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Individual Commitment

• What led your organization to make the commitment?

  World Vision deeply believes in the need to scale up engagement of faith actors in preventing, responding to, and resolving conflict. Faith actors have both capacity and the moral imperative to jointly pursue peace, yet have often been sidelined or instrumentalized, rather than truly partnered with. As a faith based NGO, World Vision has worked with faith communities and is determined to engage with faith actors and mutually develop partnership strategies to address root causes and drivers of conflict. The UN system is not as well versed in engaging those constituencies.

• Achievements at a glance

  1. Individually and in coalition with partners such as The Joint Learning Initiative (https://jliflc.com), World Vision has been strengthening the evidence base to support faith based engagement in humanitarian response, peace building, and reconciliation activities. A case study from Central African Republic has been developed and additional case studies are currently being considered.
  2. World Vision is partnering with other faith and secular actors to convene a forum in 2017 which will bring together a wide range of local & international FBOs/NGOs and secular actors. The forum will support the documenting of local interventions by faith actors to prevent, respond to, or prevent conflict-driven crises and will support further inter-faith partnerships
  3. Final draft of a new workshop manual for application of the Do No Harm principles among groups where violence or tension between Muslim and Christian groups is high.

• How is your organization assessing progress

  1. Strengthening and advancement of evidence base for faith-engagement in humanitarian response.
  2. Partnerships developed.
  3. Quantitative and qualitative evaluation of inter-faith peacebuilding efforts, use of appropriate tools.
  4. Number of youth peacebuilding networks supported, recognition of those groups' impact.

• Challenges faced in implementation

  - Scattering of initiatives and pushing back on narratives which still place the involvement of faith actors as a threat rather than an asset to building peace. Finding interested and committed secular actors to partner with faith actors and committing resources to drive initiatives forward.
  - Youth Peacebuilding: Perceptions of youth as either perpetrators of violence or helpless victims undermine the impact of those working toward social cohesion. Livelihoods programming can sometimes be counter-productive if not accompanied by a social cohesion focus.

• Next step to advance implementation in 2017

  1. Inter-faith: In the next reporting period, World Vision will publish a manual entitled "Do No Harm for Faith Groups: Muslim-Christian Edition". This manual can be used by skilled facilitators to convene representatives of these two faiths to co-discover the mandate for peace in their own faith traditions.
  2. Youth Peacebuilding: World Vision will host several national-level consultations to contribute to the global study on Youth, Peace, and Security called for by UN Security Council Resolution 2250.
  

• If you had one message for the annual report on what is most needed to advance the transformation 'Develop solutions with and for people', what would it be

  The role and importance of meaningfully engaging faith actors was not highlighted in the WHS report. This is a major gap and missed opportunity. Faith groups and young people are some of the most courageous, committed, innovative, and positive influences for social cohesion. They need allies and support.

• Cross cutting issues

  ☑People-centred approach ☑ Religious engagement

• Specific initiatives

  ☑Charter for Faith-based Humanitarian Action

Individual Commitment

Core Commitment

• What led your organization to make the commitment?

  Acts of violence result in severe costs for one billion children who are affected each year. As a child focused agency World Vision is investing in a five year global campaign to advocate for an end to violence against children, accountability for violations of children's rights and unequivocal respect of international humanitarian, human rights law, the UN CRC and the UN CAAC resolutions. This campaign is in line with the aim of the Agenda for Humanity and the Sustainable Development Goals (SDGs), their specific targets and indicators.

• Achievements at a glance

  1. As a member of the Global Partnership to End Violence Against Children (www.end-violence.org) World Vision has committed time of its senior leadership to co-chair the Global Partnership Executive Committee, which oversees policy, mobilising civil society, scaling up programming models, and generating resources towards ending violence against children
  2. World Vision’s President, Kevin Jenkins, launched the five year global campaign to end violence against children, internally, across 100 World Vision offices in November 2016. The commitment to the five year global campaign has been integrated into World Vision’s global strategy that outlines the direction of the organization to 2030
  3. World Vision Partnership has embraced the campaign and is starting to see offices everywhere build the campaign into strategic priorities and increasing investment and human resources allocated to deliver the campaign through a bottom up approach from field offices to global engagement
  

• How is your organization assessing progress

  1. 62 field based affiliates have confirmed participation in the campaign, 33 of which have conducted a design workshops for national campaigns
  2. Global external launch of the campaign reached over 2 million people through social media and news outlets
  3. Increase in child protection and education in emergencies programming in humanitarian contexts

• Challenges faced in implementation

  1. Lack of attention by decision makers to child protection in emergencies, including in the Agenda for Humanity
  2. Lack of funding for child protection in emergencies from main humanitarian donors
  3. Some improvement in attention to Education in Emergencies, but not enough
  4. Developing new advocacy & campaign models in fragile and conflict affected contexts that are linked to donors and multilateral organisations with strong national components, as well as the complexity of addressing humanitarian issues like access and measuring impact on ending violence against children in complex settings

• Next step to advance implementation in 2017

  1. Over 50% of all (field and global) affiliates confirm engagement in the campaign during FY17, including at least 7 in conflict affected contexts
  2. At least 20 field based affiliates launch their national campaigns during FY17
  3. Analysis of global investments of Oversea Development Assistance to prevent and respond to violence against children with partners including child-focused agencies Child Fund, Save the Children, SOS Children Villages, together with the Office of the Special Representative of the UN Secretary General on Violence against Children, UNICEF, the Global Partnership to End Violence against Children and the Government of Canada

• If you had one message for the annual report on what is most needed to advance the transformation 'Take concrete steps to improve compliance and accountability', what would it be

  1. Child Protection in emergencies must be recognised as a life-saving intervention by the humanitarian industry
  2. Mitigating violence against children in humanitarian crises must be a priority for all humanitarian actors, donors, governments and civil society
  3. Greater collaboration needed to move this up political agenda & generate funds

• Cross cutting issues

  ☑Accountability to affected people ☑ Social protection

• Other related Agenda for Humanity transformations

  ☑2A - Respect and protect civilians and civilian objects in the conduct of hostilities ☑ 2E - Uphold the rules: a global campaign to affirm the norms that safeguard humanity

Individual Commitment

• What led your organization to make the commitment?

  Our Every Woman Every Child and Nutrition 4 Growth commitments, our organizational strategic focus on these target groups.

• Achievements at a glance

  - Development of the emergency health and nutrition framework, with preparedness and response guidelines for 4 different emergency contexts
  - Engagement in the minimum services package task team for the Global Health Cluster
  - In the Kurdish Republic of Iraq (KRI), provision of mobile and static clinic to support the Department of Health in catering for the large number of internally displaced people, improving reproductive, maternal, newborn and child health (RMNCH) & providing Mental Health and Psychosocial Support (MHPSS).

• How is your organization assessing progress

  - Will assess from financial year 2018: staff competency alignment; programme alignment.
  - Annual reporting; synthesis of activities, with learning events.

• Challenges faced in implementation

  - Funding to develop staff competency.
  - Competition for resources with multiple sectors in response.
  - Prioritization of health and nutrition investment in non-health specific emergencies.

• Next step to advance implementation in 2017

  - Identification of deployable staff for competency development
  - Revision of World Vision internal disaster management standards to include health related triggers and response mechanism

• If you had one message for the annual report on what is most needed to advance the transformation 'Empower and protect women and girls', what would it be

  The humanitarian community must be prepared to respond to health and nutrition emergencies in multiple contexts, including rapid onset, slow, complex and epidemics. Emergency response needs to focus on and constructively engage people, community, and invest in local system capacity.

• Cross cutting issues

  ☑People-centred approach ☑ Private sector

• Other related Agenda for Humanity transformations

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

Individual Commitment

Core Commitment

• What led your organization to make the commitment?

  World Vision (WV) made 10 individual commitments to this core area of the Agenda for Humanity because it is committed to empowering national and local actors. World Vision engages with communities as first responders, not passive recipients and commits to being accountable to them, including through the adoption and promotion of the Core Humanitarian Standard, consultation and empowerment, as well as through more effective aid delivery, such as the use of multi-sectoral and multi-purpose cash first approaches. Below is a summary of WV's efforts for the reporting period. A detailed report is attached as a PDF.

• Achievements at a glance

  1) By September 2016, percentage of World Vision's (WV) food assistance programming delivered as cash increased to 27% with total 2.3 million beneficiaries reached
  2) WV supported establishment of and co-chairs with WHO global advisory group on cash and health
  3) WV and Columbia University established and now co-chair global taskforce on cash and child protection within the Global Alliance for Child Protection in Emergencies
  4) WV has supported the establishment and steering of the CaLP Research Advisory Group
  5) WV co-founded consortium with Mastercard and 5 other agencies to develop a digital ID standards
  6) WV China, Mongolia, Laos, Cambodia worked with other agencies to translate Core Humanitarian Standard (CHS) commitments into local languages to make the CHS accessible to staff and communities
  7) WV released a report from consultations with over 10,000 children in humanitarian settings conducted over the last 10 years (www.wvi.org/sites/default/files/World%20Vision%20Child%20Voices%20Report%20July%202016.pdf)

• How is your organization assessing progress

  1) Global collective agreement, validation, of CaLP research agenda to strengthen even further the evidence base to improve outcomes from cash based programming
  2) Hitting milestones on development and testing a humanitarian ID standard that aims to enable beneficiaries to have one ID to access multiple services
  3) Published learning and reports
  4) Child sensitive design mainstreamed in updated cash tools, policy and processes
  5) Updated World Vision reporting systems to track progress towards meeting the 50% by 2020 humanitarian cash target
  6) Meeting World Vision's CHS commitments/targets and working with 5 global regions on implementation

• Challenges faced in implementation

  1) Update of internal WV finance system to track cash implementation delayed by implementation of new global system for internal grant reporting.
  2) Approach WV takes to scaling multi-purpose cash dependent on clarity from DFID & ECHO on their single agency approach to multi-purpose cash.
  3) Getting agreement on digital ID standard and building consensus across diverse range of actors will be a challenging process.
  4) Absence of global level framework and system for monitoring standards and guidelines for consultation with children in humanitarian settings continues to be an issue.

• Next step to advance implementation in 2017

  1) Health & cash research group; Child Protection & Cash Taskforce establish a research agenda
  2) Inter-agency workshop to develop initial version of digital ID standard with UN, donors, NGOs, finance and tech sectors
  3) Disseminate WV research evaluating use of digital payments in the Philippines
  4) Continued engagement in inter-agency cash working groups
  5) Ongoing development/testing of new tools and standards for multi-purpose payments
  6) Alignment of WV's cash research agenda with CaLP Agenda for Cash
  7) Scale-up of multi-purpose cash-transfers through partnerships with the financial sector
  8) Working with 5 global regions on CHS implementation

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

  Focus on cash preparedness. Take a longer-term perspective to cash-transfers, where possible supporting the use of digital payments and financial inclusion, developing single agency and multi-agency models for delivering cash at scale.

• Cross cutting issues

  ☑Accountability to affected people ☑ Cash

• Specific initiatives

  ☑Commitment to Action: Transcending the humanitarian - development divide ☑ Grand Bargain

• Other related Agenda for Humanity transformations

  ☑4C - Deliver collective outcomes: transcend humanitarian-development divides ☑ 5E - Diversify the resource base and increase cost-efficiency

Joint Commitment

Individual Commitment

Core Commitment

• What led your organization to make the commitment?

  World Vision made 13 commitments to this core area of the Agenda for Humanity because it believes that the international community must invest in working 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. By meeting it's commitments World Vision hopes to strengthen it's own and collective efforts to contribute to ending need. Below is a summary of its efforts for the reporting period. A detailed report is attached as a PDF.

• Achievements at a glance

  1) For current reporting period WV allocated USD $31,344,974 to health, nutrition, HIV&WASH programming in fragile & humanitarian settings
  2) WV reached combined total of 22% of all crisis affected children (total # of affected children as identified in UN appeals) with humanitarian assistance across its active country responses for the current reporting period
  3) WV is supporting the ELRHA humanitarian research priorities initiative and sits on the steering committee
  4) WV contributed to case study "Delivering on the Promise" launched at UN (www.thepartneringinitiative.org/wp-content/uploads/2016/05/Delivering-on-the-promise-in-country-multi-stakeholder-platforms-for-Agenda-2030.pdf)
  5) WV co-created Humanitarian Private Sector Partnership Platform (HPPP) for East Africa and facilitated its integration into WHS-launched "Connecting Business Initiative" (CBI), serving in co-secretariat function, co-initiated & facilitated training & emergency simulation with private sector, UN and Kenyan Government for HPPP after its launch.
  6) WV is on Steering Group of Urban Crisis Alliance contributing to development of its strategy and governance

• How is your organization assessing progress

  1) Annual progress reports on WV's overall commitment to Every Woman Every Child, with information on spending in humanitarian settings
  2) Continued monitoring and evaluation of WV reach of affected children during humanitarian responses
  3) Outputs developed by the Urban Crisis Alliance, as well completion of research products developed within research consortium between WV, IRC and NRC
  4) Contribution to drafting UNICEF's "What Can Business do - Children in Emergencies" Guidance Note for businesses
  5) Linking CBI networks & stakeholders to WV focal points in Latin America, Asia&Pacific, East&Southern Africa, Middle East for strategic engagement

• Challenges faced in implementation

  1) Lack of child protection funding from institutional donors to expand and implement child focused programming at scale
  2) Implementing activities within World Vision to build capacity i.e. knowledge of urban contexts can be done but the challenges come with measuring outcomes & impact
  3) Additional staff capacity required for private sector engagement in WV
  4) Intra-organisational mobilization and buy in takes time and requires better documentation of best practices & coordination

• Next step to advance implementation in 2017

  1) Production of urban crisis lessons learned within WV, specifically focused on Kurdish Region of Iraq
  2) Ongoing contribution & participation in the Urban Crisis Alliance Steering Group
  3) Leading efforts to include focus on urban issues in SPHERE standards revision process
  4) Enhance humanitarian actors’ strategic and meaningful engagement with local business
  5) Ensure that local & national Government business-promotion mechanisms embrace importance of local business-humanitarian/disaster management nexus & engage with them; conduct further joint emergency response simulation exercises, joint quick-win projects
  6) Continue promoting and engaging with CBI internally & externally

• If you had one message for the annual report on what is most needed to advance the transformation 'Deliver collective outcomes: transcend humanitarian-development divides', what would it be

  Need to adapt existing tools, materials on humanitarian principles for business (esp. local business) in a way that is easily understood and practical, offering tangible opportunities to business to engage at field level

• Cross cutting issues

  ☑Humanitarian principles ☑ Private sector ☑ Urban

• Specific initiatives

  ☑Global Alliance for Urban Crises ☑ The Connecting Business Initiative

• Other related Agenda for Humanity transformations

  ☑4A - Reinforce, do not replace, national and local systems ☑ 5A - Invest in local capacities