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um what i'm gonna try and do whispering the
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experience of an organisation than an agency
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who's been trying um to scale up cash progressing in a very ambitious way so
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one year ago the president of world vision committed the organisation to look green fifty percent of
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its humanitarian assistance through a multi sectoral and multipurpose cash first approach by twenty twenty
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so if you think this is a formidable task you are absolutely right
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because this commitment does not only represented rose in volume it is also
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an increase in frequency unpredictability of consideration of cash as a tool
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and it also calls for the organisation to implement multipurpose cash that is the type of
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programming that is new for us and that the whole humanitarian sector is struggling
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um and if that wasn't daunting enough uh the change needs to happen like
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right now because we committed to doing obviously the your twenty twenty
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but contrary to popular belief this commitment is not
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being perceived inward vision as a negative challenge
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or an issue that we have to solve through complex and expensive plans
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this committee is uh this commitment is being embraced us an opportunity to re define who
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we are as an organisation and who we want to be in the future
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a number of factors have influenced the way we have approached this formidable
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task the baseline that we're starting from is an important factor
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under the expert leadership of my colleague ted bundy and from
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two thousand and twelve to two thousand sixteen the
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percentage of work visions foot assistant programming delivered us cash
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increase from thirteen percent to twenty seven percent
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so it's not a bad baseline to start from and also
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the percentage of non food related catch programming also increase
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so for example more than fifty percent of where visions responds to the
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and two thousand sixteen earthquake in apple was delivered for cash
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so while the debaters commitment we made is a tall order it is within a reach
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another important factor that has influence how we approach um kind of the
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realisation of this formidable commitment is the internal culture of the organisation
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in world vision individuals matter and i'm not only talking about beneficiaries and talking about ah
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you're a identity as an individual in where vision is important
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to be able to carry your day to day work
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to you who you are and your personal relationships with other people in your organisation matter
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so when we're operations also capitalise key to move projects
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forward because we don't only operating teens so we
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have the humanitarian team that about meeting the old team we also operate within the organisation through networks
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so from the perspective of cans programming this is an incredible string
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because it has allowed us to embrace the cross cutting nature of cash
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to rally a diverse group of people to think about what
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this commitment means for the organisation as a whole
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not only for us from around silencing our teams but what does
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it mean for the networks that we working for the organisation
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this multi disciplinary approach has made us rely is that increasing the use of
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caps is an invaluable opportunity to redefine your identity and transformer business model
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so that we can be better prepared to serve children not only now but also in the future
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so you might be wondering how are we actually managing
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to do that well we're proposing to major strategic
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shifts the first shift is moving from talking about transcriber i mean to talking about financial system
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because land which is an incredibly powerful tool for change
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because language defines our identity internally and externally
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we realised inward vision that that term used to describe how we use cash as a tool to achieve
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human turn development happens will determine their ability to work
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across the organisation how we call things matter
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it will also influence our ability to partner externally what other
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stakeholders if we don't use the same language can
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we partner with the private sector will they even understand what we're talking about when we're talking about cash
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so we have started to ask ourselves is that term cast transfers broaden house to carry us
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over in the strategically for that we have to make for the year twenty twenty
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inward vision as in many other agencies we use cash transfers
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to save lives and we started degree of normality aftershock
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but we know as people in this room know that cast transfers are
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not enough to build resilience or address the underlying causes of poverty
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we know that the delivery effect cash friend as an output is not enough to change people's lives
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so for the impact of cash to last we need to connect the people we
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into him to serve with the financial tools that sustain our own lie
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um like savings loans and insurance so the
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term cash transfers doesn't necessarily encompassed the
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use of this financial services so we're thinking should we perhaps go beyond
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so we're proposing internally to use the term financial assistance to frame this strategic leap forward
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it will allow us to work closer with our development call you send bring coherence were
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approaches so we no longer operate to different standards in different ways of working
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financial assistance recognises that we can use castle empower people
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through peak so fragility and prospects of warner ability
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where are development and humanitarian work in a bit to the overlap so is no longer
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a humanitarian alright development context that we recognise that we work with people in a continuum
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this conceptual and linguistic change should also allows to partner wave
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states and the private sector expanding their resource base available
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and bringing greater degree of sustainability to where where
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so that's the first shift the second shift is moving from
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working in supply line to working as a platform
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i live an hour away from here in the valley of sherman
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um which some of you may know is the mecca of extreme mountain sport
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so base jumpers and free right skier is the dimension money usually say that they
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take those amazing risks because it's an opportunity to be stronger than your fears
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they say that risk makes you ask the right questions and have the best answer
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but why are the debate just commitment is not an extreme sport even though it might
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feel uh the content and it is making world vision ask the right questions
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so we have decided to ask yourself the following well what happens where business model
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e. we manage cast programs like if the most valuable work happened
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before and after that is per so that the ground
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we we uh that is that if we do that then we inevitably put people at the
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centre of our work and our business model needs to radically adapt to respond to that
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devaluing the actual dispersal of the grant us a step
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in the project has allowed us to think differently
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we're exploring ways to move from thinking of ourselves as that
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pipeline that delivers a that's a single finite product
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to being a connector for those who have the ability to
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provide a and also have the needs are received
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so one of the first that's that we're taking and to achieve this yet is to try to wean
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ourselves of the need to always and i repeat always
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do when to and implementation of gas program
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where exploring ways of looking at the different elements of a cat program in organising
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ourselves to be able to provide each of them separately yes a service
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in this new business model we should be able to work with master card or be sour anyone else
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and who in the future can get direct funding um to do you catch programming
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we should also be able to support n. g. o. consortia to
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post capacity for certain stages of the program management cycle
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these new business approach should allow us to continue to work the way we do
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when strong friendship with w. b. n. units here with enhance transparency and accountability
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but while we recognise that this would be an important ship to we also know that
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um there is also a need to centralise the knowledge of what it takes to
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empower people out of shock and poverty with financial services and that's it
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so to maintain a certain capacity to do and when deliveries important
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not only because they won't make sense to provide services in all of the context that we working and
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we were talking about some maui for example or other for job context but also having the ability
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a cash programmers a whole can issue or and that
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we continue to improve our programmatic approaches and innovate
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so we're exploring ways of using technology when we do engage in and when delivery of cash programming
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so that we can use technology to bring immediacy to the interaction
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between those who are seeking support and those who can provide
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so we are in the process of building partnerships with the private sector
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to be able to harness technology classes that we currently have
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with other assets that we have in the drawing board to provide genuine choice to
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beneficiaries by keeping them as say a direct option in terms of modality selection
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advances in technology have what within reach the dream of alignment of fisheries to choose
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if they want to use the assistance that we have for them as an mix of cash and in kind
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we are currently exploring different options to make this a reality so we are thinking
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of operating more as a platform and it's a pipeline through technology now
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but what of closer for their realists in the room the tools
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strategic ships that i've explained are not easy at all
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they question of course foundations of our vision understands and measures value one success
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we are in the process of building consensus internally in the organisation to drive does change but
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that is quite challenging we also realised that our ambitions my run deeper than are okay
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but regardless of other it's an undeniable fact is that a respected or
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be out from the debate just commitment to do more cash
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has allow the organisation to understand that are ready for change in the way we conceptual
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eyes ourselves and the way we operate is not only needed but it is possible
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so we don't have all the answers to achieve that debate just commitment to yeah
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and but we do have a strong vision of the world we one for one remote you

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Conference program

Opening
Nigel Timmins, Humanitarian Director, Oxfam International and Chair of CaLP Board
28 June 2017 · 9:09 a.m.
Formal Welcome
Manuel Bessler, Assistant Director General and Head of Humanitarian Aid Department, SDC
28 June 2017 · 9:48 a.m.
Looking to the future : Panel introduction
Christina Bennett, Head of the Humanitarian Policy Group, ODI
28 June 2017 · 9:56 a.m.
Looking to the future: Social Cash Transfer in Response to Ebola in Liberia
Gabriel Fernandez, National Social Protection Coordinator, Liberian Government
28 June 2017 · 9:56 a.m.
Looking to the future : MasterCard perspective
Ian Taylor, Vice President, Business Development, Government & Public Sector, MasterCard
28 June 2017 · 10:12 a.m.
Looking to the future : International Relations perspective
Jennifer Welsh, Professor and Chair in International Relations, European University Institute and Senior Research Fellow, Somerville College, University of Oxford
28 June 2017 · 10:30 a.m.
Q&A - Looking to the future
Panel
28 June 2017 · 10:37 a.m.
Operational Modalities : Panel introduction
Ben Parker, Senior Editor, IRIN
28 June 2017 · 11:08 a.m.
Operational Modalities : Sri Lanka experience
Sithamparapillai Amalanathan, Secretary, Ministry of Disaster Management, Sri Lanka
28 June 2017 · 11:10 a.m.
Operational Modalities : Turkish experience
Orhan Hac?mehmet and Jonathan Campbell, Resp: Coordinator Of Kizilaykart Cash Based Assistance Programmes, Turkish Red Crescent - Deputy Country Director, WFP, Turkey
28 June 2017 · 11:21 a.m.
Operational Modalities : Zimbabwe experience
Abel. S. Whande, Team Leader, Cash Transfer Program, Care International in Zimbabwe
28 June 2017 · 11:36 a.m.
Operational Modalities : UNHCR experience
Waheed Lor-Mehdiabadi, Chief of Cash-Based Interventions, UNHCR
28 June 2017 · 11:45 a.m.
Q&A - Operational Modalities
Panel
28 June 2017 · 12:01 p.m.
Scaling Up Cash In East Africa : Panel introduction
Christina Bennett, Head of the Humanitarian Policy Group, ODI
28 June 2017 · 1:32 p.m.
Scaling up Cash in East Africa: Nisar Majid
Nisar Majid, Independent Researcher, Consultant and Visiting Fellow, Feinstein International Centre, Tufts University
28 June 2017 · 1:32 p.m.
Scaling Up Cash In East Africa : ADESO perspective
Deqa Saleh, Cash and Social Protection Advisor, ADESO
28 June 2017 · 1:46 p.m.
Scaling Up Cash In East Africa : WFP perspective
Ernesto Gonzalez, Regional Advisor for cash-based programmes, WFP Bureau for Central and Eastern Africa
28 June 2017 · 1:52 p.m.
Scaling Up Cash In East Africa : Relief International perspective
Alex Gray, Global Humanitarian Director for Relief International
28 June 2017 · 1:58 p.m.
Q&A - Scaling Up Cash In East Africa
Panel
28 June 2017 · 2:06 p.m.
Significant Updates : Panel Introduction
--
28 June 2017 · 2:33 p.m.
Cash Barometer and community perspectives of CTP in Afghanistan
Elias Sagmiester, Programme Manager, Ground Truth Solutions
28 June 2017 · 2:35 p.m.
First long-term trial of a Universal Basic Income, Kenya
Joanna Macrae, Director, European Partnerships, GiveDirectly
28 June 2017 · 2:44 p.m.
Changing from a pipeline to a platform
Paula Gil Baizan, Global Humanitarian Director Cash-Based Programming, World Vision International
28 June 2017 · 2:51 p.m.
Grand Bargain and GHD cash work streams
Emily Henderson, Humanitarian Adviser, DFID
28 June 2017 · 3:02 p.m.
Donor Perspectives : Panel introduction
Thabani Maphosa, Vice President for Food Assistance, World Vision International, World Vision US
28 June 2017 · 3:39 p.m.
Donor Perspectives : ECHO vision
Androulla Kaminara, Director, DG ECHO
28 June 2017 · 3:42 p.m.
Donor Perspectives : Office of Policy and Resources Planning's vision
Paula Reed Lynch, Director, Office of Policy and Resources Planning, Bureau of Population, Refugees, and Migration
28 June 2017 · 3:49 p.m.
Donor Perspectives : Norway vision
Ingunn Vatne, Minister Counsellor and Head of the Humanitarian team, Permanent Mission of Norway in Geneva
28 June 2017 · 3:58 p.m.
Donor Perspectives : DFID vision
Patrick Saez, Senior Adviser, Humanitarian Policy and Partnerships, DFID, UK
28 June 2017 · 4:08 p.m.
Donor Perspectives : Centre for Global Development vision
Jeremy Konyndyk, Senior Policy Fellow, Centre for Global Development
28 June 2017 · 4:22 p.m.
Q&A - Donor Perspectives
Panel
28 June 2017 · 4:39 p.m.
Closing Remarks
Alex Jacobs, Director, CaLP
28 June 2017 · 5:27 p.m.