Tenderly Protecting Our Children: World Vision's Destiny 2030 Regional Strategy

SUMMARY REPORT
A meaningful destiny that will inspire relevant people to catalyze
relevant partners, mobilizing relevant resources to promote relevant
actions that will yield relevant changes for all children, adolescents, and
youth in Latin America and the Caribbean
Destiny 2030
REGIONAL STRATEGY
FY 2016-2020
TENDERLY
PROTECTING
OUR CHILDREN

2
Destiny 2030 - FY2016-2020 Regional Strategy
Editorial Team: Regional Office for Strategy, Collaboration Innovation (ROSC*i):
Eduardo Nunes, Juan Izquierdo, and Camila Franco
Statistics: Alexandre Rochmann (UNOC), Eduardo Nunes with the assistance
from the Statistics Division of the Economic Commission for
Latin America and the Caribbean (CEPAL - ONU / ECLAC/UN
Collaboration: Amanda Rives, Carlos Simón, Jorge Galeano, Harold Segura,
and José Luis Jiménez
Steering Committee: José Luis Jiménez, João Diniz, José, Luis Ochoa, Oscar Chicas,
and David Coates
Proofreading Juan Izquierdo
and editing:
Overall Coordination: Eduardo Nunes
Regional Director: Stefan Pleisnitzer
Panamá, 2015

CONTENTS
TENDERLY PROTECTING OUR CHILDREN=
WORLD VISION’S Destiny 2030 .......................................................................6
1. LATIN AMERICA AND THE CARIBBEAN IN FIGURES (2015)...................................................8
1.1 LATIN AMERICA AND THE CARIBBEAN IN 2015......................................................10
1.2 WORLD VISION LATIN AMERICA AND THE CARIBBEAN IN 2015............................11
2. Destiny 2030.....................................................................................................................13
2.1 PROBLEM DESCRIPTION ..........................................................................................14
2.2 DESTINY ASSUMPTIONS AND REAFFIRMATIONS....................................................15
2.3 ASSUMPTIONS..........................................................................................................16
3. CONTEXT 2030....................................................................................................................17
3.1 CONTEXT IN LATIN AMERICA AND THE CARIBBEAN 2015.....................................18
3.2 PRIMARY DRIVERS OF CHANGE...............................................................................22
3.3 OPERATIONAL CONTEXT VARIABLES FOR D2030...................................................23
4. DISCERNMENT TOWARD 2030.............................................................................................26
5. PARADIGM SHIFTS FOR 2030...............................................................................................29

6. Destiny 2030.....................................................................................................................31
6.1 GOAL.........................................................................................................................32
6.2 D2030 VALUE PROPOSITION....................................................................................33
6.3 DESCRIPTORS FOR D2030........................................................................................34
6.4 REVENUE MODEL......................................................................................................36
6.5 COMMITMENTS FOR D2030.....................................................................................37
6.6 INCREASING IMPACT................................................................................................39
7. REGIONAL STRATEGY FY2016-2020...................................................................................41
7.1 SUMMARY OF OBJECTIVES AND CRITICAL CHANGE EMPHASIS (FY2016-2020)....42
7.2 SUMMARY SCENARIOS FOR FY2016-2020...............................................................43
7.3 STRATEGY IMPLEMENTATION..................................................................................44
7.4 STRATEGIC FOCUS AND GOALS..............................................................................45

8. STRATEGIC GOALS FOR FY2016-2020.................................................................................46
9. APPENDIX........................................................................................................................... 50
9.1 REGIONAL STRATEGY MONITORING TABLE: SAMPLE.............................................51
9.2 STRATEGY INPUT, CONSULTATION AND VALIDATION STEPS..................................52
9.3 VIOLENCE..................................................................................................................54
9.4 CHILD WELLBEING AND PROTECTION....................................................................57
9.5 CIRCLES OF TENDER PROTECTION.........................................................................58
9.6 2030 AGENDA DESTINY 2030...............................................................................59
9.7 STRATEGIC PLANNIFICATION ROAD MAP...............................................................61
9.8 IMPLEMENTATION OF THE NATIONAL STRATEGY AND LEAP 3.0...........................62
9.9 VULNERABILITY IN LATIN AMERICA AND THE CARIBBEAN ....................................63
9.9 THE “VULNERABILITY SHIFT”....................................................................................68
11. ACRONYMS/ABBREVIATIONS............................................................................................ 70

6
L
et’s think for a moment: What was the most beautiful part of our childhood, what
moments marked our childhood with positive, unforgettable memories? I’m sure
that we were always with someone who loved us - where we felt protected and
tenderly cared for. That is what we aspire to for all the children in our continent!
Tenderly protecting the children, adolescents, and youth of Latin America and the
Caribbean is our reaffirmation before them and our continent. This will be our effort over
the coming years!!
For over 40 years we have been blessed by the lord and the poor and vulnerable children,
adolescent and youth we have provided services to in our continent. But we cannot
rest upon this, we must re-invent ourselves to remain a sign of God’s love for children
(especially the most vulnerable) in the years and decades ahead.
We have been listening to the voice of children and have engaged them in our strategic
approach for the years ahead, since they are an intrinsic part of our organization’s DNA.
And in the words of our founder Bob Pierce, “Let my heart be broken by the things that
break the heart of God”: Our hearts continue to break by the injustice, violence, and
lack of protection for the children in our continent!” His words continue to inspire us to
rethink ourselves in a globalized world, with great vulnerability affecting children, but
with millions of us who are seeking for ways to change things for the better.
In this new era, we are refocusing even more clearly on the main aspects that limit child
wellbeing: violence that is largely caused by inequality, injustice, and the structural
oppression of the poor and marginalized majority in Latin America and the Caribbean.
It’s a shame having to acknowledge that, although Latin America has experienced
significant economic growth, our continent not only continues to be the most unequal,
but there are still millions of children, adolescent and youth that are deprived of quality
basic services, and where violence is an ever increasing problem in many of its countries.
TENDERLY PROTECTING OUR CHILDREN
WORLD VISION’S “Destiny 2030”

7
On the other hand, we must also celebrate the progress we have made together in recent
years:
1. We have made an impact beyond our traditional programs!
2. We have carried out Protection Campaigns!
3. We have begun raising funds locally, thereby offering our fellow citizens
opportunities to contribute to our passion of protecting children, adolescents, and youth!
With this progress we have laid a solid foundation for our “Destiny 2030”. A futuristic
journey (while keeping our feet firmly on the ground) which has allowed us to understand
and propose a clearer course with a greater perspective for World Vision in our continent.
Our concerns resonate widely, and particularly with respect to goals 16:2 and 5:2 of the
“Sustainable Development Goals,” recently adopted by the United Nations which support
for our proposed changes.
In this document, we summarize the critical aspects of this new vision, which builds and
reconfirms what we have been working on: Child protection!, but adds a key component:
Tenderness - because we want to be compassionate as the Lord is compassionate (Psalm
116:5 NIV).
From our previous strategy we have confirmed that we are on the right path, and now
at the present time we have clearly defined the challenges we are we are going to face.
Among them, we will not only pursue the continuous improvement of our processes
(always looking to be better and more efficient), but to prepare in a way that we can
remain relevant in the future, for the millennial generation and beyond. We will position
ourselves as the Organization for the tender protection of children, providing everyone
opportunities to contribute to this noble task. Together with others we will contribute to
a transformational movement in our continent - making it more just and secure so that all
children, adolescent and youth can aspire to life in all its fullness!
Stefan Pleisnitzer
Regional Director, Latin America and the Caribbean

LATIN AMERICA AND
THE CARIBBEAN
IN FIGURES
2015

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In 2015...
21.06
MILLION km2
634 MILLION
Area
COUNTRIES
68% Roman Catholics
Within this figure
RELIGION
CHRISTIAN
POPULATION
91% OF THE POPULATION
LIVESINTHE10MOSTHIGHLY
POPULATED COUNTRIES
TOTAL YEARLY GROSS
DOMESTIC PRODUCT (GDP)
in constant 2015 US
Dollars
COUNTRIES WITH WORLD VISION
OPERATIONAL PRESENCE IN 2015
COUNTRIES MAKING AN IMPACT
ON CHILDREN THROUGH PARTNERS
87%
42

10
LATIN AMERICA AND
THE CARIBBEAN IN 20151
1. Urbanized with a young population
a. Predominantly young population, 54.56% are under the age of 30.
b. Ongoing urbanization 69% in 1990, rising to 81% in 2015 and to 87.7% in
2030.
2. Increasingly wealthy and unequal
a. Ninety-two percent (92%) of LAC population lives in countries that
have attained middle class or upper middle class levels of economic
development.
b. However, LAC continues to be the world’s most unequal region in the
world. According to the GINI index, ten of the fifteen most unequal
countries in the world are located in the LAC region.
3. Violence
a. Unlike the rest of the world, the homicide rate in LAC increased by 11%
from 2000 to 2010.
b. In LAC, 350 people die every day due to violence-related causes
c. The cost of violence in LAC is 6.8% of GDP (as high as 11.4% in some
countries).

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WORLD VISION LATIN AMERICA
AND THE CARIBBEAN IN 2015
National Offices: 14
Programmes: 408
Children Impacted: 2.074.106 (Programmes)
6.032.201 (Indirect Programmes)
22.494.907 (Advocacy, Source: GC)
Registered Children (RC): 862,958
Budget: USD $189Million (FY15)

12
1
SOURCES
I. ECLAC, LAC Panorama Social.
II. ECLAC, 2014 Population tables.
III. ECLAC, 2013 ANNUAL STATISTICAL SUMMARY, Santiago, Chile, 2014.
IV. BID, Regional Economic Report, 2013.
V. International Council, Washington, USA, 2013.
VI. UNHCR, Global Trends, 2013-14.
VII. UNSTATS, Demographic Tables, 2014.
VIII. UNDOC, UN Crime Statistics, 2012. Author’s calculations based on data from MMP,
MMFRP+GAO.
IX. Regional Human Development Report 2013 - 2014, Citizen Security with a Human
Face, Evidence and Proposals for Latin America, UNDP.
X. UNHCR OFFICE FOR THE UNITED STATES AND THE CARIBBEAN (2014), Children
on the run. Unaccompanied children leaving Central America and Mexico and the
need for international protection, Washington, DC.
XI. Global Wealth Database. CREDIT SUISSE, Geneva, 2014.
XII. FSI, 2014.
XIII. Alternative Worlds: NATIONAL INTELLIGENCE COUNCIL, USA.
XIV. EURODATA, EU, 2010...2013.
XV. OECD, Trends in Income Inequality and its Impact on Economic Growth, Paris, 2014.
XVI. Highly Leveraged Strategic Initiatives (Iniciativas Estratégicas.
Altamente Apalancadas) , GOSCI, 2013.
XVII. Projections and areas of missing data calculated based on: ALBUQUERQUE RO-
CHAMANN Negentropic and Entropic Estimation Value in 3D Economic Models, Yale
University Economic Bulletin, 2004.
NOTES

14
PROBLEM DESCRIPTION
W
hile the mere physical survival for children in LAC is less and less
of a problem (the infant mortality rate decreased 54% between
1990 and 2010) – with the exception of some pockets of extreme
poverty, their development and future is increasingly put at risk
through a variety of negative factors, e.g., violence (the probability of death
from violence-related factors, increased by 208%, nearly tripled between 1990
and 2010), reports of abuse rose by 42% over the last decade, and racial/social/
gender motivated crimes increased 39% over this same period.
Despite recent robust economic growth and improvements in health and
education indicators, over 50% of CAY in LAC suffer severe forms of vulnerability.
Some of these vulnerabilities, such as violence, have increased commensurately
with economic wealth. Not only are they more exposed to vulnerabilities, but they
also benefit less from social and economic gains. The root causes are correlated
with injustice and inequality, socio-cultural and economic patterns demanding a
transformation of values, practices, and policies.

DESTINY ASSUMPTIONS AND
REAFIRMATIONS
At World Vision we will remain true to our calling and aspirations. Above all,
we will deliberately bear witness to a loving and tender God that cares about
every one of His children in LAC, as everywhere else.
We are and will continue to be Christian - with all the breadth,
diversity, and richness of the body of Christ in LAC.
We are and shall continue to be “Child Focused” - with a special
emphasis on the most vulnerable children. While we recognize
that our current financial and operational model is experiencing
difficulties in categorically serving the most vulnerable children, we
will ensure that we are devoting at least 75% of our resources and
90% of our outcomes to our commitment with them.
We are and shall continue to be “Community-based” – today,
however, this means that our ministry is based on “Area
Development Programs” (ADPs). By 2030 it will be reflected in
our commitment to a wide range of communities, based not only
on geography, but on a shared history, values, faith, culture, and a
series of social factors, commitment and efforts to make this world,
and specifically the LAC, an enabler place for life in all its fullness of
fullness for all CAY.
15

16
ASSUMPTIONS
D2030is a guiding strategic framework based on and structured
by the Vision of World Vision. Tenderly protected children promoting a more
just and secure society will guide us as our cause for 2030.
Our focus on the tender
protection of children and
commitment to nationwide
impact will be key factors in the
transformation of societies in LAC
and our organization.
Our vision of life in all its fullness
for all CAY reminds us that
Relevance is the only acceptable
Destiny.
Our rich and blessed 40 year-
plus journey in our continent has
made an impact on millions of
CAY. However, given the current
model’s limitations to influence,
expand impact, change the root
causes of vulnerability and lack of
sustainability, it will not lead us to
our destiny.

18
The 2030 Context was projected based on the concept of “drivers of change,”
and the main manifestations (indicators) point toward the most consolidated
processes of socio-religious-economic change in the context identified for the
priority population and its respective trends up to 2030.
Drivers were defined based on five dimensions*:
1. People
2. Structures
3. Relationships
4. The environment
5. Child vulnerability
The following is a summary of the main drivers of change that have been
identified:
1. Multi-generational: Predominantly youth, more elderly, with a stronger
vulnerability bias toward Children and Adolescents.
a.Overall fertility rates will continue to fall in most countries
throughout LAC and, due to progress made in public health,
children born in this decade and the one preceding it will
constitute the largest share of adolescent-youth groups among
all regions (34%).
b. Due to an increase in life expectancy, the percentage of those
over 65 in the age pyramid will double by 2030 (as compared
with 2010).
c. There is a growing trend of urbanized, highly educated youth
lacking access to jobs (housing) that will enable the formation of
multi- generational families.
CONTEXT IN LATIN AMERICA
AND THE CARIBBEAN 2015

19
d. Since fertility rates among poor adolescents have not decreased
and public policies are not child focused, the concentration of
child poverty will continue to increase (infantilization of poverty).
2. Economically wealthier: Predominantly in middle income countries (MIC)
with a larger, more powerful private sector.
a. The majority of the population in LAC (73%) will live in middle to
upper-middle income countries.
b. The (national, regional, and global transnational) private sector’s
contribution to Gross Domestic Product (GDP) will rise by 33% in
15 years, as will its political influence.
3. Extreme inequality (between the rich and the poor): Despite a moderate
reduction in total distribution, inequality is on the rise between the
middle class and the top and bottom of the pyramid.
a. Average wealth inequality (measured by the GINI index) has
decreased over the last 10 years, primarily due to the rise in income
among the middle and lower middle class.
b. However, the distance (Range) between the highest and lowest
10% income levels rose by 18%.
c. ThetrendistowardstabilizationoftheGINIindexby2021.However,
inequality between the extremes (10% - 10%) will continue to grow
until 2026.
4. Connectivity to information: A highly connected population.
a. The (TIC) connectivity ratio (devices per capita and usage time)
in LAC is the highest in the world, (proportionally adjusted by
income) and is the highest of all developing regions.
5. Social Fragmentation: Rising social, ethnic, and territorial exclusion.
a. Income inequality, urban fragmentation, growing ethnic and religious
tensions, together with inadequate State and civil conflict resolution
mechanisms.

20
6. Middle Class: The middle class will represent 40% of society in LAC (the
predominant class in the region).
a. The middle class (as defined by national and international
standards) represented less than 35% of the population in 1990;
by 2030 it will increase to 67% of the population.
7. Urbanized: Urban development will reach almost eighty-seven percent
(87%) of its peak.
a. LAC is already one of the most urbanized regions in the world,
and this is a currently an ongoing process. With less than 10%
of the world population, four of the world’s ten largest cities are
located in this region. The number of metropolitan areas (with
populations exceeding 1,000,000 in contiguous areas) will grow
from the current number of 67 to 101 by 2030, period in which
urban development will near its peak.
8. Volatile: Exponentially higher environmental and social risks.
a. Rapid urban development in highly unequal countries with poor
governance and conflict resolution mechanisms, together with
an economy that is still highly dependent on commodities, yields
a highly volatile environment in ecological, economic, political
and social terms.
9. Religiously diverse integration.
a. Latin American and Caribbean churches will be located in
urban areas; more autonomous and indigenous in their forms
of governance; more aware of their social responsibility in their
ministry work profile and their locations will be influenced by
rising migration, with a more robust presence in the United
States and some European Countries

21
b. Ministry development will increasingly be focused towards integrated
network strategies, more and more women will be involved in
management and leadership, new forms of inter-faith and cross
religious approaches will be developed, focusing much of their
theological discussions on high priority issues of interest such as ethics,
faith, and beliefs.
c. A wide range of expressions of faith and religious practices will
accompany other major protestant communities. In addition, we
will observe an overall religious crisis, leading to a decline in the
institutional presence of churches. This will presage a deeper religious
crisis, which does not imply a crisis of spirituality and faith.
d. An increase in Christian expressions (and other expressions of faith)
of faith not associated to institutional churches.

23
Notwithstanding all of the important drivers of change analyzed,
three critical operating variables for D2030 were identified:
wealth, collaboration and population.
1. Wealth: Capacity to generate wealth measured per capita.
a. Low = New Poverty Profile (NPP).
b. Medium = Pre-Emerging Economies (PEC).
c. High = Emerging Economies (EEC).
2. Level of (Social, Legal, Religious, Political, Financial)
predisposition to collaboration.
a. Government willingness: High - Medium - Low.
b. Civil Society willingness: High - Medium - Low.
Countries designated as “Low” denote highly competitive
environments for our operations or with very low resources
available to sustain a joint effort using our intervention models.
3. Population: distribution of all vulnerable CAY in
percentages.
a. High: 10% or more of the total population of
vulnerable CAY in LAC.
b. Medium: 5%-10% of the population of vulnerable
CAY in LAC.
c. Low: Below 5% of the population of vulnerable CAY
in LAC.
OPERATIONAL CONTEXT VARIABLES
FOR D2030

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COUNTRY WEALTH/PER CAPITA
SHARE OF LAC’s
VULNERABLE CAY
POPULATION
**COLLABORATION WITH
THE GOVERNMENT
(To be evaluated in National Strategies)
**COLLABORATION WITH
CIVIL SOCIETY
(To be evaluated in National Strategies)
Argentina EEC MEDIUM
Belize NPP LOW
Boliva NPP MEDIUM
Brazil EEC HIGH
Chile EEC MEDIUM
Colombia EEC HIGH
Costa Rica EEC LOW
Cuba No Data Available MEDIUM
Ecuador PEC HIGH
El Salvador NPP LOW
Guatemala PEC HIGH
Guyana NPP LOW
Haiti NPP MEDIUM
Honduras NPP MEDIUM
Jamaica NPP LOW
Mexico EEC HIGH
Nicaragua NPP LOW
Panama EEC LOW
Paraguay NPP MEDIUM
Peru PEC HIGH
Puerto Rico EEC LOW
Dominican Republic PEC MEDIUM
Surinam NPP LOW
Uruguay EEC LOW
Venezuela PEC MEDIUM

25
NOTeS
*For each dimension discussed, a series of issues and indicators were selected based on sociological
and economic literature, and their correlation was tested using mathematical models. Indicators and
topics with a higher correlation were selected and measured using publicly available data.
In the Appendix on Context is a complete list of drivers, along with indicators, sources, and correlations.
**Government and Civil society collaboraton will be addressed at the national level and updated
regualry.

27
World Vision is an
instrument in God’s hands; as
such it is limited and needs to join
in societies many efforts in the
pursuit of justice. We believe that
God, as the loving Creator of all
creatures, has endowed us with the
sensibility of service, our capacity
of transformation, and has made us
aware of the potential our Christian
communities and faith- based
organizations have to achieve the
same purpose.
Asa fellowship of Christian followers of Jesus,
we are careful to discern his voice while finding
new paths for our mission. God’s Reign, a reign of
justice, love, reconciliation, peace, and solidarity,
is the horizon of that mission and, therefore, we
reaffirm our identity as instruments of God in the
pursuit of justice in all its forms, and not just in the
mere absence of poverty. Peace with justice is
God’s desire, as expressed in His Shalom project.

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WorldVision will work
on raising awareness, empowerment,
and provide support to communities
ofChristianfaithinparticularaswellas
faith- based organizations in general,
to strengthen their commitment to
justice.
Amid the vast diversity of (political,
ideological, theological, etc.) opinions, we
believe that there is a need to work with a
spirit of unity focused on child protection,
which, is, as we have discovered through our
ministry, both the means to and an end of
that unity.

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1. For our Vision
For life in all its fullness for CAY it is more important to:
a. Reduce vulnerabilities, rather than merely reducing poverty.
b. Reducing inequality, rather than merely pursuing economic
growth.
c. Create social capital involving individuals, ideas and resources,
rather than merely channeling and implementing development
projects.
2. For our Prayer
For the will of the hearts and minds to push for change, it is more important
to:
a. Strengthen communities of faith in their commitment to justice
and protection, rather than merely working one-on-one.
b. Accompany and mobilize youth in their journey towards
becoming active, supportive, and critical citizens, rather than
merely praying for them and their communities.
c. Work with people of all social classes to take social responsibility,
rather than expecting change through legislative action.

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In response to God’s calling for World Vision in Latin America and the
Caribbean, and trusting in His support, we propose the following:
This movement for a more just and secure Latin American society will gain its
strength and independence through the contribution of ideas, commitments
and resources of regional participants and partners.
GOAL
Being a sign of God’s love through the tender and
effective protection of 60 million children adolescent
and youth in our continent focusing on those who
are most vulnerable. We will achieve this through
organizations wielding regional and national impact,
together with partners who will be mobilized to ensure
the comprehensive protection of children, adolescents,
and youth in all the major cities and areas where this
population is at risk.

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D2030 Value Proposition
Contributors and conveners of communities3
that protect children, are devoted to
the sustainable reduction of their vulnerabilities, expressed by reducing violence
and inequality for CAY through an organization that both takes action and serves as
a platform to:
1. Facilitate societies, cities and nation states that tenderly protect CAY.
2. Support values, policies and practices that push for protection and
equality by tenderly encouraging and leveraging opportunities to
enhance ownership (Public Participation/Governance) 4
.
3. Promote global participation in emergency response and beyond.
4. Strengthen our faith communities for justice, rather than for individual
beliefs:
a. Christian faith, in our continent, is a cultural, statistical, and historical
reality. Even though Christian population figures have declined over
the last two decades, faith communities continue to wield significant
influence on social, cultural, and political behavior in the region.
b .WorldVision,fromitsinception,hasworkedcloselywithfaithcommunities,
considering them as natural, indispensable partners, given the affinity of
faith and values that identify us.
c. Faith communities, due to their undeniable social presence, and
primarily their spiritual vocation, represent an enormous potential for
social change should they responsibly take on the prophetic role with
which the Lord has entrusted them as His people (Isaiah 58:1, 6; Psalm
85:10).
“More than a Value Proposition, a Proposition of Value”

34
Geographical Segmentation
Impact on ALL the Countries in Latin America and the Caribbean. (With the potential to reach 90% of all
CAY5
and results among at least 50% of the vulnerable CAY).
Diverse levels of presence6
throughout LAC.
Focus on 10 of the Countries with the highest number of CAY in vulnerable situations throughout the region 7
+ Bolivia,
Haiti, Dominican Republic, Honduras, El Salvador, Nicaragua, Costa Rica, Panama and Puerto Rico.
Impact Portfolio
distribution 8
Product
Segments
Delivery Channels Clients9
60%
Mobilization
(Civil Society Commitment).
By platform (E-engagement)/
Volunteer-based projects and
volunteer intensive projects/etc.
ALL (focusing on Youth and
Churches).
20%
Professional Services (Social
franchising consulting10
).
By 3RDMR 11
(Partner Managed/
implemented projects with third
party resources.)
For operational partners
(churches, governments,
corporations).
15%
Humanitarian “Affairs”
(preparation, response and
recovery).
By 3RDMR (Partner Managed/
implemented projects with third
party resources.)
For operational partners
(churches, governments,
corporations).
5% Local program implementation. By ADP /Grants/Adapted projects.
For the Partnership,international
cooperation agencies,local donors
(Sponsors).
dESCRIPTORSFOrd2030

35
CHILDREN AND YOUTH EFFECTIVELY IMPACTED,
ACCORDING TO SCOPE MODEL (FY2015-D2030)

36
Revenue
Distribution Sources Supporters/Clients
40%
Donations platform 12
-
User and Trademark Fees.
LAC, Latin American Diaspora,
Churches.
30%
Social franchising
and consulting fees.
LAC Corporate, Churches and National
Governments.
30% Non LAC resource donations.
Partnership and government Grants
from overseas.
REVENUEMODEL
Overall, the stated impact and
revenue are based on ideal averages.
Actual figures will vary by country
according to context and “operating
variables” as described above. These
estimates are primarily dependent
on the wealth generating capacity
of our NOs and the collaborative
approach (from government and civil
society) in each country.
Donations platform
User and Trademark Fees
(from: LAC, Latin American
Diaspora, Churches)
Non LAC Resource
Donations
(from: Partnership and Government
Grants from overseas)
Social Franchising and
Consulting Fees
(from: LAC Corporate, Churches
and National Governments)

37
COMMITMENTS FOR D2030
A meaningful destiny that will inspire relevant people13 (Organization),
committed to catalyzing relevant partners (Public engagement), mobilizing
relevant resources (Sustainability) to promote relevant actions (Ministry) that
will yield relevant changes for CAY.
1. Levaerage Impact
a. Commitment for 2030: Together with CAY, an influential voice
for the protection and justice of this population, catalyzing
relevant partners, connecting, mobilizing and convening them
to a community with the will, ideas and mechanisms to achieve
a sustainable reduction of vulnerability that is focused on
protection and leading to life in all its fullness.
2. Public Commitment
a. Commitment for 2030: Enablers of remarkably innovative
Relevant Actions (activities, projects and programs), primarily
partners implemented, highly people intensive (volunteers)
and relevant Nationwide impacting, pro-CAY Protection/
Justice Practices (community-based), Polices and Culture with
demonstrable results in:
i. Tenderness enrichment.
ii. Socio-environmental risks mitigation.
iii. Leveraged opportunities.
iv. Enhanced ownership (public participation/governance).

38
3. Organization
a. Commitment for 2030: An optimum sized, locally resourced
organization collaborating and sharing values, ideas, resources,
and infrastructure to enable RELEVANT PEOPLE to inspire,
propose, dialogue and boldly serve while leading the vision in
all LAC.
4. Sustainability
a. Commitment for 2030: An organization primarily capable of
generating local RELEVANT RESOURCES of all types within a
wide network of supporters, clients and providers, and focused
on youth protection.
D2030 ECONOMIC SUMMARY
Four times more CAY impacted.
Sixteen times less cost per impacted CAY.

39
Increasing Impact
1. FY2016 - FY2020:
a. Improve ongoing ministry.
b. Test selected hypotheses in selected countries.
2. FY2021 - FY2025:
a. “Ongoing ministry” is still meaningful.
b. Roll out proven hypothesis in most countries.
3. FY2026 - FY2030:
a. “New paradigm” takes over.
b. Some “traditional ministries” still ongoing.
three phases
According to Strategic Cycles:

40
2
Featured in broad conceptual use: the (non-exclusive, concomitant, etc.) assembly of people
(individually or in groups) of all types, and institutions which establish relationships (long or
short-term) to share ideas, resources, experiences, and efforts.
3
Children, adolescents under 18 (the UN also defined this age range generically as “Children”)
are the main target beneficiary group. Youth People, as defined by UNESCO (up to age 29) as
a strategic group for a number of reasons, mainly: 8 out of 10 vulnerable children are begotten
by youth parents. Youth is the stage where all the spending on youthsters under 18 can be
transformed into productive, tender, and caring adult lives; youth is critical to the social/cultural/
economic change advocated in D2030 (a fair, healthy society for all children).
4
Changes to achieve the vision for D2030, mentioned in WV2030.
5
Children, adolescents, and youth people.
6
Rather than offices, presence in this sense means regular projects (through any delivery channel)
and institutional engagement.
7
Brazil, Mexico, Colombia, Argentina, Peru, Venezuela, Chile, Ecuador, Guatemala, and Cuba.
8
Ideal regional contributions in order to achieve impact on 60 million children, adolescents, and
youth people.
9
In order of participation in the portfolio (from higher to lower).
10
Consultancy regarding assessment, negotiation, technical improvement and structuring of
operations, as well as on procedures and implementation.
11
Partner Managed/implemented projects with third party resources.
12
Local Sponsorship, Onetime Contribution, Cause-Driven Gift, Etc.
13
Unlike what happens in the linear planning systems applied to traditional programmes, in
D2030 there will be no possibility for defining any single problem-causing factor. Instead there
is a dynamic set of interconnected causes: factors whose presence and location occur more
repeatedly, wielding influence over outcomes and referred to as relevant factors. Relevant
factors are found in outcomes that more often connect various subsystems of causes. Therefore,
when relevant factors are affected, results are exponential and yield long-term changes. Starting
from relevant factors, the design of D2030 establishes a significant succession of relevant
(three- dimensional) changes, important partners, significant results (at three levels, ref.: the
results-measurement section), relevant resources, significant actions and newly identified
relevant factors.
NOTeS

42
SUMMARY OF OBJECTIVES AND
CRITICAL CHANGE EMPHASIS (FY2016-2020)
D2030 is the guiding framework for the FY 2016-2020 Regional Strategy (RS16-20), and fulfills the
primary goals of our destiny, which are:
1. Improve ongoing ministry through incremental innovation, synergy of resources, improved
relations with current donors, cost reductions, and a results-based approach.
2. Test future operational and sustainability models with respect to selected issues in certain
countries.
3. Position World Vision as the premier organization for child protection with tenderness in LAC.
Critical change emphases
1. Improved Operational Processes and Reduced Costs at national an multi-country levels.
2. Appropriate Urban Context Models (for all countries).
3. Determined Public Engagement and Positioning as a Child Protection Organization.
4. 2030 models / Hypothesis tested, documented and initially replicated.
5. Innovative Education solutions contributing towards Equality.
6. Contextualized volunteer platforms.
7. Established Mobilization Capacity.
8. Relevant and Diversified Local funding streams.
Note: Specific goals will be set for each country, according to operational context.

43
The current Strategy is based on an intermediate scenario between the
Optimist and Worst Case Scenarios. However, a contingency plan will be
designed to deal with the Worst Case scenario.
*SUMMARY SCENARIOS FOR FY2016-2020
Most likely Worst Case
Funding
• A 25% decrease in International Sponsorship
Funding.
• A 20% increase in Local Sponsorship (NRD).
• A 50% increase in individual
non-sponsorship funding.
• An increase in funding from International
Cooperation.
• A25%increaseingovernmentfunding.
• A 40% reduction in International Sponsorship
Funding.
• A 10% increase in Local Sponsorship (NRD).
• A 25% increase in individual
non-sponsorship funding.
• Flat or small decrease of International
Cooperation (X FY2015).
• Zerogrowthingovernmentfunding.
Political/Social
• Continued levels of freedom, and
democracies in all the countries where there
are WV Operations.
• Continuity (flat levels) in social protection
policies, social conflicts under political
control.
• Marginal reduction in levels of public
insecurity .
• Crisis in Democracies and deteriorating levels
of freedom.
• Discontinuance or reduction of social
protection policies.
• Social conflicts surpass the political and
institutional capacity to manage them.
• Increased levels of public insecurity.
Macroeconomic
• Annual 2.5% Growth in the Regional
Economy (above population growth rate).
• Regional Economic Growth under 1%.
* Scenarios designed based on: WV Forecasts, IMF and World Bank Economic Forecasts and Data from Context Analysis.

44
The regional strategy for FY2016-2020 contains elements of innovation design
and strategic implementation, in contrast with the strategy being used in the
current cycle with respect to the following points:
1. A multi-cycle strategic framework: the FY16-20 Regional Strategy
includes a guiding document that will serve as a guiding framework
for the following three strategy cycles in order to ensure adequate
guidance of long-term process changes.
2. Five-year Strategic Cycles: Longer cycles allow consistent strategy
implementation and will not interfere with the operational planning
processes.
3. Consecutive Strategy Cycles, not synchronised: The FY2016-2020
Regional Strategy will have a one year head start in relation to
the National Strategies (NS). This will allow NO’s the opportunity
to formulate their strategies with full knowledge of the Regional
Strategy; and will enable greater participation in the Regional
Strategy development process and vice versa.
4. Dynamic Strategic Implementation: Implementation of the
Regional Strategy will be established according to country
categories, facilitating more realistic goals and greater synergy
among the various National Offices.
STRATEGY IMPLEMENTATION

45
Tenderly protecting 20.000.000 of Latin America and
Caribbean’s children, adolescent and youth by reducing
theirvulnerabilities.***Thiswillbeachievedthroughactions
with national impact and urban based operational models
enabling a tender and protective environment for life in all
it’s fullness in all of Latin America and the Caribbean.
STRATEGIC FOCUS
AND GOALS
***
This figure is based on a projected 30% increase in levels of impact estimated for FY 15 (~ 15,000,000).

47
1. ORGANIZE THE IMPACT:
a. Goal: Scale effectiveness through increasing mutually supportive and adaptable
minimum sized structures with an emphasis as a convener and facilitator of deeply
committed people with a high capacity to mobilize ideas, people and resources to
tenderly protect CAY by reducing their vulnerabilities through innovative models.
b. Outcomes (Countries are divided according to their capacity to generate per
capita income. (see “Operational context variables for D2030):
i. EEC: Minimally-sized organization: Innovative staff focused on mobilization
and sustainability; partners for non-core ministry sectors; limited, shared
and/or outsourced back office processes.
ii. PEC: Smaller, simpler organization with: innovative staff focused on creating
innovative partnerships with expertise in non-priority sectors of the ministry;
shared back office processes and / or subcontracted.
iii. NEP: Smaller Organization with: innovative staff focused on building effective
solutions. invite partners with expertise in non-priority sectors of the ministry;
shared back office processes (CSC) and subcontractors.
2. TOUCH IMPACT:
a. Goal: Increase the ability to create, implement and share effective innovative
solutions, to be recognized as a convener for the reduction of CAY vulnerabilities,
based on CAY ownership.
b. Outcomes:
i. EEC: New urban operational models (operated by partners, volunteers
intensive, impacting violence, youth included) implemented in much of the
ministry.
ii. PEC: Clustered ADPs and new urban context operational model (primarily
partners operated, Volunteer intensive, violence impacting, youth included)
implemented in a significant part of the ministry.
iii. NPP: Implemented Innovative Technical Approaches, clustered ADPs, and
New urban operational model (primary partners operated, Volunteers
intensive, violence impacting, youth included) implemented in part of the
ministry.

48

3. LEVERAGE THE IMPACT:
a. Goal: Along with CAY, raise awareness, mobilize and properly involve public
support (volunteers specially and public engagement at all levels) to generate
actions (mobilizations) that enable protected CAY to promote a more just and
secure society resulting in greater influence, impact and income.
b. Outcomes:
i. EEC: Achieve an intermediate to high level of public engagement with local
funding by: High-Profile Positioning of coalitions/lobbying, leadership, public
mobilization (High: Corporations, Churches) volunteers, new and traditional
media penetration. National Impact Frame: Courageous and effective actions
in solidarity with CAY and their communities – people, including CAY, become
more deeply engaged.
ii. PEC: Achieve an intermediate level of public engagement with local
funding by:coalitions /lobby incidence, public mobilization (High: Church),
volunteerism, new and traditional media penetration. National Impact Frame:
Changed attitudes about roles and responsibility to be part of the solution –
people including CAY believe they can and should be involved in solutions).
iii. NPP: Achieve basic level of public engagement with local funding by:
coalitions/lobby participation, public mobilization (High: Church), volunteers,
new and traditional media penetration. National Impact Frame: Increased
awareness of what it takes to improve children’s wellbeing – people including
CAY understand the challenges and opportunities.

49
4. SUSTAIN THE IMPACT:
a. Goal: Increase and diversify Resources (special focus on strengthening local resources
access), Increase Supporter base and Expand Cause enabling funding streams
through: strengthening brand, engagement platforms, public-private partnerships and
Cooperation.
b. Outcomes:
i. EEC: Local Sponsorship tailored systems; Corporations and Individuals
funding Cause-related marketing; Private-Public Alliances Developed. Brand
Positioning on wide pro CAY’s Alliances building capacity.
ii. PEC: International Cooperation, Corporations and Individuals funding Cause-
related marketing. Brand Positioning as a leader providing efficient solutions
for project implementation.
iii. NPP: International Cooperation funding Cause-related marketing; Developed
Private-Public Alliances. Brand Positioning as leading child focused
cooperation agency.
5. RESULTS AT NATIONAL OFFICE LEVEL:
a. To be determined by each area and validated in the National Office’s strategy
(FY2017-2021).

51
DIMENSION GOAL OUTCOME
EXPRESSED IN
THE NO
(Targeted in the National
Strategies (NSs)
INDICATORS
(NSs)
ANNUAL
GOALS
(NSs)
ORGANIZE THE
IMPACT
Scale effectiveness through increasing
mutually supportive and adaptable
minimum sized structures with an
emphasis as a convener and facilitator
of deeply committed people with a high
capacity to mobilize ideas, people and
resources to tenderly protect CAY by
reducing their vulnerabilities through
innovative models.
EEC: Minimally-sized organization:
Innovative staff focused on mobilization
and sustainability; partners for non-core
ministry sectors; limited, shared and/or
outsourced back office processes.
BRAZIL
COLOMBIA
CHILE
COSTA RICA
MEXICO
REGIONAL STRATEGY MONITORING TABLE: SAMPLE

52
MECHANISMS STATUSGROUPS
STRATEGYINPUT,CONSULTATIONAND
VALIDATIONSTEPS
NATIONAL DIRECTORS
National Director Conference
Consultation (2x)
Steering Committee
Complete
NATIONAL GOVERNANCE BODIES
(Boards, advisory committees,
etc.)
Regional Forum Complete
NATIONAL OFFICES
Consultation via NDs National Offices
of Strategies
Complete
TECHNICAL SECTORS IN LATIN
AMERICA AND THE CARIBBEAN
SMT Meeting (2X) Complete
SUPPORT OFFICES RWG
STAFF Destiny 2030 Staff Campaign Complete
INDUSTRY UNIVERSITY PEERS Round Table
CHILDREN,ADOLESCENTS,AND
YOUTH
Local Focus Groups Complete
Stakeholders Expert Panel Open Consultations Complete
GOSC+I
Dialogues (in above-mentioned Panel
of Experts) Formal Consultation
Complete
EXL Approval Recommendation Complete

54
T
his document takes the UN (WHO) definition of Violence against Children as “a complex
set of individual/group/institutional uses/practices of physical force or any kind of power,
threatened/assumed or actual, against oneself, another person, or against a group/
community, that either results in or has a high likelihood of resulting in injury, death, psychological
harm, maldevelopment, or deprivation of any Childrens rights.14
There are several violence typologies, while not uniformly accepted, that can be a useful way to
understand the contexts in which violence occurs and the interactions between types of violence.
We also reaffirm that violence is a phenomenon with multiple roots causes derived from socio-
economic (inequality and injustice), and cultural (machismo and devaluation of life) as well as those
that are political, personal and psychological in nature.
Latin America and the Caribbean recognizes the need to further develop a violence definition and
build a typology. However, for the purpose of this document, the violence typology was based on
“The Triangle of Violence”, as defined by the Norwegian sociologist Johan Galtung.
This typology identifies three types of violence and argues that the phenomenon has a similar
structure to that of an iceberg, in which there is always a small portion that is visible and a much
larger portion that is hidden. 15
1. Direct Violence: corresponds to the tip of the iceberg and has as its main characteristic the
fact that most of its effects are visible, mainly the material effects, but not all of them: hate,
psychological trauma or the emergence of concepts such as ‘enemy’ are equally serious
effects, but are often not seen as such. It is important to note that this type of violence is the
manifestation of something, not its origin, and it is in the beginning where its causes should
be sought in order to act more effectively. Direct violence does not affect as many people as
cultural and structural violence, which are the hidden parts of the iceberg.
VIOLENCE

55
2. Cultural violence: is symbolic violence and is expressed in countless ways —religion, ideology,
language, art, science, media, education, etc. — which serves to legitimize direct and structural
violence as well as to inhibit or suppress its victims response. It even offers justifications for
humans, unlike other species, to destroy each other and to be rewarded for doing so: it is not
strange to accept violence in the name of country or religion. There is a culture of violence, so
life goes on in an atmosphere of constant violence, manifested daily in all areas and at all levels.
3. Structural violence: In Christian language, this violence is associated with the notion of structural
sin, and associated with social sin, which highlights how individual selfishness embodies unjust
(social, cultural, political and religious) structures that preserve and legitimize that sin (included
in social dimensions and not merely their individual dimension) and make their power felt over
the vast majority. The structural sin acts not only from within individual, but from the structures
created by them. The prophet Isaiah referred to this sin when he said: “Woe to those who make
unjust laws, to those who issue oppressive decrees, to deprive the poor of their rights and
withhold justice from the oppressed of my people, making widows their prey and robbing the
fatherless.” (Isaiah 10:1-2).
And as such, Christian work -and World Vision as an organization that identifies itself with this
faith - consist in denouncing these structures, protecting the most vulnerable individuals and
working with them to promote a more just and secure society.
Often the causes of direct violence are related to structural violence and are justified by cultural
violence; many of these circumstances stem from abuse of power affecting an oppressed group or
a social injustice, i.e., inadequate distribution of funds, great inequality in personal income, limited
access to social services, and are endorsed by speeches to justify them.16
Different types of violence require a multidimensional approach to protection.

56
THE TRIANGLE OF VIOLENCE, ACCORDING TO GALTUNG
INVISIBLE
Visible
CULTURAL VIOLENCE
DIRECT VIOLENCE
STRUCTURAL VIOLENCE

57
Latin America and the Caribbean reaffirms child well-being in all it’s dimensions as it’s central
focus and target for life in all its fullness.
The FY2012-2015 LAC Regional Strategy was based on a wide context analyses, and supported
by data and practices that defined the Tender Protection of Children as the comprehensive
expression of Child wellbeing in our continent, and was validated by EXL.
Destiny 2030 and the FY 2016-2020 LAC Regional Strategy sustain that tenderly and effectively
protecting children is the contextualized manifestation of our contribution to CWB in the region.
Child Protection in the Regional Strategy is not understood as a sector or a group of activities,
despite including them. Beyond actions and a sector, Child Protection is the lens trough which
LAC ultimately measures its ministries performance, our contribution to CWB and consequently
our alignment with World Vision’s vision. As summarized and explained in the following graph.
CHILD WELLBEING AND PROTECTION

58
CIRCLES OF TENDER PROTECTION
PROTECTING THE LIVES OF CHILDREN
Looking after the needs of body and soul:
• Physical, sexual, psychological, and armed violence, including
abuse and rape.
• Abandonment, physical and emotional neglect.
• Humiliation, malnutrition and emergency response.
PROTECTING OPPORTUNITIES FOR CHILDREN
Equal opportunities.
• Birth certificates, early care and education.
• Quality health care, education and protection services.
• Skills for:
Life/employability.
Adequate nutrition.
Participation.
PROTECTING THE FUTURE OF CHILDREN
Contributing to a fair, secure and sustainable society for the future:
• Strengthening systems for protection, justice and social
security.
• Helping to discover life’s purpose = active youth, supportive,
and critical.
• Curtailing inequality and fighting corruption.
TENDERNESS

59
2030 AGENDA DESTINY 2030
In LAC, the increase in violence and the permanence of inequality had meant a setback to the
effectiveness of childrens rights, despite the progress made in health and education indicators.
While CAY do not suffer the way they do in other continents, their increasing vulnerabilities is
seriously challenging their opportunities to experience life in all its fullness.
THE 2030 AGENDA FOR SUSTAINABLE DEVELOPMENT is a beacon of hope to leverage the
implementation of the Children Rights Convention and a plan of action for people, the planet
and prosperity. 17 Sustainable Development Goals (SDGs) and 169 targets demonstrate the
scale and ambition of this new universal Agenda. The Goals and targets will stimulate action
over the next fifteen years in areas of critical importance for humanity, the children, and the
planet.
Destiny 2030’s emphasis on Tender Protection and Justice in LAC to reduce child vulnerability
through extensive social mobilization lines up very well with the 2030 Agenda principles to
determine:
• The end poverty and hunger, in all their forms and dimensions, and to ensure that all human
beings can fulfil their potential with dignity and equality and in a healthy environment.
• Ensure that all human beings can enjoy prosperous and fulfilling lives and that economic,
social and technological progress occurs in harmony with nature.
• To foster peaceful, just and inclusive societies which are free from fear and violence. There
can be no sustainable development without peace and no peace without sustainable
development.
• To mobilize the means required to implement this Agenda through a revitalized Global
Partnership for Sustainable Development, based on a spirit of strengthened global
solidarity, focused in particular on the needs of the poorest and most vulnerable and with
the participation of all countries, all stakeholders and all people.

60
The 2030 Agenda was built with the strong participation of children and endorses the
vision of a World where children can grow free of violence and exploitation. Therefore,
World Vision’s commitment in LAC to protect children, and to create a more just and
equal society for their benefit - is an ambitious goal and not something we can do alone.
The Sustainable Development Goals rightly place priority on child well-being and the
protection of children, especially the most vulnerable, which represents a historic and
unprecedented opportunity to bring the countries and citizens of the world together to
decide and embark on new paths to improve the lives of people everywhere - BUT it will
not happen by accident.
WV will intentionally work together with – civil society, children and youth, communities,
churches, and governments – to achieve these goals; creating new vehicles for
collaboration and innovation, strengthening democracy and improving transparency,
defending the need to ensure children and youth continue to be actively consulted,
informed, and involved in the achievement of the goals.
Together we can END all forms of violence against children as well as extreme poverty
by 2030 and ensure that children can strive to achieve their God given potential all over
Latin America and the Caribbean!

62
IMPLEMENTATION OF THE NATIONAL STRATEGY AND LEAP 3.0

63
VULNERABILITY IN LATIN AMERICA AND THE CARIBBEAN
Antigua Barbuda
87 31 - - 18 25.1% 8 7
104 29 17 25.1% 7 7
Argentina*
40,370 13,457 49.4% 47.5% 6,392 19.3% 2,597 2,625
46,630 13,058 42.1% 31.5% 4,113 11.1% 1,449 1,755
Aruba
102 28 38.5% 59.1% 17 25.1% 7 5
105 23 34.8% 59.1% 13 25.1% 6 7
Bahamas
360 114 48.7% 59.1% 67 25.1% 29 31
440 118 39.4% 59.1% 70 25.1% 30 28
Barbados
280 74 41.2% 59.1% 44 25.1% 19 21
300 72 36.4% 59.1% 43 25.1% 18 19
Belize*+
309 142 64.5% 70.9% 101 50.2% 71 34
458 164 52.3% 59.1% 97 25.1% 41 38
Bolivia (Plurinational State
of))
9,995 4,681 64.0% 79.4% 3,716 43.2% 2,022 1,160
12,870 4,538 53.0% 67.6% 3,068 38.2% 1,734 1,315
Brazil
195,153 66,208 51.7% 51.1% 33,832 17.6% 11,653 15,106
218,961 52,677 38.5% 42.2% 22,230 14.1% 7,427 11,361
Chile
17,149 5,288 47.1% 28.9% 1,528 4.1% 217 686
19,430 4,603 36.4% 24.0% 1,105 3.8% 175 503
Colombia
46,448 17,736 55.4% 58.6% 10,393 24.1% 4,274 3,974
57,995 17,932 45.8% 50.8% 9,110 21.7% 3,891 3,735
COUNTRIES
(2010/2030)
TOTAL POPULATION
(*1000)
TOTAL POPULATION
OF CA’S (*1.000)
% UNDER 30 YEARS
OLD POPULATION
VULNERABLE CA’S
(%)
TOTAL CA’S
VULNERABLE
(*1.000)
MULTIVULNERABLE
CA’S(%)
MULTIVULNERABLE
CA’S (*1.000)
TOTAL OF
VULNERABLE
YOUTH

64
Costa Rica
4,669 1,593 52.8% 39.5% 629 7.9% 126 293
5,639 1,356 38.1% 35.4% 480 7.4% 100 238
Cuba
11,298 2,726 37.7% 38.0% 1,036 7.8% 213 496
11,022 2,020 29.0% 31.5% 636 6.4% 129 314
Curazao
148 41 38.2% 59.1% 24 25.1% 10 8
173 42 35.7% 59.1% 25 25.1% 11 10
Ecuador
15,018 6,081 57.9% 62.4% 3,794 25.1% 1,526 1,387
19,718 6,436 48.4% 53.5% 3,444 22.4% 1,442 1,409
El Salvador
6,218 2,720 61.6% 87.8% 2,388 47.6% 1,295 830
7,074 2,222 47.2% 76.7% 1,704 41.8% 929 729
Granada
105 40 59.7% 59.1% 24 25.1% 10 11
106 34 45.7% 59.1% 20 25.1% 8 8
Guadalupe
459 138 41.9% 59.1% 82 25.1% 35 27
481 121 36.3% 59.1% 71 25.1% 30 27
Guatemala
14,334 7,526 69.6% 85.2% 6,412 58.2% 4,380 1,773
21,537 8,952 60.0% 75.6% 6,768 52.3% 4,682 2,547
Guyana*+
786 367 62.9% 73.8% 271 53.1% 195 80
849 288 54.2% 59.1% 170 25.1% 72 86
Haiti**
9,884 4,643 66.0% 89.5% 4,156 59.3% 2,753 1,431
12,177 4,424 53.8% 80.9% 3,579 53.7% 2,376 1,464
Honduras
7,619 3,664 66.6% 86.3% 3,162 52.2% 1,913 1,037
10,379 3,677 52.8% 77.1% 2,835 48.9% 1,798 1,185
COUNTRIES
(2010/2030)
TOTAL POPULATION
(*1000)
TOTAL POPULATION
OF CA’S (*1.000)
% UNDER 30 YEARS
OLD POPULATION
VULNERABLE CA’S
(%)
TOTAL CA’S
VULNERABLE
(*1.000)
MULTIVULNERABLE
CA’S(%)
MULTIVULNERABLE
CA’S (*1.000)
TOTAL OF
VULNERABLE
YOUTH

65
US Virgin Islands
106 30 38.9% 59.1% 17 25.1% 7 6
100 27 39.2% 59.1% 16 25.1% 7 6
- - - 59.1% - 25.1% - -
Jamaica**
2,741 1,063 54.2% 64.5% 685 27.2% 289 232
2,913 894 45.2% 56.7% 507 25.5% 228 203
- - - 59.1% - 25.1% - -
Martinique
401 109 37.9% 59.1% 64 25.1% 27 22
401 87 33.0% 59.1% 51 25.1% 22 23
Mexico
115,301 45,910 56.7% 60.5% 27,775 24.5% 11,248 10,018
134,752 42,660 46.7% 51.3% 21,885 22.1% 9,428 8,822
Nicaragua
5,813 2,668 64.9% 87.8% 2,343 61.2% 1,633 824
7,262 2,481 50.4% 77.7% 1,928 55.1% 1,367 778
Panama**
3,676 1,403 54.7% 59.1% 829 25.1% 352 305
4,864 1,490 45.9% 51.2% 763 22.1% 329 323
Paraguay
6,458 2,838 62.6% 75.3% 2,137 39.7% 1,127 771
8,354 2,802 50.4% 65.9% 1,846 35.1% 983 789
Peru
29,272 11,649 57.5% 67.2% 7,828 32.8% 3,821 2,956
35,853 11,004 46.3% 60.1% 6,613 29.7% 3,268 2,862
Puerto Rico
3,710 1,055 43.3% 59.1% 623 25.1% 265 277
3,598 815 35.5% 59.1% 482 25.1% 205 231
Dominican
Republic
9,907 4,059 58.3% 69.5% 2,821 30.8% 1,250 1,012
12,124 3,991 48.6% 62.6% 2,498 27.2% 1,086 1,010
COUNTRIES
(2010/2030)
TOTAL POPULATION
(*1000)
TOTAL POPULATION
OF CA’S (*1.000)
% UNDER 30 YEARS
OLD POPULATION
VULNERABLE CA’S
(%)
TOTAL CA’S
VULNERABLE
(*1.000)
MULTIVULNERABLE
CA’S(%)
MULTIVULNERABLE
CA’S (*1.000)
TOTAL OF
VULNERABLE
YOUTH

66
NOTES
Date updated 10/21/2013
*+ data from 2006.
*= 2008 (Differing from 2010 data).
** estimated based on UNICEF, alone.
SOURCE
The Social Panorama of Latin America, Social Development Divi-
sion and the Statistics Division, the Economic Commission for Latin
America and the Caribbean (ECLAC), and the Latin American and
Caribbean Demographic Centre (CELADE).
Saint Vincent and
the Grenadines
109 40 53.6% 59.1% 23 25.1% 10 10
109 30 42.1% 59.1% 18 25.1% 7 8
Saint Lucia
177 62 50.9% 59.1% 36 25.1% 15 14
199 52 40.5% 59.1% 31 25.1% 13 14
Suriname
525 194 54.1% 59.1% 115 25.1% 49 45
598 177 44.9% 59.1% 105 25.1% 44 46
Trinidad Tabago
1,328 375 47.0% 59.1% 222 25.1% 94 125
1,287 315 37.1% 59.1% 186 25.1% 79 82
Uruguay
3,373 1,025 44.6% 25.2% 258 5.4% 55 103
3,590 921 39.0% 22.7% 209 4.8% 44 93
Venezuela(Bolivarian
Republicof)
29,039 11,284 56.6% 55.2% 6,229 18.8% 2,121 2,414
37,039 11,441 46.3% 49.7% 5,686 16.9% 1,934 2,418
LatinAmericanandCaribbean
596,191 222,354 54.6% 59.1% 131,411 25.1% 55,811 51,699
706,706 207,559 44.5% 54.1% 112,290 23.8% 49,399 49,183
COUNTRIES
(2010/2030)
TOTAL POPULATION
(*1000)
TOTAL POPULATION
OF CA’S (*1.000)
% UNDER 30 YEARS
OLD POPULATION
VULNERABLE CA’S
(%)
TOTAL CA’S
VULNERABLE
(*1.000)
MULTIVULNERABLE
CA’S(%)
MULTIVULNERABLE
CA’S (*1.000)
TOTAL OF
VULNERABLE
YOUTH

67
14
UN World Health Organization, WHO, Definition and Typology of Violence 2010.
15
A Theory of Conflict: Overcoming Direct Violence. Johan Galtung, Transcend University
Press, 2010.
16
An understanding of the 2015 platform.
NOTES

68
THE “VULNERABILITY SHIFT”17
The shift from poverty to vulnerability is not semantical nor a case to follow the “new flavor of the
week”. It derives from the conclusion that the core problem had move.
THE “VULNERABILITY SHIFT”
Destiny 2030 and our FY16-20 Regional Strategy are based on the shift from poverty to vulnerability.
It is not a semantical change, it derives from context analysis and generates a new response approach.
Poverty, even multidimensional, is defined by the lack of some capital (income, schooling, health,
etc.).
Therefore, Poverty is addressed by adding capital or the opportunity to obtain such capitals.
In the last 15 years, LAC has seen an “economic and political miracle”. Never experienced economic
growth and political stability reflected in the traditional capitals asset-based indicators (income,
years of schooling, life expectancy and infant survival).
However, the so called miracle has not reflected positively (not even close to the impact on the adult
population) in the wellbeing of children. Today, Children in LAC are more subject to violence, social
conflicts, migration, private and public corruption, territorial segregation, prejudice (afro-decedent
and indigenous gap) and even environmental problems (air and water quality in urban centers) than
15 years ago, when the socioeconomic indicators were worse.
Vulnerability is what explains the non-correlational between capitals increase and child wellbeing.
Consequently, Vulnerability can be seen as the probability/risk of not achieving wellbeing, even in
possession of capitals (assets like: Food/Water, Education, Housing, Health, Income, etc.) to do it.
Even comprehensive, Vulnerability can be consistently measured and tracked through a dynamic
indicators based approach. Based on these approaches, context meaningful vulnerabilities
expressions are identified, correlated, measured and tracked. WV LAC is taking the vulnerability
indicators set selected by United Nations Economic LAC Commission (ECLAC) and UNICEF-LAC.

69
In LAC, our refocused ‘child vulnerability’ definition emerged out of our discernment and
analysis, uses a combination of the following four variables:
1. Abusive or Exploitative Relationships:
2. Public Violence
3. Discrimination:
4. Deprivation:
The implications of taking these vulnerabilities suggest that an appropriate programmatic
response for children is different from one that responds to poverty. The response is based in
a structured process of influence to facilitate a convergence of Values, Policies and Practices
to promote a Just and Safe environment for CAY so that they can reach their wellbeing in a
sustainable manner.
• Given violence against children is the critical vulnerability component,
• Given violence has multidimensional and primary structural causes and,
• Given violence is not necessary positively impacted by economic and wellbeing
improvements,
• Given the structural violence feed from social accepted behaviors,
• Given Violence also is nurtured by the deep injustice expressed in all types of inequalities,
LAC, based on a wide context analyses supported by data and practice, has concluded:
Child Protection with Tenderness is the comprehensive expression of Child wellbeing in
the continent and its promotion as the regional objective expressing our commitment to
be Contributors and conveners of communities that protect children, are devoted to the
sustainable reduction of vulnerability by lowering violence against and inequality among
children and youth.

71
ACRONYMS/
ABBREVIATIONS FULL NAME
ADPs Area Development Programmes.
3RDMR Partner Managed/implemented projects with third party resources.
CC Christian Commitments / Compromisos Cristianos.
CELADE Latin American and Caribbean Demographic Centre.
GC Global Centre.
CP Child Protection or Child Policy, depending on the context in which it appears.
CWB Child Well-Being.
D2030 Destiny 2030.
ECLAC Economic Commission for Latin America and the Caribbean.
EEC Emerging Economies.
NS National Strategy.
FY Fiscal Year.
GNP Gross National Product.
HEA Humanitarian Emergency and Affairs.
ICTs Information and Communications Technologies.
LAC Latin America and the Caribbean.
MIN Significant Efforts.
ND National Director.

72
NPP New Poverty Profile.
NR Local Sponsorship.
NO National Office.
PEC Pre-Emerging Economies.
RS16-20 FY2016-2020 Regional Strategy.
RWG Regional Working Group.
UN United Nations.
UNICEF United Nations Children’s Fund.
VFI VisionFund International.
WHO World Health Organization.
WV World Vision.

73
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Website: www.hemsiferio.com.mx
E-mail: contacto@hemisferio.com.mx
Phone: (55) 6798-6807

“A tenderly protected childhood,
promoting a more just and secure society”
@WorldVisionLAC/WorldVisionLAC
World Vision
LATIN AMERICA AND THE
CARIBBEAN REGIONAL OFFICE

Tenderly Protecting Our Children: World Vision's Destiny 2030 Regional Strategy

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