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

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Conference program

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
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
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.
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
28 June 2017 · 4:39 p.m.
Closing Remarks
Alex Jacobs, Director, CaLP
28 June 2017 · 5:27 p.m.