dedicated central safeguarding teams (the Safeguarding Investigations Team, SIT, and the Safeguarding Unit, SGU) regularly engaged with departments and posts to help them address specific SEAH-related risks and challenges faced internally and in programmes they manage. Activities included workshops on SEAH, awareness raising sessions and drop-ins, where staff members can raise concerns. They also involved deep dives into programmes, reviewing the risks and how they are being managed. A key element is engaging the business area’s leadership, the Safeguarding Champions and other key stakeholders to strengthen the governance structure and approach locally to safeguarding.  

Vetting and recruitment

FCDO decided to see whether and how it can make more use of the Misconduct Disclosure Scheme in its recruitment processes to make it harder for perpetrators of SEAH to be hired without FCDO’s knowledge. Externally, FCDO continued to support Project Soteria, which aims to prevent perpetrators of SEAH from working in the aid sector by strengthening cooperation between law enforcement agencies such as INTERPOL and aid organisations.

5. Response: encourage reporting, accountability and a victim-survivor centred approach

FCDO continued to use and encourage the use of safe and accessible mechanisms for complaints and detecting concerns relating to personnel, operations and programmes. FCDO continued to provide and promote guidance and training so that personnel know what to do if they experience, witness or suspect SEAH. Help remained available for victim-survivors in line with FCDO’s survivor-centred approach to reports and investigations. Disciplinary actions and referrals to appropriate authorities are part of how individuals are held to account.

Reporting concerns

FCDO used multiple safe, accessible mechanisms for complaints. This includes a confidential email and phone hotline service “Reporting Concerns” that relays concerns to the internal investigation team for assessment. We introduced mandatory training for line managers on responding to disclosures, supplemented by regularly held training available to all staff on the topic. FCDO strengthened its approach to encouraging reporting by running quarterly all staff sessions on “What happens after you report an allegation of SEAH.” We published internal blogs by staff members sharing their experience of SEAH and the positive, survivor-centred response they received. We also took steps to make stronger links between workstreams on PSEAH and tackling Bullying, Harassment and Discrimination.

Support to FCDO victim-survivors of SEAH

Support to victim-survivors remains a central tenant of FCDO’s response to concerns. Wellbeing check-ins are a regular part of any response to concerns raised, including following the conclusion of an investigation. Support is available through the Employee Assistance Programme, Mental Health First Aiders, the Home and Overseas Welfare teams, our Staff Counsellors and the mental health and wellbeing hub.  

Supporting non-FCDO victim-survivors of SEAH

FCDO provided support to victims-survivors of SEAH, including through the Supporting Survivors and Victims of SEAH programme. FCDO continued to partner with Social Development Direct to build the capacity of women’s rights organisations in Malawi to receive and respond to SEAH cases. The Investigator Qualification Training Scheme (IQTS) which FCDO funding had helped the CHS Alliance to establish, continued to operate, offering accessible, affordable training, particularly aiming to support women and staff from national NGOs in low- and low-middle income countries, and also helping FCDO investigators and staff strengthen their skills. We also supported the United Nations’ Office of the Victims Rights Advocate (OVRA) and its efforts to seek justice for victim-survivors of SEAH perpetrated by UN personnel. 

Accountability

FCDO has a zero-tolerance policy to inaction to SEAH concerns. We continued to offer training to staff on how to appropriately challenge or respond to behaviour they may witness as a bystander. Where SEAH concerns relating to staff are raised, FCDO’s SIT lead the response, taking a survivor-centred approach. FCDO took action to dismiss staff members where their behaviour constituted gross misconduct, in line with policies on the disciplinary process and disciplinary sanctions for cases of SEAH which are upheld. FCDO publishes internal and programme case numbers and outcomes in the FCDO Annual Report and Accounts (PDF, 10.3 MB) as part of its commitment to transparency. Externally, FCDO continued to use our due diligence processes and to work with other governments through executive boards and other fora to hold multilaterals to account on SEAH standards and action.

6. Monitoring: check if efforts to protect against SEAH are working

We continued to monitor and assess the implementation and impact of our PSEAH policies and approaches, to learn from experience and make improvements. This included the use of feedback tools for staff, partners, and communities. Internal case numbers are tracked carefully. When cases occurred, we sought to learn and improve from experience. Externally, FCDO participated in joint efforts to strengthen and align PSEAH approaches through funding projects that share data, information and learning on SEAH, helping build the evidence base, knowledge of what works, and track global progress on PSEAH. All this monitoring work fed into the overall capability work undertaken to strengthen practice and organisational understanding of PSEAH.  Some specific examples follow.

People survey

For the first time in 2024 FCDO included specific SEAH questions in the annual People Survey and we plan to do in future years to help track trends. The results show that many hundreds of staff had experienced SEAH linked to their work in the previous 12 months and that there is a continued need to focus on tackling SEAH to help protect staff as well as others we work with directly and indirectly. In response to the survey findings, the FCDO board sponsor for Safeguarding chaired an interactive session open to all staff on the results with sharing from different FCDO offices on approaches they have taken to address SEAH in the workplace.

Internal cases

Internal cases are classed as those where either the survivor and/or the subject of complaint are FCDO employees. There were 72 such cases in reporting year 2023 to 2024. For internal cases, aside from one year, 2020 to 2021, we have seen a noticeable increase in the number of cases reported since 2017 to 2018. Over the last year, FCDO’s safeguarding capability action plan has helped raise awareness on SEAH and given staff increased knowledge on how to report concerns. The increase in reporting is viewed as a positive indication that confidence is rising among staff to report SEAH and that robust action will be taken.

Internal programme management: new tools for enhanced monitoring

During the 2024 Safeguarding week, 3 tools were presented and shared across the FCDO that aim to enhance the monitoring of safeguarding against SEAH in FCDO programmes:

1. guidance to include the monitoring of safeguarding against SEAH in FCDO Third Party Monitoring programmes

2. guidance for FCDO field visits

3. a PSEA(H) field assessment and monitoring tool. Those tools are available in an overall internal Safeguarding Toolkit

Safeguarding Innovation & Engagement Programme

FCDO’s Innovation & Engagement Programme was launched in 2018 and closed in September 2024. During this reporting period it funded various initiatives to strengthen the evidence base on SEAH, including those listed below.

The Harmonised Reporting Scheme (HRS) platform to collect and analyse SEAH data and produce trend analysis scaled up significantly last year. It now has 75 members worldwide and produces bi-annual trend analysis reports that help inform and improve policies, strategies, and actions for better SEAH risk mitigation, prevention and response.

The Humanitarian Quality Assurance Initiative (HQAI)) which audited 204 organisations to verify that they meet the Core Humanitarian Standard (CHS) and an impact study which showed that audit and verification drives improvement.

Coordination and development of the Misconduct Disclosure Scheme (MDS) to share misconduct data between employers to stop perpetrators moving between organisations undetected. This is a well-established global PSEAH tool that has grown to over 320 members and under which 137,000 checks have been carried out and helped prevent almost 400 applicants from progressing through recruitment processes because of concerns about sexual misconduct of the potential employee.

Annex: Progress with implementing the UK strategy, safeguarding against sexual exploitation, abuse and harassment within the aid sector 2023 to 2024

This framework provides headline results indicators to track implementation and overall direction of travel as ODA spending departments implement the 3 pillars of the September 2020 UK Strategy. It uses a BRAG rating against the strategy’s high-level monitoring framework and gives examples. While individual ODA-spending departments are accountable for their own spend, and responsible for tracking detailed progress against relevant commitments made in the Strategy and for reporting, as appropriate, to their own internal and external accountability bodies, the indicators below have been selected to provide a high-level summary of progress. The page reference for each commitment from the strategy is given in the first column (eg P.7).

BRAG ratings:

• Blue: action is complete
• Red: action not on track with major issues
• Amber: action mainly on track with some minor issues
• Green: action is on track

Pillar 1: Delivering sector-wide change including support to survivors and greater accountability

Safeguarding strategy commitment	Results indicator	BRAG	Progress	Example
1.1. Provide global leadership (p.7)	Continuing to convene donor Technical Working Group and the Cross Sector Safeguarding Steering Group (CSSG) quarterly and publishing annual progress reports.	Green.	All indicators on track.	FCDO continued to convene quarterly meetings of like-minded donors at the SEAH safeguarding Technical Working Group (TWG) and the Cross-Sector Safeguarding Steering Group (CSSG) to track and maintain progress towards the implementation of SEAH standards across the aid sector.
1.2. The UK will put measures in place to make it much more difficult for perpetrators to escape justice, make it easier for organisations to have confidence in those they recruit and allow communities to have confidence in the people sent to help them (p.8)	Three Employment cycle programmes operational.	Amber.	Work continuing with good progress on 2 programmes and slower progress on one.	Programme 1: over 320 organisations have now signed up to the Misconduct Disclosure Scheme (MDS) funded by FCDO, which has helped prevent almost 400 individuals from being appointed because of concerns about sexual misconduct. Programme 2: Project Soteria with Interpol has continued its work with law enforcement agencies and development partners in the Philippines, Nepal, Bangladesh, Kenya, Tanzania, Uganda, and Moldova. Programme 3: work to design the pilot of the Aid Worker Registration Scheme remains on pause as goals are felt to be effectively and efficiently met through MDS and Soteria.
1.3. The UK has endorsed international minimum standards on SEAH and supporting organisations to verify adherence to the IASC on PSEA and/or the CHS (p.8). We will work with other donors to agree alignment with these standards and ensure adherence through our respective funding agreements and due diligence assurance arrangements.	All our funding agreements reflect the agreed donor language.	Amber.	Work continuing with good progress made.	FCDO continued to work closely with donors to agree SEAH language for use in UN funding agreements. A larger number of funding agreements reflect the agreed language, but not all just yet. FCDO also continued to support the Humanitarian Quality Assurance Initiative (HQAI), as an independent auditor that certifies aid sector organisations’ adherence to the Core Humanitarian Standard (CHS) on Quality and Accountability, and thereby builds good practice, transparency and accountability across the sector. FCDO agreed to simplify its due diligence assessment process for organisations applying for international development grants so CHS certified organisations can use their existing HQAI audit reports to fulfil large parts of FCDO requirements.
1.4. Survivors and victims will be responded to with respect, confidentiality, safety and non-discrimination (p.4)	Departments can point to examples/evidence of procedures and anonymised cases if asked.	Green.	Work continuing with good progress made.	The Home Office has a “Raising a Concern” policy and procedure which includes whistleblowing and a safeguarding procedure. The Home Office’s Modern Slavery Programme has involved survivors to inform programme assurance. Donors within funded programmes are expected to involve survivors to inform knowledge and understanding in service delivery.
1.5. Hold ourselves to account for delivering this Strategy through transparent reporting in our Annual Reports, scrutiny from the UK’s Independent Commission on Aid Impact and relevant committees of the UK Parliament, internal management and board oversight, and periodic public reporting against the 2018 London Safeguarding Summit commitments (p.13)	Include text on safeguarding as part of annual report to Parliament/public on ODA activities.	Amber.	Work continuing with good progress made.	See the most recent FCDO annual report 2023 to 2024 (PDF, 10.3 MB).

Pillar 2: Delivering organisational change within UK aid spending departments

Safeguarding strategy commitment	Results indicator	BRAG	Progress	Example
2.1. We will ensure that all departments have a clear staff code of conduct in place, making it explicit what behaviour is expected of staff (p.8)	Codes of conduct explicitly prohibits ODA staff from paying for sex in every ODA spending department.	Green.	Work continuing with good progress made.	The Department for Energy Security & Net Zero (DESNZ) has a clear code of conduct held in the International Climate Finance (ICF) Safeguarding hub. Staff are reminded regularly of the expectations regarding SEAH via training sessions. DESNZ standard agreements and MOUs with delivery partners also have SEAH clauses, and programme delivery plans have integrated a safeguarding section to promote and reinforce commitment to safeguarding policies and comprehensive safeguarding practices.
2.2. Well-signposted reporting mechanisms for staff to raise concerns and robust procedures for handling them (p.9)	Whistle-blowing and reporting and complaints     mechanisms are in place, proactively advertised and reporting figures show they are used.	Green.	Work continuing with good progress made.	The Department for Environment, Food, and Rural Affairs (Defra) SEAH safeguarding policies, accompanying guidance documents and funding agreements contain signposting of a Defra mailbox to report to when colleagues and partners are notified of an allegation. Reporting mechanisms are proactively advertised at training events and Defra has produced guidance notes for Defra ODA line managers and colleagues on how to report a case and where to access support which has been communicated to staff.
2.3. All departments will have a named safeguarding lead to set the tone from the top, including regular messaging out to staff about the importance of the agenda and at least annual discussion at Board level (p.8-9)	Named safeguarding Champion in all departmental Senior Leadership teams Annual Board discussion on Safeguarding against SEAH.	Green.	Work continuing with good progress made in some departments.	Defra’s ODA International Safeguarding Champion continues to be a named Director who is visible to colleagues, informed of allegations and case progress and proactively reiterates messages of the importance of SEAH safeguarding and expectations, including at multi-partner training events. The ODA International Safeguarding Champion is a member of Defra’s Director General-chaired ODA Board, where SEAH safeguarding progress, issues and case rates are discussed in depth annually. A simplified accompanying paper on SEAH case management and pertinent issues are included in the ODA board pack on a quarterly basis, as standard. The Champion also chaired the initial sessions of the Defra Arm’s Length Body Senior Safeguarding Champions Network.
2.4. Risk Management processes prioritise prevention and response to SEAH	Department level risk management framework for ODA spending includes SEAH.	Amber.	Work continuing with good progress made in some departments.	Ministry of Defence (MoD) risk management approach is covered in the MoD policy on preventing and dealing with Sexual Exploitation and Abuse, set out in Joint Service Publication 769. This policy applies to all Defence people working overseas or carrying out any other activity on behalf of Defence: this includes members of the regular forces, reserve forces, and civilians who are employed by Defence.

Pillar 3: Delivering programmatic change across UK aid programmes

Safeguarding strategy commitment	Results indicator	BRAG	Progress	Example
3.1. Applying the Due Diligence Assessment: The Due Diligence Assessment of all UK Aid partners has been strengthened and their performance on safeguarding against sexual exploitation abuse and sexual harassment will continue to be assessed in 6 areas to ensure they meet the standards we require (p.11)	Due Diligence assessments of partner organisations includes thorough assessment of the UK’s 6 SEAH standards, and this is universally conducted for all partners prior to entering into a funding agreement.	Amber.	All indicators met.	Department of Health and Social Care (DHSC) continued to apply robust standards of due diligence on safeguarding and SEAH to potential grantees. Due diligence assessments have led to short- and medium-term recommendations to prospective grantees on improvements to their approaches to SEAH and safeguarding, which have been well-received by these organisations.
3.2. The UK will continue to mainstream safeguarding against sexual exploitation and abuse and sexual harassment throughout our programme cycle, using tendering processes, design phases, risk assessments and risk management, regular reporting, routine monitoring and evaluations to assess the implementation of safeguarding standards at the delivery level (p.11)	Number of cases of SEAH reported through ODA programming is internally reported to the board at least annually and patterns and challenges are discussed, and processes refined to address concerns within the programme management cycle.	Amber.	Work continuing with good progress made in some departments.	FCDO report case numbers to each Board meeting with discussion of patterns at least annually.
3.3. Provide resourcing to partners where needed to ensure that their programmes and delivery chains prevent and respond to sexual exploitation and abuse and sexual harassment in a victim and survivor-centred way (p.12)	Departments can point to examples of requests made and approved.	Amber.	Work continuing with good progress made in some departments.	The UK Integrated Security Fund Unit (ISFU) has provided resources and facilitated programme board meeting discussions and masterclasses on safeguarding against SEAH. ISFU continued to promote tools and materials that raise awareness and improve practice and increased its focus on CAPSEAH in its conversations with delivery partners.