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Self Report 2017

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.

1B
Act early

Individual Commitment

Core Commitment

  • What led your organization to make the commitment?

    World Vision has pioneered the use of conflict analysis tools such as Making Sense of Turbulent Contexts (participate-mstc.net) and the Good Enough Context Analysis for Rapid Response (GECARR) (wvi.org/peacebuilding-and-conflict-sensitivity/publication/good-enough-context-analysis-rapid-response). World Vision strives to ensure and promote multi-stakeholder, inter-agency analyses to yield better data and higher accountability for implementation.

  • Achievements at a glance

    World Vision pioneered a 'blended learning' training approach for operational humanitarian staff working on the Syria Crisis Response. Between May and July 2016, 20 trainees conducted 12 weeks of online coursework at their own pace before coming together for a final face-to-face training.

    During the reporting period, World Vision carried out 5 inter-agency conflict analysis exercises: South Sudan (September 2016), Mali (October 2016), 2 in Afghanistan (August, November, 2016) with dozens of local and INGO partners. World Vision also held a workshop in Washington DC in June 2016 to share the results of a meta-trend analysis of its Do No Harm field assessments carried out by CDA Collaborative Learning Projects.

  • How is your organization assessing progress

    - Internal databases track every conflict analysis undertaken, including key statistics such as the number of inter-agency participants. Steady progress is being made in increasing the inter-agency nature of these workshops. The organisation tracks the download and participation metrics of its tools and training courses and will be reporting these metrics at the next reporting period.
    - In addition to tracking eLearning course completions, World Vision is providing mentoring to those who completed the training, and remote oversight of the field assessments they complete using the training.

  • Challenges faced in implementation

    - Partner organisations not accustomed to working together find it difficult to begin their first engagement doing something as complex as conflict analysis with a tool they have not worked with, unsure of the results. Other organisations (especially the UN system) have bureaucratic procedures that make it difficult to participate and host inter-agency conflict analysis exercises.
    - Training and capacity building for operational humanitarian staff is always threatened by the chance of deployment elsewhere, or disruption by security incidents.

  • Next step to advance implementation in 2017

    - World Vision has several inter-agency conflict analysis exercises planned, communication materials and brochures will be posted online, and continues to present and share its conflict analysis tools with UN agencies, bilateral donors, and other NGOs (e.g. presentation at February 2017 Humanitarian Partnerships and Networks Week). - Translation of eLearning materials into more languages (especially Arabic), and a campaign to make more agencies aware of the Do No Harm training materials.
    - Forthcoming World Vision paper on data ethics, presentation (April 2017) on need for conflict analysis platforms to PeaceExchange.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Act early', what would it be

    Carry out inter-agency, multi-stakeholder conflict analyses in protracted crises in partnership with other on-the-ground actors. Do not underestimate the importance of training. Consider blended learning (asynchronous online courses combined with face-to-face intensives) as a successful capacity-building strategy for busy humanitarians.

  • Cross cutting issues

    Innovation People-centred approach

  • Specific initiatives

    The Peace Promise

  • Other related Agenda for Humanity transformations

    1C - Remain engaged and invest in stability

1C
Remain engaged and invest in stability

Joint Commitment

Individual Commitment

Core Commitment

  • What led your organization to make the commitment?

    - Silos between humanitarian and development actors have prevented innovation to adapt to challenges posed by protracted crises. As a multi-mandated INGO with substantial experience in humanitarian and development sectors, World Vision is well-placed to realise more effective synergies between these disciplines.
    - Although the "Do No Harm" principles are committed to at the highest levels in the organisation, the core of staff trained in conflict-sensitivity has gradually eroded and needs to be restored. Many of the training materials and approaches used for conflict-sensitivity were not well-adapted to the constraints of fragile contexts and protracted crises.

  • Achievements at a glance

    - World Vision convened internal experts from the peace, humanitarian, and development domains in September 2016 to draft a new cross-disciplinary programming framework. Senior executives endorsed this approach. In addition, the World Vision International Board committed to double the percentage of our investment in fragile contexts and protracted crises between 2016 and 2030.
    - World Vision pioneered a 'blended learning' training approach for operational humanitarian staff working on the Syria Crisis Response. Between May and July 2016, 20 trainees conducted 12 weeks of online coursework at their own pace before coming together for a final face-to-face training.

  • How is your organization assessing progress

    - The new strategy has short-term deliverables which will be tracked by mid-2017, and the medium and long-term goals of the World Vision International strategy (Our Promise 2030) will be reported annually and cross-referenced to the Sustainable Development Goals framework.
    - In addition to tracking eLearning course completions for conflict analysis experts, World Vision is providing mentoring to those who completed the training, and remote oversight of the field assessments they complete using the training.

  • Challenges faced in implementation

    - Internal systems. Many organisational systems and processes were designed for development contexts, and many of these systems conspire against moving with the speed, flexibility, and agility necessary in fragile contexts.
    - Donor priorities. The organisation's public and private donors still compartmentalize humanitarian and development sectors as if they were separate endeavors.
    - For conflict analysis experts: Training and capacity building for operational humanitarian staff is always threatened by the chance of deployment elsewhere, or disruption by security incidents.

  • Next step to advance implementation in 2017

    1. Set up of new cross-functional team in the organisation to enable combining of disciplines.
    2. Create new private revenue streams that are dedicated to the challenge of fragile contexts and protracted crises.
    3. Capacity 'surge' to equip staff and systems to adapt to the expanded focus on fragile contexts.
    4. Translation of eLearning materials into more languages (especially Arabic), and a campaign to make more agencies aware of the Do No Harm training materials.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Remain engaged and invest in stability', what would it be

    Humanitarian and development funding arms of the major aid donors need to act less independently of one another, and leverage the humanitarian and development skills of NGOs working in fragile contexts. Multi-year funding in fragile contexts is needed to have meaningful impact and ensure consistency of effort.

  • Cross cutting issues

    Innovation Social protection

  • Specific initiatives

    The Peace Promise

  • Other related Agenda for Humanity transformations

    1B - Act early

1D
Develop solutions with and for people

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

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

Individual Commitment

Core Commitment

  • Achievements at a glance

    1) World Vision conducts Real Time Evaluations of its humanitarian response to improve its operations and impact. During the current reporting period WV conducted:
    - Real Time Evaluation of the Zika Virus responce in Brazil
    - Meta analysis of evaluation reports from South Sudan for 2014–2016
    - Real Time Evaluation of its multi-country Syria Crisis Response
    2) WV launched an internal disaster management knowledge portal, accessible to all staff. This portal serves as a 'one stop shop' to access all policies, standards, guidelines and frameworks relevant to humanitarian work and allows field staff to have an easy way to access the commitments and operational guidance that should guide their work.

  • How is your organization assessing progress

    1) Number of Real Time Evaluations conducted and action plans implemented by humanitarian response offices based on evaluation recommendations
    2) Prevalence of use and perception surveys of usefulness of internal learning tools

  • Next step to advance implementation in 2017

    1) Real Time Evaluation of World Vision Uganda's Response to the South Sudan Refugee Crisis
    2) Real Time Evaluation of World Vision South Sudan learning process
    3) Multi-country report on learning in conflict situations

  • Cross cutting issues

    Accountability to affected people Humanitarian principles

  • Other related Agenda for Humanity transformations

    4A - Reinforce, do not replace, national and local systems 4C - Deliver collective outcomes: transcend humanitarian-development divides

2D
Take concrete steps to improve compliance and accountability

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

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

Core Commitment

  • Achievements at a glance

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

  • Next step to advance implementation in 2017

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

  • Other related Agenda for Humanity transformations

    2D - Take concrete steps to improve compliance and accountability

3D
Empower and protect women and girls

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

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

Individual Commitment

  • What led your organization to make the commitment?

    Elevating child protection in the global World Vision strategy for 2030 and corresponding commitment to scaling up programming in fragile contexts. Education for all is core to World Vision's strategy with the desire for every child (irrespective of race, religion or economic or social status or physical or mental abilities) to reach their full potential and gain skills and abilities they need for a productive and fulfilling life. This is especially true for children in fragile and disaster contexts.

  • Achievements at a glance

    - Child protection and education included in humanitarian responses from June 2016 in South Sudan, Northern Uganda, Northern Syria, Lake Chad, Mozambique and Iraq. Piloting Early Childhood Development & Psychosocial Support model in Lebanon.
    - World Vision coordinated inter-agency Child Protection Rapid Assessment in Southern Africa.
    - Draft of Child Protection M&E framework, completed for testing.
    - Research and improved base lines in implementation of education programs in fragile contexts including Lebanon, S. Sudan.
    - Atlas fellow in S. Sudan to help build capacity for EiE in organization and Ministry of Education.
    - Nepal Response is constructing schools implementing school reconstruction through UNOPS partnership. Participating in global technical working group to develop Construction Benchmarking Standards.

  • How is your organization assessing progress

    - Global Protection and Education teams providing regular field support
    - Remote support to South Sudan for baseline work on literacy boost, with M&E follow up

  • Challenges faced in implementation

    - Lack of priority by donors to see Education in Emergencies as a lifesaving intervention.
    - Insufficient support mechanism for institutionalising transitional planning (relief-recovery-development).
    - Absence for global level framework and system for monitoring of investment and results, meaningful implementation of Child Protection Minimum Standards in Humanitarian Action and INEE standards across response offices, political constraints on implementation of education programs in some contexts, field capacity, limited allocation and tracking of Child Protection in Emergencies funding.
    - Site selection, that is safe for construction of Safe Schools, delays in decision making for approved designs

  • Next step to advance implementation in 2017

    - Revision of World Vision project models to include adaptions for fragile/conflict related programs, to enable field offices to better understand how to program in these contexts.
    - Formal review and expansion of internal Child Protection and Education guidance to better suit fragile contexts
    - Hosting inter-agency training of trainers on Child Protection in Emergencies including key response office staff, as well as internal ones in Southern Africa
    - Developing an internal action plan for ending violence against children on the move
    - Ongoing technical support to response offices

  • If you had one message for the annual report on what is most needed to advance the transformation 'Eliminate gaps in education for children, adolescents and young people', what would it be

    Education should be central to any response and funding available to support all children to access quality education and training to prepare to rebuild their nations. Greater emphasis placed on the importance and live-saving nature of child protection in humanitarian settings and specific objectives.

  • Cross cutting issues

    People-centred approach Social protection

  • Specific initiatives

    Education Cannot Wait

  • Other related Agenda for Humanity transformations

    2A - Respect and protect civilians and civilian objects in the conduct of hostilities

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

4B
Anticipate, do not wait, for crises

Individual Commitment

Core Commitment

  • What led your organization to make the commitment?

    A more strategic and pragmatic private sector engagement; multi-stakeholder coordination in disaster contexts based on World Vision's prior initiative of "Beyond Gifts-in Kind; Business 4 Disaster Management" that contributed to the establishment of Humanitarian Private Sector Partnership Platform (HPPP), launched in March 2016 with 160 representatives from 6 UN agencies, Government, (I)NGOs, communities; local and multinational business & academia.

  • Achievements at a glance

    - World Vision co-initiated, facilitated cross-sector partnering trainings & emergency simulation with private sector, UN and Government for HPPP at the UN in Nairobi;
    - World Vision facilitated key parties being informed/brought on board to support HPPP - ECHO; USAID; Australian Philanthropist.

  • How is your organization assessing progress

    World Vision linked the Connecting Business Initiative networks & stakeholders to different World Vision focal points and Country/ Regional colleagues in Mexico, Philippines, Myanmar, SAPO; East &Southern Africa; Jordan; Turkey for strategic engagement.

  • Challenges faced in implementation

    Promotion of HPPP with adequate communications' material; social media was unsatisfactory as resources insufficient (people, time)

  • Next step to advance implementation in 2017

    - Further promoting Connecting Business Initiative internally & externally through newsletters, direct contact referrals after Connecting Business Initiative Annual Meeting
    - More engagement in Connecting Business Initiative Program Support Team of which World Vision is a member

  • If you had one message for the annual report on what is most needed to advance the transformation 'Anticipate, do not wait, for crises', what would it be

    There needs to be better joint marketing and tangible opportunities offered to business to engage at field level.

  • Cross cutting issues

    Cash Private sector

  • Specific initiatives

    The Connecting Business Initiative

  • Other related Agenda for Humanity transformations

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

4C
Deliver collective outcomes: transcend humanitarian-development divides

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

5C
Invest in stability

Individual Commitment

  • What led your organization to make the commitment?

    World Vision believes that humanitarian operations should benefit from a long term history and commitment to the contexts where disasters are taking place.  In many national contexts, World Vision has invested over 20 years in development and been present for 30-40 years.  World Vision has commitments to remain for 15 years+ in national contexts. Leveraging this to do better humanitarian work is a logical way to protect development gains, support communities in their times of greatest need, and reach the most vulnerable.

  • Achievements at a glance

    - The principle of a development crisis modifier for funding has been written into policy and local leadership have the decision making rights to activate this at their discretion once specific crisis criteria are met and an emergency is declared.
    - During the period Oct 2015 to Sept 2016 World Vision ran an El Nino drought response across East and Southern Africa.  This was alongside other longer term programming and had a budget of $ 211 million for the above period.  Of this $16.6 million was redirected from long term development funding.  Figures for Oct - Dec 2016 are still being compiled. 

  • How is your organization assessing progress

    Where possible measure development funds allocated to specific large scale responses

  • Challenges faced in implementation

    World Vision lacks the systems to easily aggregate private funds by source, so it can be difficult to compile an accurate figure for the 20% development fund redirect. 

  • Next step to advance implementation in 2017

    - Improving monitoring of use of the 20% crisis modifier in our finance systems.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Invest in stability', what would it be

    Crisis modifers in long term development programmes should be the norm - for grants as well.  Grants in fragile states should also have crisis modifiers as standard and this should be a key consideration in the development of multi year funding approaches.

  • Cross cutting issues

    Disaster Risk Reduction Innovation

  • Specific initiatives

    Grand Bargain

  • Other related Agenda for Humanity transformations

    1C - Remain engaged and invest in stability 4C - Deliver collective outcomes: transcend humanitarian-development divides

5E
Diversify the resource base and increase cost-efficiency

Individual Commitment

  • What led your organization to make the commitment?

    World Vision is committed to reporting on all funding in line with donor expectations and  in a manner that meets best practice at reasonable cost.  As a former board member of IATI World Vision is committed to the success of the standard and its integration within OCHA-managed FTS.

  • Achievements at a glance

    - During the reporting period World Vision engaged with the transparency stream of the Grand Bargain and provided a NGO perspective to the work stream lead on design of the consultancy for Development Initiatives to help bring IATI and FTS together. 
    - In June 2016 World Vision presented to the ICVA member states briefing on transparency to outline the importance of the topic.
    - World Vision nearly doubled its reporting on FTS to $180 million and engaged with OCHA on transparency issues around FTS. 
    - Before the WHS World Vision's IATI reporting and FTS reporting were done by different divisions. To meet our commitments, World Vision brought these together into one working group, though still providing IATI and FTS with different data sets. 

  • How is your organization assessing progress

    As a Grand Bargain signatory World Vision has combined its work on transparency with the Grand Bargain reporting process and has reported in Feb 2017 to the Grand Bargain process. 

  • Challenges faced in implementation

    Waiting for completion of the merging of IATI and FTS systems or at least clarity on how to bring them together.

  • Next step to advance implementation in 2017

    - As the Grand Bargain transparency process takes place World Vision will engage with this as a leading NGO on the working group, including feedback to Development Initiatives on the deliverables of the FTS/IATI consultancy. 
    - Exploring with OCHA how to pilot the new version of FTS

  • If you had one message for the annual report on what is most needed to advance the transformation 'Diversify the resource base and increase cost-efficiency', what would it be

    Reporting on transparency requirements costs organisations time and money.  Any and all transparency requirement should avoid overlaps/ duplication and all donors should be prepared to pay for the admin costs of transparency.

  • Cross cutting issues

    Accountability to affected people

  • Specific initiatives

    Grand Bargain

Attachments

  • WHS Commitments Attachments
    Transformation - 4A, 4B, 4C, 5A, 5E | Accountability to affected people, Cash, Disaster Risk Reduction, People-centred approach
  • WHS Commitments Attachments
    Transformation - 4A, 4C | People-centred approach, Private sector, Urban | The Connecting Business Initiative, The Global Alliance for Humanitarian Innovation