Chapter Four - HAP International

The 2008 Humanitarian Accountability Report
21. World Vision International
a. Continue to share with HAP all WVI reports,
plans and brochures on humanitarian
accountability
b. Develop a better tracking system to measure
and record field progress on accountability
The development of a field accountability scorecard
was postponed in 2008, because it was decided that a
combined quality assurance scorecard would be easier
to implement and more effective in the longer term.
b. Improve tracking and monitoring of quality
assurance to better measure field progress
on accountability issues
4. Addressing Complaints (Principle 6)
We work toward a system to include in contracts
for international and national staff specific ways
to hear concerns, negotiate disagreements and
to address complaints
Communications plan developed to disseminate
whistleblower policy
H-Account mapped different complaints mechanisms
within the organisation to pave the way for greater
coherency, inter-operability and ease of
implementation at field level. This mapping included
community complaints mechanisms at field level, staff
grievance policy, child protection and corporate
whistleblower policies.
Global Accountability Team to finalise
mapping of WV’s complaints functions and
facilitate a process to bring greater coherence
to internal accountability infrastructure.
To make beneficiaries aware that WV has an
open door policy with respect to concerns from
their perspective
a. Community complaints software made
available for dissemination to other country
contexts.
b. FPMG’s help desk methodology strengthened
and materials developed to enable take up in
other countries.
Community complaints software continued to operate
in Sri Lanka and was modified and tested in Zimbabwe
and Sierra Leone. A generic version of the software
should be available in 2009.
Complaints mechanisms at field level were established
and strengthened in emergency and non-emergency
settings in an increasing number of field programmes.
Investigations into complaints received took place both
through field complaints mechanisms as well as the
whistleblower policy.
FPMG piloted complaints mechanisms in Kenya, South
Sudan, Sierra Leone and Zimbabwe. This experience
has been gathered together by a consultant to develop
a generic community complaints tool kit to disseminate
to all food aid projects by the end of 2010.
a. Finalise generic software application by
end of 2009.
b. All FPMG food distribution projects are
using a common community complaints
mechanism by 2010.
c. Complaints mechanisms continue to be
established in emergency and nonemergency
settings.
d. Develop and launch a CRM resource guide
in FPMG
e. Write / Publish a briefing paper to share
key processes and lessons from the
piloting of CRM in FPMG
Case Study Example: Good practice in humanitarian accountability and quality management – Summary version
FPMG has had a help desk community feedback mechanism for some time, but it only recently began to be truly accountable to beneficiaries and their
communities. A help desk is a group of five or community members that set up an information point beside food distributions in the field. They are trained
to handle common community queries and to provide information to any community member that requests it. More complicated or contentious queries are
handed up to World Vision staff who then follow up either on the spot or with an investigation as appropriate. In order to make this approach work
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