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Self Report 2019

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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  • 1B
    Act early

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision will continue to pursue a common data sharing platform for conflict analysis with UN and NGO partners.
    • Operational
    • Political Leadership to Prevent and End Conflicts

    • World Vision will continue to share conflict and context analysis tools and data with the humanitarian sector and seek to always work in partnership with other actors. It will strive to 'make success visible' and share research and learning to demonstrate how contextual analysis and understanding improves humanitarian effectiveness.


    • Operational
    • Political Leadership to Prevent and End Conflicts
    • World Vision will ensure that 50% of operational humanitarian staff are certified in an accepted conflict-sensitivity standard.
    • Capacity
    • Political Leadership to Prevent and End Conflicts

    Core Commitments (2)

    • Commitment
    • Core Responsibility
    • Commit to act early upon potential conflict situations based on early warning findings and shared conflict analysis, in accordance with international law.
    • Political Leadership to Prevent and End Conflicts
    • Commit to make successful conflict prevention visible by capturing, consolidating and sharing good practices and lessons learnt.
    • Political Leadership to Prevent and End Conflicts
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.
    1. Shared context and conflict analysis data from Bangladesh, Columbia, Mali with the newly formed UNOCHA Conflict Analysis Network, including at the Geneva Peace Week in November 2018. Additional analysis was shared with the UK START Network partners.
    2. Coordinated the inter-agency Conflict Sensitivity Community Hub (CSC-hub) and initiated, through its website, a live platform where all practitioners of conflict sensitivity (humanitarian, development, and peacebuilding) can share tools, insights, experiences and capacity
    3. Conducted:
      • 16 micro/macro context analyses in Bangladesh, Zimbabwe, Lebanon, Columbia, Brazil, Ecuador, Ethiopia, Iraq, Burundi, Mali and Afghanistan
      • Do No Harm for Faith Groups training in Afghanistan
      • 3 Do No Harm Trainings of Trainers in Jordan, DRC and Iraq
      • 50% of the above exercises were done in an inter-agency format with other INGOs, think tanks, government agencies, and local NGOs
    4. At least 50% of staff trained as facilitators for micro and macro context analysis are part of World Vision’s operational humanitarian staff.
    5. At least 75% of staff trained as trainers in Integrating Peacebuilding and Conflict-Sensitivity are part of World Vision’s operational humanitarian staff.
    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • The Peace Promise
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Field conditions, including insecurity and access
    • Funding amounts
    • Information management/tools
    B. How are these challenges impacting achievement of this transformation?

    • Challenge to fund trainings/inter-agency context analysis in the context of developing emergencies. Though sometimes it is planned for by field offices in the beginning of the year, the need often arises when contexts change.
    • Context analysis networks often not sharing information at levels required. Lack of wiliness to develop a “joint” platform.

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    •    Strengthen interagency exchange through UK START Network, UNOCHA Conflict Analysis Network, the Conflict Sensitivity Community Hub (CSC-hub) and invest funds in joint platforms to increase footprint, impact, knowledge management.
    •    Develop inter-agency roster of staff able to provide context analysis capacity to organizations who do not have it or who have gaps in their capacity.

  • 1C
    Remain engaged and invest in stability

    Joint Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision will implement the "Peace Promise: commitment to more effective synergies among peace, humanitarian and development actions in complex humanitarian situations", a joint commitment to the WHS.
    • Policy
    • Political Leadership to Prevent and End Conflicts

    Partners: Alliance for Peacebuilding, American Friends Service Committee (AFSC), CARE, Catholic Relief Services, Conciliation Resources, Cord, Human Appeal, International Alert, Interpeace, MercyCorps, Peace Direct, Saferworld, Search for Common Ground, Secretary-General's Envoy on Youth, Special Representative of the General for Children and Armed Conflict, Special Representative of the Secretary-General on Sexual Violence in Conflict, UNICEF, United Nations Department of Political Affairs, United Nations Development Programme, United Nations Peacebuilding Support Office, United Nations Population Fund, UN Women, World Bank, World Food Programme .

    • Commits to support the realization of The Peace Promise, which is a set of five commitments to develop more effective synergies among peace, humanitarian and development actions in complex humanitarian situations in order to end human suffering by addressing the drivers of conflict.


    • Policy
    • Political Leadership to Prevent and End Conflicts

    Partners: International Alert, CDA Collaborative Learning Projects, Peace Direct, Conciliation Resources, Human Appeal, American Friends Service Committee (AFSC), United Nations World Food Programme (WFP), CARE International, Alliance for Peacebuilding, Cord, Interpeace, Saferworld, Search for Common Ground, UN Secretary-General’s Envoy on Youth, UN Special Representative of the Secretary-General on Sexual Violence in Conflict, UNESCO, United Nations Department of Political Affairs, World Bank, Initiatives of Change International, Women for Women International

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision will maintain a current roster of no less than three certified experts in local conflict analysis who are deployable.
    • Capacity
    • Political Leadership to Prevent and End Conflicts

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to address root causes of conflict and work to reduce fragility by investing in the development of inclusive, peaceful societies.
    • Political Leadership to Prevent and End Conflicts
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.
    • In line with its commitment to the Peace Promise World Vision is aligning its humanitarian, development, peacebuilding and advocacy efforts with the global humanitarian, development, peacebuilding nexus agenda. As part of this work:
      1. Began field testing a Fragile Contexts Programme Approach in 5 pilot countries (South Sudan, DRC, Mali, Honduras, and Burundi) to enable affected children, families and communities to survive, adapt to new circumstances and thrive as a result of World Vision’s support in these contexts;
      2. This approach prioritises collective outcomes across the nexus to address fragility, such as improving trust, safety, inclusion, peace and hope;
      3. It defines practical approaches to realising these outcomes through consistent adaptation to change, regular use of context analysis & monitoring, and frequent measurement of impact across the affected population’s perception of its ability to survive, adapt and thrive in changing circumstances.
      4. Implementing a learning agenda of the Fragile Contexts Programming Approach to document what is working, what is not working, and iteratively adapt the model for future programming
      5. Created internal reporting mechanisms to measure commitments to expansion in fragile contexts, including funding and impact targets, as well as the Peace Promise.
    • Certified a staff member in macro analysis facilitation in English, French, and Arabic & 5 staff as facilitators for micro analysis
    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • The Peace Promise
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Field conditions, including insecurity and access
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    B. How are these challenges impacting achievement of this transformation?

    1. Funding for scaling up of the new approach still a challenge.
    2. Designing marketing products to raise private funding for fragile contexts, but often reliant on bilateral and multilateral grant funding.
    3. Donors continue to bifurcate funds under “humanitarian”, “development” or “peacebuilding” agendas without adequate contextual linkages to address protracted complex crises.

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    1. New funding modalities for complex protracted crises that allow for alignment towards collective outcomes across humanitarian, development, peacebuilding.
    2. Develop inter-agency roster of staff able to provide context analysis for organizations who have gaps in capacity.

  • 1D
    Develop solutions with and for people

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision will work to prevent, diminish, and resolve conflicts, whether or not these have a religious component, and to promote reconciliation; support local faith actors to strengthen their capacity, so that aid becomes locally owned and led; build on faith assets and faith infrastructure in communities, in partnership with other actors, to provide sustainable solutions to humanitarian crises.
    • Operational
    • Political Leadership to Prevent and End Conflicts

    • World Vision will work with faith actors, civil society and youth to establish and support platforms for dialogue, conflict prevention, humanitarian response and social cohesion, as well as to promote "constituencies of peace and non-violence".


    • Operational
    • Political Leadership to Prevent and End Conflicts
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.
    • 16 – 18 October 2018, World Vision and 13 other partners (ACT Alliance, ADRA, Anglican Alliance, Arigatou International, Islamic Relief Worldwide, Joint Learning Initiative on Faith & Local Communities, Mennonite World Conference,  Micah Global, The Salvation Army, Seventh-Day Adventist Church, World Council of Churches, World Evangelical Alliance), organized a Faith Action for Children on the Move Forum: https://jliflc.com/conferences/children-on-the-move-global-church-partners-forum/
      1. Attended by 85 organizations and 38 country representatives;
      2. Galvanized faith-based movement to develop joint solutions for ending violence against children on the move in fragile contexts and to contribute to  implementation of the Global Compact on Refugees;
      3. Participants and members of advisory committee included: Azza Karam, UN Interagency Task Force on Religion; Cecilia Jimenez-Damary, UN Special Rapporteur on Human Rights of Internally Displaced Persons (IDPs); Marta Santos Pais, Special Representative of United Nations Secretary General on Violence against Children; and representatives from UNICEF and UNHCR.
      4. Forum resulted in an action plan rooted in three evidence-based pillars: spiritual support, strengthening the continuum of child protection, supporting peace and opposing xenophobia.  https://jliflc.com/resources/faith-action-for-children-on-the-move-action-plan/
      5. Pillars were formulated using learning briefs based on field evidence of faith actors’ engagement to protect children in contexts of forced displacement due to conflict and protracted crises. Briefs were developed by World Vision with The Joint Learning Initiative (https://jliflc.com):
      6. Fourth pillar focuses on joint action including: development of peace-building tool for faith actors; scaling up faith-sensitive psychosocial support for children; strengthening local faith actor engagement in ending violence against children on the move; aligning advocacy efforts at the local, national and global levels as well as continued opportunities to build evidence around the three pillars
    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Charter for Faith-based Humanitarian Action
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Funding amounts
    • Institutional/Internal constraints
    • Multi-stakeholder coordination
    B. How are these challenges impacting achievement of this transformation?

    1. Greatest challenge is finding resources (internal and external; human and financial) to drive forward a shared agenda, as well as accomplish advocacy, programming and evidence building on the contribution of a wide range of faith actors.

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    1. Coalition steering committee must solidify joint action plans & ensure support and endorsement by partners.
    2. To take this forward the Joint Learning Initiative launched a policy paper on Faith Community contribution to the implementation of the Global Compact on Refugees which will be presented, with World Vision's support, for discussion at local seminars with faith leaders throughout 2019 in Jordan (Amman), Lebanon (Beirut), Belgium (Brussels) and Switzerland (Geneva).

    Keywords

    Religious engagement

  • 2B
    Ensure full access to and protection of the humanitarian and medical missions

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision commits to increasing transparency about the external and internal constraints in applying humanitarian principles. This may include peer to peer lesson learning, independent monitoring and third party verification as well as internal policies and training and accountability mechanisms.
    • Operational
    • Uphold the Norms that Safeguard Humanity

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to promote and enhance efforts to respect and protect medical personnel, transports and facilities, as well as humanitarian relief personnel and assets against attacks, threats or other violent acts.
    • Uphold the Norms that Safeguard Humanity
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.
    • In the current reporting period World Vision conducted 10 Real Time Evaluations and Lessons Learnt in the following Response contexts:
    1. March 2018: DRC Real Time Evaluation
    2. March 2018: East Africa Hunger Crisis Real Time Evaluation
    3. May 2018: Angola Real Time Evaluation
    4. May 2018: Bangladesh Response to the Rohingya Refugee Crisis Real Time Evaluation
    5. September 2017: DRC Use of Cash in the Response Lessons Learnt
    6. October 2018: Ethiopia Real Time Evaluation
    7. November 2018: Somalia Use of Cash Lessons Learnt
    8. November 2018: Lombok, Indonesia Real Time Evaluation
    9. December 2018: Sulawesi, Indonesia Real Time Evaluation
    10. December 2018: DRC action plan lessons learnt
    • Results were used to inform internal changes in operations and decision making, as well as shared with partners to strengthen joint humanitarian response to crises
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Field conditions, including insecurity and access
    • Information management/tools
    • Institutional/Internal constraints
    B. How are these challenges impacting achievement of this transformation?

    1. See full findings on challenges in the World Vision Learning Report: Innovation and Adaptation: meeting humanitarian needs in fragile and conflict contexts shared in last years reporting: https://www.wvi.org/disaster-management/publication/innovation-and-adaptation-meeting-humanitarian-needs-fragile-and-conflict-contexts

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    1. World Vision is systematically highlighting operational challenges it identified in its 2017 Learning Report: Innovation and Adaptation: meeting humanitarian needs in fragile and conflict contexts (see link above) with peers, UN agencies and donors on an ongoing basis in bilateral and joint discussions during crisis planning, response and advocacy.
    2. Sharing results of Real Time Evaluations and Lessons Learn with the broader humanitarian community to strengthen responses.

    Keywords

    Innovation

  • 2D
    Take concrete steps to improve compliance and accountability

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • World Vision commits to invest in a five year global campaign to address violence against children including in natural disasters and protracted crises, through investment in child protection, linked to education in emergencies, child protection systems strengthening, empowerment and advocacy, including investment in research and learning to strengthen the evidence base for the most effective interventions.


    • Advocacy
    • Uphold the Norms that Safeguard Humanity
    • World Vision will continue to advocate for accountability and unequivocal respect of international humanitarian law and international human rights law, particularly the UN Convention on the Rights of the Child and its Optional Protocols and UN Security Council resolutions on children and armed conflict, as well as for the full respect and protection of health workers and health facilities.
    • Advocacy
    • Uphold the Norms that Safeguard Humanity

    Core Commitments (1)

    • 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
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Other

    1. In 2018, 52 field offices were implementing the global campaign to end violence against children, compared to 34 in 2017. This includes in fragile contexts such as South Sudan, Niger, Mauritania, Mali, Guatemala, Honduras and El Salvador. Field offices in Central African Republic, eastern DRC, Iraq, Afghanistan are planning to launch their national campaigns in 2019.
    • 2018 country highlights:
      1. In Somalia, World Vision helped to launch a radio drama called ‘Amal’ with Radio Ergo. Program focused on gender equality, girls education and empowerment. The drama involved participation of children as actors, which was a new experience and is highly unusual on Somali radio.
      2. In Australia, World Vision played a leading role in the #KidsoffNauru coalition (https://www.kidsoffnauru.com/) to successfully make the Government pass a Bill that resulted in the closing of 19 detention centres and got all 200 children off the Nauru Island and resettled with their families.
      3. In the US, World Vision helped co-author the first ever bi-partisan Congressional Bill (H. Res. 910) calling for the US Government to improve its efforts to end all forms of physical, mental, and sexual violence against children and youth globally.

    Gender-based violence prevention and response

    1. As part of its campaign to end violence against children in South Sudan, World Vision’s “Access to Justice Program” focused on increasing civil society knowledge of South Sudan’s: national rights and laws for protecting children, equal rights for women and girls, criminal laws prohibiting gender based violence. A guide for 20 domestic laws was developed for radio and for community discussion formats where radio is not available.
    2. At the end of a UK Foreign Office two year funded program in South Sudan, World Vision demonstrated sustainably improved community attitudes towards survivors of sexual violence and gender based violence (SGBV) and towards children born of rape (CBoR) in areas of program operation. The project focused on working with multiple stakeholders, including faith leaders, youth leaders and women’s groups. All demonstrated a positive change in attitudes and behaviors. Women’s groups were credited with undertaking strong advocacy on prevention and treatment of GBV and support to survivors during the project and this continues. Many people interviewed suggested that the project methods, including use of particular entry points of faith leaders and youth, reflective community dialogue and creative media all helped initiate sustainable attitude changes the conflict in South Sudan. Full report: https://assets.worldvision.org.uk/files/8315/3868/4550/Supporting-Survivors-Of-Sexual-Violence.pdf

    IHL and IHRL compliance and accountability

    • World Vision continued to hold State and non-state parties to the conflict accountable for violations of children’s rights in 2018. This was achieved through research, media/social media campaigns and advocacy with decision makers.
    • Highlights include:
      1. March 2018 – Syria Crisis: in partnership with Al Jazeera, World Vision worked on an empowering project to teach young Syrian refugees to tell their own stories through the medium of film: https://www.wvi.org/stories-after-syria. World Vision engaged influencers including Helen Clark, Liam Cunningham and UN Ambassador and SDG advocate Dr. Alaa Murabit to promote young people’s work. The films reached over a million viewers across the world
      2. March 2018 - Syria Crisis: advocacy research report Beyond Survival was released in time for the Brussels II Donor Conference to increase donor governments attention to critical psychosocial needs of children affected by seven years of war: https://www.wvi.org/world-vision-european-union/publication/beyond-survival
      3. September 2018 – DRC Kasai Crisis: World Vision spoke to 100 children affected by violence and displacement in Kasai Region and captured their voices in an advocacy report, launched at 73rd UNGA with UN SRSG for Children and Armed Conflict, Virginia Gamba, to increase Member State attention to grave violations against children by state and non-state armed groups: https://www.wvi.org/it-takes-world/publication/will-you-hear-us
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Buy-in
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • IHL and IHRL compliance and accountability
    B. How are these challenges impacting achievement of this transformation?

    Impunity for violations, disregard for humanitarian law and normative standards and rights-based approaches to humanitarian aid got worse in 2018, compared to 2017. This has not generated better accountability for violations against children despite civil society advocacy.

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    1. Promotion of IHL/IHRL and accountability for violations is a collective responsibility. This can only be achieved by greater collaboration of all stakeholders, especially Member States. Humanitarians must be allowed to access affected populations, especially children. Independent missions must be able to monitor and report on violations/impediments. States have to hold violators accountable.
    2. Increase political attention and humanitarian funding for child protection, education and mental health & psychosocial support. Recognize these interventions as life-saving and fully fund them in every response.

    Keywords

    Gender, IHL compliance and accountability, Protection

  • 2E
    Uphold the rules: a global campaign to affirm the norms that safeguard humanity

    Core Commitments (1)

    • 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
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Please see reporting under 2D - Take Concrete steps to improve compliance and accountability

    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Adherence to standards and/or humanitarian principles
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • IHL and IHRL compliance and accountability
    B. How are these challenges impacting achievement of this transformation?

    Please see reporting under 2D - Take Concrete steps to improve compliance and accountability

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    Please see reporting under 2D - Take Concrete steps to improve compliance and accountability

  • 3D
    Empower and protect women and girls

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • World Vision will provide an essential package of health services to protect and promote the health and nutrition needs of the most vulnerable women, children and adolescents in humanitarian settings.


    • Operational
    • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will review and orient its emergency health and nutrition strategy and delivery approaches, and harmonize its action plan with the 5-year operational framework for implementation of the Every Woman Every Child global strategy.
    • Operational
    • Leave No One Behind
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Other

    1. Reviewed and updated World Vision's emergency health strategy, continuing emphasis on a Primary Health Care approach targeting the most vulnerable – women, children and adolescents in humanitarian settings;
    2. Supported two global emergency health package consultations, facilitated by the WHO, and the Core Group, sharing programme materials, and drafted a concept on behalf of the WHO for a holistic emergency Primary Health Care package;
    3. Examples of World Vision’s health provision and harmonization within the 5-year operational framework for implementation of the Every Woman Every Child included:
      • In Afghanistan, reached 243,476 people, including 135,563 women and girls, led to improved contraception use (32%), antenatal care (36%), skilled birth assistance (37%), early initiation of breastfeeding (37-59%), birth spacing (91%);
      • In Palestine, 780 children reached with Timed and Targeted Counseling: saw increases in exclusive breastfeeding (41%), vitamin D supplementation (20%), correct management of diarrhea (42%);
      • In Somalia, managed national scale-up of TB response:127,000 people treated for TBs with success rate greater than 88%; number of treatment facilities expanded from 7 to 73. Alongside this effort, investments led to reduction in the Pharaonic form of FGM by 93%; improved access to reproductive-healthcare for women and girls.

    Empowerment of women and girls

    • See reporting under 2D:
    1. As part of its campaign to end violence against children in South Sudan, World Vision’s “Access to Justice Program” focused on increasing civil society knowledge of South Sudan’s: national rights and laws for protecting children, equal rights for women and girls, and criminal laws prohibiting gender based violence. A guide for 20 domestic laws was developed for radio and for community discussion formats where radio is not available.
    2. At the end of  the UK Foreign Office funded two year program in South Sudan, World Vision demonstrated sustainably improved community attitudes towards survivors of sexual violence and gender based violence (SGBV) and towards children born of rape (CBoR) in areas of program operation. The project focused on working with multiple stakeholders, including faith leaders, youth leaders and women’s groups. All demonstrated a positive change in attitudes and behaviors. Women’s groups were credited with undertaking strong advocacy on prevention and treatment of GBV and support to survivors during the project and this continues. Many people interviewed suggested that the project methods, including use of particular entry points of faith leaders and youth, reflective community dialogue and creative media all helped initiate sustainable attitude changes the conflict in South Sudan. Full report: https://assets.worldvision.org.uk/files/8315/3868/4550/Supporting-Survivors-Of-Sexual-Violence.pdf
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Buy-in
    • Human resources/capacity
    • Institutional/Internal constraints
    B. How are these challenges impacting achievement of this transformation?

    1. Limited technical staff who can support rolling out of new standards and supporting of coordination on Primary Health Care approaches.
    2. Implementing public health as a key part of health programs in humanitarian and fragile contexts can be challenging, as its often considered to be health service delivery in many countries.

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    1. Need to invest in building a better understanding of what public health is among humanitarian responders and ensure there are enough technical staff to meet the demand, especially in the area of mental health and psychosocial support (MHPSS). 

    Keywords

    Gender

  • 3E
    Eliminate gaps in education for children, adolescents and young people

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision commits to ensure inclusive, equitable, quality education access for all children and to always work towards the global Minimum Standards developed by the Inter-Agency Network for Education in Emergencies.
    • Operational
    • Leave No One Behind
    • World Vision commits to prioritize child protection and education in emergencies as lifesaving interventions; to fund and deliver education and child protection as core aspects of the first phase of an emergency response, and to work towards greater cross-sectoral coordination to ensure children's safety, well-being and recovery.
    • Operational
    • Leave No One Behind
    • World Vision formally endorses the "Key Principles of Community-based Safe School Construction" and commits to adhere to these Principles including by meeting "life safety" standards for every classroom it substantially remodels or rebuilds as part of its emergency responses.
    • Policy
    • Leave No One Behind
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.
    1. Supported launch of online training on Inter-agency Network for Education in Emergencies (INEE) website on Conflict Sensitive Education;
    2. Contributed to INEE as a member of the Steering Group; member of the Working Groups for Standards and Practice; and for Education Policy; and as Co-Convener of the Professional Development Workstream;
    3. Contributed to the Global Education Cluster as a member of the Strategic Advisory Group;
    4. Continued to lead the No Lost Generation Initiative, an ambitious commitment to action by humanitarians, donors and policy makers to support children and youth affected by the Syria and Iraq crises. Launched in 2013, the Initiative is now in Phase II https://nolostgeneration.org/
    5. Hosted the No Lost Generation Tech Summit in Amman, Jordan on 21 and 22 February 2018, with another Summit planned for June 2019: https://www.nolostgeneration.org/page/no-lost-generation-tech-summit
    6. November 2018: contributed to the joint conference of INEE and Alliance for Child Protection in Humanitarian Action in Nairobi (organization, facilitation of sessions, speakers)
    7. Developed internal World Vision EiE framework featuring strong interconnection with the Child Protection sector
    8. Implemented 10-month, blended learning training initiative for World Vision staff on cutting-edge Education in Emergencies (EiE) approaches and use of Minimum Standard of the INEE in humanitarian responses;
    9. Continued investment in EiE/child protection programs in Nepal, Iraq, South Sudan, Jordan, Lebanon, Northern Uganda, Syria, DRC, Afghanistan, Indonesia, India, and Mexico;
    10. Developed new adolescent education programming in Bangladesh as part of the Rohingya response.
    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Education Cannot Wait
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Buy-in
    • Funding amounts
    • Human resources/capacity
    B. How are these challenges impacting achievement of this transformation?

    1. Lack of priority given by donors to Education in Emergencies as a lifesaving intervention
    2. World Vision has reduced its Emergency Shelter capacity impacting its ability to continue to guide work on ‘Key Principles of community based Safe School Construction’
    3. Need to invest more internally into capacity building and in standard professionalization pathways for EiE

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    1. Education and Child Protection must be seen as life saving interventions, central to any humanitarian response, with funding available to support all children to access protection services, and quality education and training;
    2. Education in Emergencies (EiE) and Child Protection sectors need to develop more coordinated approaches to restoring safe spaces for children, which includes provision of services that specifically support the protection of children, as well as help create a safe and protective environment.

    Keywords

    Education, Protection

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

    Individual Commitments (10)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • As a member of the Cash Learning Partnership (CaLP) World Vision commits to work with states, humanitarian and development agencies and the private sector to build consensus, capacity, resources and commitment to scale up multipurpose humanitarian cash transfers in line with the calls to action laid out in the CaLP Agenda for Cash.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision commits to empowering people affected by crises and disasters to be the central drivers in building their own resilience, to being accountable to them, including through the adoption and promotion of the Core Humanitarian Standard and International Aid Transparency Initiative Standard, with clear benchmarks for achieving these.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision is committed to alignment with the Core Humanitarian Standard and will continually strive to improve the quality and accountability of emergency responses to disaster affected communities, donors and partners.
    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision is committed to empowering national and local actors and to this end will (1) engage with communities as first responders, not passive recipients; (2) invest in partnerships that focus on stabilizing and reinvigorating local economies after disasters to build value chains that can help strengthen resilience of communities and ensure an ethical of humanitarian interventions; (3) continue to be led by decentralised decision making of its national affiliates on how to respond to the emergency and the level of support that they required at the local level and to build south to south surge capacity for humanitarian crises; (4) work with the humanitarian and private sector to increase investment in capacity building interventions that strengthen civil society, local business and governments to meet the needs of the most vulnerable citizens, including children, and thereby to increase the potential for locally inclusive growth and resilience.
    • Capacity
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision programming will always work towards compliance with the IASC Guidelines on Mental Health and Psychosocial Support in Emergency Settings and promoting the integration of psychosocial support for girls, boys, men and women in humanitarian response.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will carry out a self assessment against the Core Humanitarian Standard (CHS) by the end of 2017. It will build staff capacity and develop regional plans to conduct CHS self-assessments and subsequent improvement plans.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will consult with children on their needs and wants on a regular basis and ensure consultation mechanisms maintain diversity of views, in pre-disaster, during and post disaster response settings. World Vision also strives to incorporate feedback from children into design and implementation, as well as redesign.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will invest in research to improve cash transfer programming and strengthen the complementarity and coherence of humanitarian cash transfers with child-sensitive national social protection systems.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will seek to deliver 50% of its humanitarian aid through a multi-sectoral and multi-purpose cash first approach by 2020, where context appropriate, such as in urban settings. This will leverage digital payment and identification systems and shared value partnerships with others, such as with Master Card, to track the delivery of assistance from donor to beneficiary.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will strengthen community health systems to build community resilience and response to health crises, particularly in the most vulnerable and forgotten contexts.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (1)

    • 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
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Building community resilience

    1. In line with its commitment to invest in building community resilience, in 2017 World Vision announced its commitment to invest USD 2 billion in Women’s, Children’s and Adolescents’ Health (MNCH) in humanitarian settings over a period of 2017 – 2030. In 2018 its total investment was USD 205.9 million, in addition to USD 130 million in 2017;
    2. Continued to strengthen community approaches focusing on child health workers, social accountability, health committees, positive deviance hearth, community management of malnutrition;
    3. Contributed to Emergency Medical Teams Technical Working group on Maternal and Child Health (MNCH) in emergencies and WHO Health Emergencies Programme/Preparedness and Core Capacity building: Community Based Surveillance;
    4. Carried out a meta assessment of health in fragile contexts programming across 20 field offices;
    5. Linked humanitarian Cash/Voucher Assistance (CVA) programmes to support/strengthen national social protection systems in Indonesia, Turkey and Lebanon for refugees and host communities;
    6. Scaled up efforts to link humanitarian CVA beneficiaries to World Vision's integrated, multi-sectoral development programming where context appropriate to strengthen community resilience;
    7. Engagement in the international coordination groups on Mental Health and Psychosocial Support (MHPSS), including WG, Clusters.

    Cash-based programming

    • As part of its commitments to deliver 50% of aid through cash, and to the Cash Learning Project (CaLP) Agenda for Cash:
      1. 10/2017 to 09/2018: World Vision provided USD 85.6 million in cash and USD 35.6 million in voucher transfers, totaling in USD 125.2 million. This equals 25% of World Vision’s global humanitarian aid portfolio;
      2. Reached 3 million crisis affected people in 29 countries, of which 1.4 million were children with Cash/Voucher Assistance (CVA);
      3. Developed ability to track spending on cash and voucher programming across its global humanitarian footprint and at country level, disaggregated by activity, donor, sex and age of recipients. Refinement continues through 2019;
      4. Enhanced CVA capacity by training 400+ staff, engaging in 29 national and regional Cash Working Groups, promoting strong inter-agency collaboration and coordination, including with CaLP;
      5. Contributed to key global/national collective CVA related efforts: Grand Bargain Cash Workstreams  “Cash Tracking and Reporting”, “Outcome Indicators on Multipurpose Cash Assistance”, “Humanitarian CVA & Social Protection”, complemented by Cash Task Force engagements in Food Security/Livelihoods and Health Clusters, engagements in CaLP’s Board and Technical working group;
      6. Presented in key advocacy/learning events- examples include ECOSOC HAS, UNHCR Annual Consultation on “Impact research and safety net referral pathways”.

    Adherence to quality and accountability standards (e.g. CHS, SPHERE)

    1. Reviewed and compiled summary Core Humanitarian Standard (CHS) Self-Assessments completed in 3 responses in 2017/2018 to inform World Vision’s decision making;
    2. Designed and conducted an organisation wide webinar to promote CHS and share findings and experiences from 3 responses that conducted CHS Self-Assessments;
    3. Supported integration of CHS into World Vision’s global Disaster Management Standards, which were reviewed in 2018;
    4. Initiated a CHS Self-Assessment in 1 response in 2018 to be completed in 2019;
    5. Started creating an internal toolkit to support CHS Self-Assessments;
    6. Integrated CHS commitments 4 and 5 into internal humanitarian accountability self-assessment and community feedback and satisfaction tools;
    7. Continued applying CHS in learning criteria and real time evaluations in responses;
    8. Conducted CHS awareness raising sessions in multiple global responses and capacity building events for regions and support functions;
    9. Consistently advocated for Sphere Minimum Standards across multiple sectors during humanitarian responses;
    10. Led Sphere revision process for technical chapter on Food Security & for Vulnerabilities;
    11. Led Sphere revision process for sections on Urban Settings and Civil–military coordination;
    12. Contributed to Sphere promotion, management and revision process as a member of the Sphere Board.

    Strengthening national/local leadership and systems

    1. Role of global Technical Director for Humanitarian Partnering hired;
    2. Developed World Vision's Humanitarian Partnering Road Map, tools, policies, procedures and objectives for building staff and organizational capacity on quality partnering;
    3. With Mastercard, private/public sector agencies launched Smart Communities Coalition (SCC) at WEF, Davos, promoting local solutions for protracted displacement crisis, through Internet connectivity, digital-payment capabilities, energy access, financial inclusion services for self-reliance and socio-economic interaction with host communities– piloting started in Kenya and Uganda: https://reliefweb.int/report/world/usaid-administrator-green-announces-launch-smart-communities-coalition-private-sector
    • Documented best practice. Examples include:
      1. In South Sudan, World Vision leads the Western Equatoria Civil Society Capacity Building Project. This is a 3-year initiative that will enhance capacity of Civil Society Organizations in Western Equatoria to engage in local advocacy and policy influence. World Vision will share time-tested expertise and experience to invest in the development of 10 of CSO partners in this project.
      2. In Lebanon 57.4% of the total budget is allocated to 19 local program partners. The remainder supports a dedicated team to build partner programmatic and organisational capacity in alignment with global standards.
      3. In Syria, 47% of funding allocated to the response is provided to local partners.
      4. In Turkey, allocated over 70% of funding to local partners to work with Syrian refugees.
      5. In the Asia-Pacific region working with 130 local partners in 15 countries on humanitarian programs.

    People-centered approaches (feedback mechanisms, community engagement, etc)

    • Two consultations with children:
      1. 03/2018: interviewed 1,254 conflict affected Syrian children inside Southern Syria, in refugee camps & host communities in Lebanon and Jordan. Children were experiencing stressors such as moving to new places, violence at home and school, not going to school, missing family members and friends. Children said they want peace, for families to reunite, to attend school and post-secondary education. World Vision shared children's views with decision makers globally & at 2018 Brussels II Syria Donor Conference: https://www.wvi.org/world-vision-european-union/publication/beyond-survival
      2. 09/2018: interviewed more than 100 children affected by humanitarian crisis in Kasai Region, DRC: 20% of children World Vision spoke to had been recruited into the militias; 23% lost a parent or sibling to violence, or saw them die from starvation or disease; most were displaced by conflict at least once; 40% were out of school. Children said they want conflict to end; to be protected from violence; end to hunger; to go back to school; to be welcomed back in their communities; to be listened to. World Vision shared children's views with decision makers globally & at 73rd UNGA in September 2018: https://www.wvi.org/it-takes-world/publication/will-you-hear-us
    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Grand Bargain
    • New Way of Working
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Human resources/capacity
    • Information management/tools
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    B. How are these challenges impacting achievement of this transformation?

    1. Opportunities to drive quality, impact and measurement of Cash/Voucher Assistance (CVA) enabled programmes that promote linkages across humanitarian/development nexus not yet leveraged to full potential across the sector and by donors
    2. CHS Self-Assessments during L3 emergencies can be challenging in terms of time, hidden costs and staff morale.

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    1. Simplification and consolidation of CHS indicators and streamlining of self-assessment process would increase time for field staff to extract learning and improve implementation while maintaining strong focus on humanitarian imperative.
    2. With children accounting for over half of affected population in most L3s, need to find new ways to become child focused. Measures and accountability for child protection mainstreaming across sector programmes must be institutionalized.
    3. Donors need to seize opportunities to link humanitarian cash and social protection to build resilience and address fragility.

    Keywords

    Cash, Community resilience, Local action, People-centred approach, Quality and accountability standards, Strengthening local systems

  • 4B
    Anticipate, do not wait, for crises

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • World Vision commits to drive cross-sector coordination, pre-positioning of partners, expertise, reach and resources promoting collaboration and co-creation of products and services with business for and with disaster-affected communities. World Vision is committed to partnering with the Connecting Business Initiative to ensure these voices are heard.


    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (1)

    • 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
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Disaster risk reduction and disaster risk management (including resilience)

    1. Continued to serve as Co-Secretariat of the Humanitarian Private Sector Partnership Platform (HPPP) with the Connecting Business Initiative (CBI).
    2. Facilitated election of new HPPP Steercom Chairperson, development of Governance adjustments and preparation of HPPP registration process as “Company Limited by Guarantee”.
    3. Participated in panel on “Role of Private Sector in Disaster Preparedness” at CBi Annual Meeting with Mastercard, Swiss Government and CBI network representatives.
    4. Hosted CBi workshop on “Collective Private Sector Action in Complex Emergencies” for HPPP private sector members, SDG Partnership Philanthropy Platform, ODI, UN & civil society, which led to development of Complex Emergencies’ Guidance Toolkit for private sector networks in fragile contexts.
    5. Provided review and input into development of Complex Emergencies’ Guidance Toolkit as member of the Expert Consultation Group.
    6. Preparation, briefings, presentations and reporting on HPPP/CBI meetings.
    7. Participation in CBi webinars on network governance; Human Rights in Complex Emergencies; Exchange with other CBi member networks on best practices
    8. Facilitated discussions with OCHA, CBI, CaLP on private sector sub-working groups for humanitarian cash transfer engagements.

    Preparedness

    1. Participated in the East Africa Humanitarian Partnership Conference and presented on private sector partnering;
    2. Provided feedback to Steering Committee for Humanitarian Response (SCHR) on humanitarian and private sector partnering;
    3. Gave input into ECHO’s Financial Service Provider Consultation for cash and voucher assistance on private sector collaboration in fragile and humanitarian contexts;
    4. Presented at ECHO’s Horizon 2020 private sector event for Innovation on: Mastercard /World Vision’s Last Mile Mobile Solution collaboration during El Nino response, M-PESA/World Vision collaboration to remunerate community facilitators of Global Fund project;
    5. Worked with Partnerships Brokers Association (PBA) on “Frontline Partnering in Fragile Context” course curriculum;
    6. Promotion of partnering engagements with SimPrint, Humaniq, FSPs at global and regional levels https://www.plusacumen.org/journal/nonprofit-to-social-enterprise-kathryn-taetzsch-leveraging-corporate-relationships;
    7. Won WFP Innovation Accelerator Award for a joint WFP/World Vision innovative, cost-effective and localized approach to solving food distribution in fragile contexts characterized by large refugee settlements using a Food ATM (Automated Teller Machine);
      • This automated food dispensary will ensure food commodities are locally procured, no longer need to be transported in bulk from another country, or need to be packaged and repackaged on-site. ATM will provide continuous, monitored, on-demand solution and enable refugees to make independent decisions on when/how much food to take from the ATM in a safe environment: https://reliefweb.int/report/world/food-atm-revolutionizing-providing-food-refugee.
    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • The Connecting Business Initiative
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Funding amounts
    • Human resources/capacity
    • Strengthening national/local systems
    B. How are these challenges impacting achievement of this transformation?

    Insufficient staff time and leveraging World Vision's vast network of local actors and systems, which was addressed by recruitment of a Technical Director position focusing exclusively on humanitarian partnering for Disaster Management in September 2018.

     

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    1. Finalisation of registration of HPPP as “Company Limited by Guarantee”, refining governance structure, updating HPPP/CBI’s 2018 Workplan.
    2. Continuing to enhance efforts to bring local business, and especially Small/Medium Enterprise representatives into the network & promoting tangible projects and advocacy engagements.

    Keywords

    Disaster Risk Reduction, Innovation, Preparedness, Private sector

  • 4C
    Deliver collective outcomes: transcend humanitarian-development divides

    Joint Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • World Vision commits to taking concrete steps to ensure that humanitarian action is based on high quality evidence. It will do this by investing in research and the collection, synthesis and analysis of data, by improving the quality and accessibility of this evidence, and by adopting better practices and systems to use and value evidence. It will commit to developing this more evidence-based humanitarian sector through collaborations that are multi-national, multi-organisational and multi-sectoral.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    Partners: DFID, IRC, Evidence Aid, ELRHA and others

    • Commit to taking concrete steps to ensure that humanitarian action is based on high quality evidence. We will do this by investing in research and the collection, synthesis and analysis of data, by improving the quality and accessibility of this evidence, and by adopting better practices and systems to use and value evidence. We commit to developing this more evidence-based humanitarian sector through collaborations that are multi-national, multi-organisational and multi-sectoral.


    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need

    Partners: Active Learning Network for Accountability and Performance (ALNAP), IMPACT Initiatives, Humanitarian and Conflict Response Institute (HCRI) - University of Manchester, Public Health in Humanitarian Crises Group - London School of Hygiene and Tropical Medicine (LSHTM), Centre for Education and Research in Humanitarian Action (CERAH), International Initiative for Impact Evaluation (3ie), Wiley, Centre for Development and Emergency Practice (CENDEP), School of Architecture, Oxford Brookes University, Cochrane, Queen’s University Belfast, REACH Initiatives, ELRHA, Georgetown University, The Assessment Capacities Project (ACAPS), Groupe URD, Center for Refugee and Disaster Response - Johns Hopkins Bloomberg School of Public Health

    Individual Commitments (12)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Having already committed $3 billion ($2 billion in cash and $1 billion in kind) to the global strategy for Women's, Children's and Adolescents' Health, World Vision is committed to spending 24% of this commitment (equivalent to $500 million) in health, nutrition, HIV & AIDS and WASH in humanitarian settings between 2016 and 2020.


    • Financial Contribution ()
    • Change People's Lives: From Delivering Aid to Ending Need
    • Where context appropriate, World Vision will work towards collective outcomes that have a positive impact on overall national indicators of advancement toward the 2030 Agenda (SDGs), based on complementarity and identified comparative advantage among actors, whether local, national or international, public or private.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision aims to reach 20% of children in need of humanitarian assistance when it responds to conflict and natural disasters by 2020.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision commits to drive cross-sector coordination, pre-positioning of partners, expertise, reach and resources promoting collaboration and co-creation of products and services with business for and with disaster-affected communities. World Vision is committed to partnering with the Connecting Business Initiative to ensure these voices are heard.


    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision commits to promote ethical principled humanitarian and business action based on facilitating better mutual understanding of roles and responsibilities, ensuring joint monitoring and evaluation, impact measurement of partnerships, continuous mutual capacity building and accountability.


    • Advocacy
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision commits to promote platforms that improve information sharing/management and networking - jointly identify needs, service and product gaps; pre-position partnerships, support mutual capacity building; address humanitarian and resilience building needs through innovation and shared-value creation and joint advocacy with local to multinational business; ensure that all stakeholders are integral participants in government-led disaster management from preparedness planning, to humanitarian response and recovery - promoting mutual capacity building in humanitarian principles/ DRR standards, creating joint investment resulting in self-reliance through profitability for business and communities.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision commits to the Urban Crisis Charter and as a Global Alliance partner will: (1) strengthen its institutional capacity for prevention, preparedness and response to urban humanitarian crises by ensuring a basic understanding of urban contexts for staff engaging in urban crisis response by 2020; (2) actively support the core functions of the Alliance by providing support through joint advocacy, sharing information and contributing to evidence building; (3) tailor humanitarian response to the urban context by developing shared assessment and profiling tools, promoting joint analysis, and adapting coordination mechanisms; (4) develop or work with existing global, regional and national rosters to facilitate the deployment of urban leaders, managers and technical experts; (5) build the evidence base on the specific characteristics of protracted displacement in urban areas, and contribute to the design of appropriate and cost-effective responses, with particular regard to protection of vulnerable people, shelter and basic services and infrastructure; (6) ensure initiatives focused on building urban resilience incorporate components on resilient response and recovery from crises, and leverage greatest impact in cities most at risk of humanitarian emergencies; (7) produce a guidance note, in partnership with International Rescue Committee and the Norwegian Refugee Council, on how to operationalise area-based approaches and which will cover cash, private sector and market analysis, economic protection, and housing, land and property rights.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision commits to working with partners to move towards market-linked forms of humanitarian assistance which strengthen local enterprises and their connection to regional and global opportunities in disaster management. World Vision is committed to promoting cross-sector partnership platforms supported by e-portals to enable systematic long-term private sector, UN, NGO and government partnerships in urban and other fragile protracted disaster contexts.
    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision is committed to the Global Alliance for Humanitarian Innovation (GAHI) as a key mechanism for prioritizing innovation and ensuring that it is an integral part of the new humanitarian business model. To this end World Vision will: (1) promote the development of lessons learned, best practices and evidence platform within the GAHI; (2) promote specific targets for expenditure on innovation and R&D as a global best practice amongst partner organizations; (3) promote programmes towards measurable outcomes; (4) champion innovations and approaches that can be replicated and scaled globally and promote the adoption of innovative products and processes; and (5) develop and lead practice groups for promoting specific innovations in response to humanitarian challenges and leverage existing networks and solutions for the purposes of supporting the priorities of the GAHI.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision will improve health outcomes through cross-sectoral action on food, nutrition, water, sanitation and hygiene.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision will increase its investment in humanitarian research and learning and collaboration with others, such as ELRHA, Evidence Aid, R2HC, ALNAP, to strengthen the evidence base in protracted crises, conflicts and disasters and to promote specific targets for expenditure on R&D as a global best practice.


    • Financial
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision will provide an essential package of health services to protect and promote the health and nutrition needs of the most vulnerable women, children and adolescents in humanitarian settings.


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

    Core Commitments (1)

    • 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
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    Joined-up humanitarian-development analysis and planning towards collective outcomes

    • 10/2017 to 09/2018: World Vision reached 15.9 million crisis affected people across its active responses, of which 8.7 million or 54% were children;
    • To bridge the humanitarian-development divide, World Vision is aligning its humanitarian, development, peacebuilding and advocacy efforts with the global humanitarian, development, peacebuilding nexus agenda. As part of this work:
      1. Began field testing a Fragile Contexts Programme Approach in 5 pilot countries (South Sudan, DRC, Mali, Honduras, and Burundi) to enable affected children, families and communities to survive, adapt to new circumstances and thrive as a result of World Vision’s support in these contexts;
      2. This approach prioritises collective outcomes across the nexus to address fragility, such as improving trust, safety, inclusion, peace and hope. 
      3. It defines practical approaches to realising these outcomes through consistent adaptation to change, regular use of context  analysis & monitoring, and frequent measurement of impact across the affected population’s perception of its ability to survive, adapt and thrive in changing circumstances.
      4. Implementing a learning agenda for the implementation of the Fragile Contexts Programming Approach to document what is working, what is not working, and iteratively adapt the model for future programming
      • See also 1C

    Financing Collective outcomes

    As part of its organizational strategy to finance collective outcomes, protect development gains and address fragility, World Vision:

    1. Made a commitment to direct 27 per cent of its global funding towards this effort 2020. In 2018 World Vision already exceeded this initial target and will continue to grow its commitment going forward through diverse funding; See also 5C
    2. In line with its commitment to invest in building community resilience, in 2017 World Vision announced its commitment to invest USD 2 billion in Women’s, Children’s and Adolescents’ Health (MNCH) in humanitarian settings over a period of 2017 – 2030. In 2018 it's total investment was USD 205.9 million, in addition to USD 130 million in 2017; See also 4A
    3. 10/2017 to 09/2018: World Vision provided USD 85,6 million in cash and USD 35.6 million in voucher transfers, totaling in USD 125.2 million. This equals 25% of World Vision’s global humanitarian aid portfolio. See also 4A

    Other

    • As part of its commitments to the Urban Crisis Charter and the Global Alliance for Urban Crisis (GUAC):
      1. Participated in GUAC Working Group on “urban resilience”, contributed to knowledge paper on “Building Urban Resilience in the Face of Crisis” as advisory committee member: https://urbancrises.org/wp-content/uploads/2019/02/4.-Building-Urban-Resilience-in-the-Face-of-Crisis.pdf
      2. As part of the organisation wide program approach to address fragility, integrated urban analysis and response to shift programming across humanitarian, development, peacebuilding nexus;
      3. Case studies planned in 2019 to strengthen contribution to evidence-based practice related to programming across the nexus in urban crises and local partnering in urban response.
    • Continued support to the ELRHA and building evidence in humanitarian action:Developed global evidence agenda for World Vision that includes evidence and research priorities for humanitarian and fragile contexts
      1. Continued collaborations with research partners (particularly academic institutions that engaged with WHS) to support development of research proposals (particularly to humanitarian focused research funding coming from DFID) for priority child-focused evidence building for humanitarian action: child protection, cash transfers, and fragility. Examples include:
    • Continued supporting the Alliance for Child Protection in Humanitarian Action’s learning and evidence taskforce on Child Protection and cash;
    • Continued supporting the Global Health Cluster’s learning and evidence taskforce on health and cash.

    Investing in disaster risk reduction

    • As part of its commitments to the Global Alliance for Humanitarian Innovation (GAHI):
    1. Nominated as member of the GAHI technical advisory group and steering group;
    2. At UN ECOSOC Humanitarian Affairs Segment (HAS) in 2018, World Vision and GAHI organised a side event, calling on UN Member States to continue to invest in education in emergencies, scale partnerships between private sector, governments and NGOs, and explore innovative financing options responding to the needs and solutions that have been identified by crisis-affected young people.
    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Global Alliance for Urban Crises
    • New Way of Working
    • The Global Alliance for Humanitarian Innovation
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Funding amounts
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • Other: There is a big disconnect between humanitarian funding for humanitarian programming and funding for research, which continues to hamper effective evidence building.
    B. How are these challenges impacting achievement of this transformation?

    1. Whole-organization capacity strengthening and better data collection required to improve quality of urban crises prevention and response.
    2. Better data collection systems required to improve quality of reporting on number of affected children reached in every response.

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    Donors should design research funding cycles differently so that they can better align with programming – for example, research funding processes typically require thorough implementation designs for studying humanitarian action that would be taking place 1 to 2 years in the future, which is almost impossible to do as it’s practically impossible to predict needs, humanitarian action, secure humanitarian funding more than a year in the future.

    Keywords

    Cash, Disaster Risk Reduction, Humanitarian-development nexus, Innovation, Urban

  • 5C
    Invest in stability

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision's privately funded global development portfolio is worth over US$ 1 billion per year. To help protect development gains and bridge the relief-development divide, it commits to allocate up to 20% of its development funding as a crisis modifier when its national affiliates decide this is required to act quickly to prepare and respond to humanitarian needs when disasters strike.
    • Financial
    • Invest in Humanity
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.
    1. World Vision has made a strategic decision to increase its commitment to bridging the humanitarian/development divide and is aligning its humanitarian, development, peacebuilding and advocacy efforts with the global humanitarian, development, peacebuilding nexus agenda. See more detail in 1C and 4C.
    2. As part of this decision, World Vision has also increased its funding commitment from 20% of its development funding as a crisis modifier, to 27% of all of its global funding being directed towards this effort by 2020. In 2018, World Vision already exceeded this initial target of 27% and will continue to grow its commitment going forward;
    3. Participated in the IASC Humanitarian Financing Task Team;
    4. Conducted, published and launched joint research with Humanitarian Outcomes on field perspectives on experiences with multiyear funding in Jordan, Mozambique, Somalia, South Sudan and Zimbabwe. Recommendations shared with IASC Humanitarian Financing Task Team. Full report here: https://www.wvi.org/world-vision-european-union/publication/multi-year-planning-and-funding
      • Recommendations include:

        1. Good Humanitarian Donors (GHD) that contribute humanitarian and development funding to fragile contexts should consider modifications to facilitate the predictability and flexibility necessary to better serve people in need. Humanitarian funds can benefit from being multi-year, and development funds should be more flexible to contextual change. These changes should include quick approvals for crisis modifiers and the introduction of transitional funds in contexts that do not fit the traditional humanitarian or development definitions (e.g. protracted refugee hosting).

        2. GHD donors should consider how to better coordinate their humanitarian and development funding instruments at the national and headquarters levels

        3. Multi-year funding facilitates greater staff and asset retention. Donors and implementers should consider how such retention could best benefit disaster-impacted communities.

        4. Donors need to reduce current reporting burden in multi-year grants and better align with ‘Less Paper More Aid’ initiative and Grand Bargain commitments to common reporting.

    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Grand Bargain
    • New Way of Working
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Data and analysis
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    • Strengthening national/local systems
    B. How are these challenges impacting achievement of this transformation?

    Currently, minimal funding is available to implementers that meet Grand Bargain goals and GHD best-practice guidelines. Government donors and multilateral organisations should design, build and invest in financial predictability at the systems level by providing grants that enable this.

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    1. Greater financial predictability and flexibility at system level by bilateral and multi-lateral donors that meet Grand Bargain (GB) and GHD definitions.
    2. GB signatories and GHD donors should invest in consortium approaches that can help progress objectives of multi-year program funding while progress is made to reach a critical mass for multi-year funding.
    3. Layered, sequenced and collaborative financing at country level must be more responsive to community needs, empower communities affected by humanitarian crises and front-line responders as decision makers.

     

    Keywords

    Humanitarian-development nexus

  • 5E
    Diversify the resource base and increase cost-efficiency

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision is a member of IATI and commits to improving its cost efficiency and transparency by expanding and improving the quality of its reporting data; building permanent capacity to do IATI reporting into its organizational systems; and increasing the frequency of reporting on IATI.
    • Financial
    • Invest in Humanity
    1. A. Highlight concrete actions taken between 1 January – 31 December 2018 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures as well as any good practices and examples of innovation.

    In 2018 World Vision:

    1. Became an International Aid Transparency Initiative (IATI) member and engaged in both the members assembly and Technical Advisory Group;
    2. Updated its IATI publication process, to ensure more regular reporting of grant funded programming across all the offices within the global World Vision partnership.;
    3. Started a consultation to include all privately funded programming in its IATI publishing, which is likely to begin in 2019;
    4. Provided feedback to Development Initiatives on the new dashboard to accurately reflect the progress in publishing by 'families' of NGOs such as World Vision.
    B. Please select if your report relates to any initiatives launched at World Humanitarian summit
    • Grand Bargain
    2. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Data and analysis
    • Information management/tools
    • Institutional/Internal constraints
    B. How are these challenges impacting achievement of this transformation?

    In 2018 Development Initiatives dashboard did not accurately reflect the progress in publishing by 'families' of NGOs such as World Vision. World Vision provided feedback on this and looks forward to working with the new dashboard in 2019.

    3. What steps or actions are needed to make collective progress to achieve this transformation?

    Future efficiency gains likely to come from ability to track how funding flows through the system from original donor to final implementer. When FTS can track this, it will enable assessment of most efficient routes for funding.

    Keywords

    Transparency / IATI

Attachments

  • WHS Commitments Attachments
    Transformation - 4A, 4C, 5A, 5D, 5E | Grand Bargain