Chapter Four - HAP International

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21. World Vision International valuable to World Vision. During 2008, World Vision has greatly valued the opportunity to work closely with HAP staff on technical issues in the field. In November 2008, World Vision’s Food Programming and Management Group (FPMG) and HAP held a joint lessons learned event on the application of complaints mechanisms in Honduras, Kenya, Sierra Leone, Sudan and Zimbabwe and developed a detailed lessons learned report. Work in Zimbabwe continued to develop useful learning which is being shared internally with in WV. In 2009 this will be shared more widely. An evaluation of the complaints mechanism from the Sri Lanka was completed. The Sri Lanka Tool kit was drafted but then revised to incorporate learning from the application of the tools in a variety of different contexts. Due to excessive travel of H-Account staff the finalisation of WV Sri Lanka tools into a single toolkit was delayed until early 2009. World Vision was one of seven agencies that facilitated field research for Transparency International during 2008. They are now finalising the guide on preventing corruption in aid programmes. 2. Accountability in humanitarian action (Principles 3,4,6 & 7) To clarify and define the relationship between WV humanitarian response and beneficiaries as a professional obligation: a. With more staff in 2009, more consistent attention to beneficiary accountability and report back in our WV internal and external reports Reporting into the Annual report of the Humanitarian Section of World Vision continued in 2008. Staffing cuts in the Global Accountability Team slowed progress on external reporting but, in 2009, the level of openness in reporting will increase. The Quality Assurance strategy was finalised for the Humanitarian Section, bringing together Accountability, The 2008 Humanitarian Accountability Report a. Work on humanitarian accountability becomes a normal expectation within World Vision for all large emergencies. b. The Quality Assurance Strategy is implemented in HEA. c. H-Account to provide field support to at least three emergencies. 123 148
THE 2008 HUMANITARIAN ACCOUNTABILITY REPORT 21. World Vision International b. Develop Quality Assurance strategy and approach that will have beneficiaries as a central theme and combine accountability, DME and learning. c. H-Account to provide field support to at least three emergencies d. Good Enough Guide trainings will start in French, Bahasa, Arabic and Spanish versions. Ensure that in all WV Partnership agreements MOU’s include HAP accountability principles Ensure that planned development of generic partnership templates and standards for partner responses include key accountability principles. 3. Monitoring and Evaluation (Principle 5) To create a regular feedback process with all the stakeholders in one sector on the issue of the sectoral standards, accountability to beneficiaries, and compliance to both: a. Achieve HAP Certification of World Vision’s Food Programming Management Group (FPMG) in 2009 b. Develop standardised products to support accountability across FPMG programmes (e.g. HAF) To strive and demonstrate better quality in our annual reporting to HAP 124 Design Monitoring and Evaluation, Learning and Capacity Building. In early 2009 this will be externally available. H-Account staff were deployed to Bangladesh, Myanmar and Zimbabwe and provided advisory support to emergencies in DRC and Somalia. Support was also provided in other non-emergency contexts. Training of staff on accountability continued at the funding, regional and field office levels. Global and regional staff conducted over 20 trainings supplemented by additional trainings in the field. In 2008, WV internally published a standards manual for emergencies and this included reference to major accountability standards and requirements such as the HAP Principles, Sphere and People In Aid. Through working closely with HAP staff at the field and senior levels, FPMG uncovered significant governance and branding challenges to achieving certification. These challenges led FPMG to focus on the development and dissemination of complaints mechanisms in 2008 rather than pursuing certification. World Vision will be revisiting this issue in 2009. A draft Humanitarian Accountability Framework was shared with WV’s internal Humanitarian Accountability Community of Practice and feedback was received. An updated version has been delayed until early 2009. During 2008 all major accountability documents and tools were shared with HAP staff either at the field or global levels. d. Accountability trainings take place regularly at Funding Office, Regional Office and Field levels. e. Develop Quality Assurance strategy in FPMG a. Continue learning about certification and how it could be applied to World Vision in the future. b. Develop standardised products to support accountability across Humanitarian and FPMG programmes (e.g. HAF, H-Account Tool kit etc) c. Include / Link CRM with (M&E) Post Distribution Monitoring systems to facilitate tracking and follow up a. Continue to share with HAP and the wider sector major WVI reports, plans and brochures on humanitarian accountability 149
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