FY16: End of Year Report - World Vision International · FY16: End of Year Report World Vision Humanitarian and Emergency Affairs Photo: Nepal Earthquake 2016 World Vision International

FY16: End of Year Report

World Vision Humanitarian and Emergency Affairs

Photo: Nepal Earthquake 2016 World Vision International

Similar to what we have witnessed in previous years, the scale of humanitarian need in FY16 continued to grow to unprecedented levels. World Vision delivered wide-ranging programmes to 15.4 million people across 130 humanitarian responses in 63 different countries. In total, USD 401 million of humanitarian aid was provided across the globe.In the face of this mounting need, World Vision reaffirmed its core commitments to children in disasters at the World Humanitarian Summit (WHS), May 2016. These commitments are consistent with our global mission and vision for every child to experience life in all its fullness and our dedication to ensuring aid is delivered in the most effective, innovative and appropriate manner.

Among these core commitments is the aim to reach 20 per cent of vulnerable children when responding to conflict and natural disasters.

As part of our USD 3 billion commitment to the Global Strategy for Women’s, Children’s and Adolescents’ Health, World Vision will spend USD 500 million on health, nutrition and water, sanitation and hygiene (WASH) in relief and fragile settings by the year 2020.

Additionally, World Vision will continue to allocate up to 20 per cent of development funding to respond to emergencies and protect development gains. We are also committed to seeking to deliver 50 per cent of our humanitarian aid through a multi-sectoral and multi-purpose cash-first approach by 2020, where context appropriate.

Our continued work on the ground and commitment to protecting vulnerable children (as demonstrated by World Vision’s significant and bold commitments at the WHS), will help ensure World Vision is seen to be innovative, at the forefront of key humanitarian issues and vibrant and adaptable by our peers and partners.

I would like to take this opportunity to acknowledge the invaluable support of our partners, donors and staff. This support helps ensure that through our disaster management activities, we are able to continue assist children and their communities in some of the world’s most fragile contexts.

Dan Kelly

Partnership Leader, Humanitarian and Emergency Affairs

10.6 million beneficiaries 132 emergencies Simultaneously responded to six glob-al responses Launched four new country start ups Complex emergencies operang on lowest rao of PNS to total funding Increased footprint in conflict emer-gencies 33% growth in Implemenng Partner-ships with UNHCR Conducted 1st mul-agency rapid as-sessment lab in Bangladesh Increased measurement of CWB in responses and tracked reporng of CWB in DM (CWB reports).

G L O B A L D I S A S T E R

M A N A G E M E N T F Y 1 4 FA S T FA C T S

In FY 14, a year of unrelenng global disas-ters, World Vision achieved a ‘whole of partnership’ approach to child-focused disaster management enabling us to re-spond to the needs of more than 10 million people, connue to build resilience and community preparedness and increase our capacity to respond in conflict and urban sengs.

Please join me in thanking all of our part-ners, donors and staff who have contribut-

FY14 REGIONAL HIGHLIGHTS

Middle East & Eastern Europe ♦ World Vision became the largest hu-

manitarian cash based programmer in the Middle East

Lan & Central America ♦ Supporng unaccompanied children

across Mexico, Honduras, Guatemala and El Salvador

East Africa ♦ EAR region and NOs raised more than

US$61,000 for South Sudan response. ♦ parcipated in the World Humanitarian

Summit regional workshop presenng more than 3 relevant papers and facili-tated panel discussion on reducing vul-nerability and managing risk

♦ protecon advisor led the global inter-agency working group monthly meengs for unaccompanied and sepa-rated children and chaired the face-to-face meeng in Geneva

♦ funded and facilitated regional inter-agency child protecon working group training on psychosocial first aid and facilitated cross-boarder child response strategy for South Sudan refugees

♦ Early Warning/Early Acon (EW/EA)Buster tool has been connuously used to inform NO management on potenal disasters in their ADPs and respecve countries

♦ created a mul-disciplinary DM2020 integraon team responsible for the implementaon of quick wins in 2015.

Southern Africa ♦ WV co-sponsored a high level meeng

to launch the inter-agency Resilience Framework for Southern Africa

♦ WV now co-chairs the sub-working group of Regional Inter-Agency Coordi-

naon Support Office (RIACSO) ♦ EW/EA System won East & South Africa

World Humanitarian Summit Innovaon compeon

East Asia and South Asia-Pacific ♦ Maintained deployability of the Asia Pacific

Regional Disaster Management Team (RDMT) and regional surge capacity.

♦ Increased coordinaon with the Global Surge Capacity Network and the Global Technical Resource Network on deploy-ment mechanism and alignment with Glob-al Policy on Deployment

♦ All SAP NOs, with the excepon of some PTL countries, have NDMTs with a total number of 409 staff

♦ Increased emergency communicaons ca-pacity with one focal point per NO, buddy system and HEAT training of RDMT Commu-nicaons Officers

♦ Provided regional support to the assess-ment of logiscs and preposioning capaci-ty in Nepal and Philippines.

♦ Coordinated regional support in compleon of the Urban DRR Framework based on les-sons learned from Bangladesh, Indonesia and China as well as compleon of the DRR Toolkit mainstreaming project in Nepal.

♦ regional coordinaon and engagement in key DRR/DM/ Humanitarian external coali-ons, networks and events including the ASEAN APG, ASEAN Safe School Iniave, AMCDRR engagement, WHS Regional Con-sultaon

♦ Developed and shared learning resources in accountability to community including the documentaon and sharing of beer prac-ces and lessons on Humanitarian Account-ability from the Typhoon Haiyan Response as it has raised the bar for the region.

END OF FY14 HUMANITARIAN AND EMERGNECY AFFAIRS NEWSLETTER

DISASTER MANAGEMENT UPDATE

ed to our disaster management as we connue to pray for those affected by disasters.

Dan Kelly Partnership Leader Humanitarian and Emergency Affairs

World Vision Humanitarian and Emergency Affairs FY16 review

Photo: Northern Syria 2016, World Vision International

FY16 operational footprint

World Vision’s comprehensive engagement in the World Humanitarian Summit consultation process and main event saw several landmark commitments to improve the humanitarian system for children by World Vision and peer agencies.

• FY16 has been the second year of work of the Dutch Relief Alliance (DRA), an alliance of 14 Dutch and ECHO FPA-approved NGOs installed by the Dutch Ministry of Foreign Affairs. The DRA has supported 15 joint responses with World Vision across eight countries: Vanuatu, Nepal, South Sudan, Syria, Iraq, Ethiopia, Zimbabwe and CAR.1

• The 7th Asian Ministerial Conference on Disaster Risk Reduction was held in New Delhi in November 2016 and attended by a World Vision regional delegation of 12 members. A Children and Youth Action Statement was presented following consultation with 1,722 children and youth in Indonesia, Bangladesh, China, Nepal, Fiji and Philippines that called on governments and stakeholders to recognise children and youth’s roles in disaster risk reduction.

• World Vision India hosted a Safe Schools exhibition at the Asian Ministerial Conference with opportunities for World Vision National Offices and other Indian-based organisations to display their impact and learning of implementing Safe Schools programmes

• World Vision and World Food Programme co-hosted a side event on progressing the scale up of cash transfer programmes across humanitarian programmes at ECO-SOC HAS, New York.

• More than 40 country responses received remote support, including technical advice, proposal support, capacity building and mentoring. It also participated in global clusters on health, nutrition, education, WASH, shelter and more.

• World Vision participated in the UN Strategic Transformative Agenda Implementation Team mission to Iraq and presented papers at the American Evaluation Association, including a paper on Em-DAP – a validated tool to measure child well-being in emergencies.

1. DRA manages the selection and allocation of funding to disaster responses and uses a unique peer-to-peer review system to identify the best-positioned NGOs who are then eligible to a larger allocation of the available budget. This model has attracted attention from other government donors, including the Ministry of Foreign Affairs of Denmark and been introduced to ECHO as a potential channel for consortium funding.

Key successes from FY16

$401m in humanitarian aid

15.4 million people assisted

130 responses in 63 countries

Note: The World Vision International Financial Year is from 1 October to 30 September.


Financial summaryFY16 Humanitarian relief ministry spending (USD millions) – Total USD 401 million

East Africa 47%

Latin America & Caribbean 1%

East Asia 2%

FY16 Share of humanitarian spending by region Total – USD 401 million

Southern Africa 17%

Middle East and Eastern Europe 18%

West Africa 6%

South Asia 9%

Multi-lateral grants 43%

Private fundraising 18%

Bi-lateral grants 39%

FY16 Share of humanitarian funding sources Share Humanitarian Spending USD 401 million

Cash 235m

Food 134m

Gifts in kind 32m


0

30

60

90

120

150

627FY08 644FY09 729FY10 550FY11 623FY12 548FY13 497FY14 635FY15 511FY16 401

0m

200m

400m

600m

800m

FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16


627m 644mm 729m 550m 623m 548m 497m 635m 511m 401m

83 77 83 78 77 87 80 132 137 130

0

30

60

90

120

150

627FY08 644FY09 729FY10 550FY11 623FY12 548FY13 497FY14 635FY15 511FY16 401

0m

200m

400m

600m

800m



627m 644mm 729m 550m 623m 548m 497m 635m 511m 401m

83 77 83 78 77 87 80 132 137 130

Humanitarian relief spending for the past decade (USD millions)

World Vision continues to focus on adopting and evolving itself in the face of the many and fast-changing humanitarian challenges and contexts. By proactively preparing and positioning itself to be agile and adaptive, World Vision will continue to fulfil its mission to the world’s most vulnerable children.

• Expand our global operational footprint in conflict and fragile contexts

• Target our programming, policy and resources agenda to end violence against children

• Continue to increase our local, regional and global technical capacities in humanitarian protection, child protection in emergencies, educations in emergencies, water, sanitation and hygiene, health, nutrition and livelihoods so that the humanitarian needs of children are met

• Scale up our humanitarian cash programming through leveraging private partnerships and the latest technologies

• Inform and lead the global humanitarian dialogue around the role and relevance of faith actors in the humanitarian action.

FY17 priorities/focus areas

HEA responses during the past decade

Financial summary continued


More information:For more information regarding the impact of World Vision’s humanitarian operations, please view the following documents and reports:

• Giving children a voice following major events and disasters July 2016

http://www.wvi.org/disaster-management/publication/giving-children-voice-following-major-events-and-disasters

• Cash-based programming to address hunger in conflict affected South Sudan May 2016

http://www.wvi.org/disaster-management/publication/cash-based-programming-address-hunger-conflict-affected-south-sudan-case-study

• Let Us Learn: A case study of delivering adaptive education and protection in emergency programmes in the Kurdistan Region of Iraq April 2016

http://www.wvi.org/disaster-management/publication/let-us-learn-case-study-delivering-adaptive-education-and-protection-emergency

• Social cohesion between Syrian refugees and urban host communities in Lebanon and Jordan

http://www.wvi.org/disaster-management/publication/social-cohesion-between-syrian-refugees-and-urban-host-communities

• Inter-agency research into Child Friendly Spaces – ongoing http://www.wvi.org/disaster-management/humanitarian-

research-child-friendly-spaces

World Vision’s World Humanitarian Summit commitmentsAt the World Humanitarian Summit in May 2016, World Vision made 21 commitments which are now being implemented and monitored. Among these commitments is the aim to reach 20 per cent of all affected children when World Vision responds to conflict and natural disasters. This will be achieved in a number of ways, including prioritising child protection and education in emergencies and investing in strengthening protection systems.

In continuing to work towards avoiding preventable deaths and enabling every woman, child and adolescent the opportunity to survive and thrive, World Vision has committed to spend USD 500 million on health, nutrition, HIV and AIDS and WASH in humanitarian settings by 2020. This funding is part of the USD 3 billion committed by World Vision to the Global Strategy for Women’s, Children’s and Adolescents’ Health.

Furthermore, to help protect development gains and bridge the relief-development divide, World Vision will commit to allocating up to 20 per cent of its development funding as a crisis modifier (where national affiliates decide this is needed) to prepare and respond to humanitarian needs when disasters strike.2

World Vision will also seek to deliver 50 per cent 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 Mastercard Corp, to track the delivery of assistance from donor to beneficiary.

Other commitments include the areas of child protection and education, peacebuilding, accountability and the scaling up of humanitarian and private sector engagement.

To see the list of World Vision’s full World Humanitarian Commitments visit http://wvi.org/disaster-management/our-commitments

2. Crisis modifiers allow a quick injection of emergency funds to response to early warning and protect existing development gains in our programs. These funds allow us to respond rapidly to address humanitarian needs and reduce livelihood losses.

06

Further information [email protected] | wvi.org/disaster-management | @wv_humanitarian


Documents

FY16: End of Year Report - World Vision International · FY16: End of Year Report World Vision Humanitarian and Emergency Affairs Photo: Nepal Earthquake 2016 World Vision International