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Index
Index 1. Context
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1
2. Mission
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9
3. Vision
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13
4. Values
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17
5. Aims and Strategies
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23
5.1. Education and Participation.............................................. 24 5.2. Economic and Productive Development.................... 26 5.3. Alternative Experiences 5.4. Communication Skills 5.5. Political Impact
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28
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30
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32
5.6. ALBOAN Team’s Training
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34
5.7. Cross-Cutting Matters.......................................................... 36 5.8. Process Management 6. Strategic Indicators 7. Gender Policy
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38 41 45
ALBOAN project 2009/2013
Context
1 ::: ALBOAN 2009-2013
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Context
We live in a destroyed world.
This fissure has many signs: the penury and exclusion situation of the vast majority; the power’s and produce’s deliberately unfair distribution; the cynical use of people depending on the corporate and market interests; the men’s widening dominance position over the women or the world’s unsustainable exploitation. All of them shape a world where the majority does not have the opportunity to develop itself and neither to take part in the social construction. On the other hand, a minority of men and women are rolling in money, more and more gripped by fear we are prepared to renounce to an important part of our humanity in search of an unpredictable security. The different cultures people’s arrival close to us calls our life’s way into question and it also questions our solidarity. This reality put us face to face to the challenge of the new society’s construction, in a more than never evident way, including all the people without leaving anybody outside.
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We do not resign to this situation. We securely think we are in an unfinished world that can and must be changed. The human wishes of freedom, welfare, significance and gratified relationships boost us to the common construction of a different world. The experience shows us the change is possible and at the same time that there are many people and groups sharing our search. This shared search encourages our expectation and expedites the learning process.
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Context
We promote a
, citizenship s spirit ...
Citizenship is the feeling of being concerned and also the organisation’s and people’s engagement with the common well-being and all human being’s protection, especially of most feeble groups. Citizenship enforces itself in the construction of an engaged and fair society. Opposing the pessimism that rejects the possibility of any significant change, we believe that we generate new realities by taking part. Opposing those who state that people’s rights depend on their value, we defend that the dignity, the rights and the responsibility are innate characteristics of human beings. Opposing those who understand the society like a simple host of people, we think that the social organisations, joining the will of many people, multiply their capabilities. Opposing the scepticism and the increasing distance that get the public institutions apart from the citizenship, we are persuaded that the social organisations are capable to have an influence in the political decisions, which affect people.
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and an
open minded citizenship.
Spirit is the strength inside the world and people’s heart that induces us to open wider horizons of achievement and sense. All men and women carry the spirit that generates new features and promotes the humanisation, especially in the toughest situations and seemingly when there is no way out of it. According to this idea, we think the world we know is not closed. As believer people we are, we discover in the Spirit the presence of God in the world. This spirit has different cultural features in people’s and communities’ heart, showing the richness of the diversity and the necessity of working together with the intercultural and among religious dialogue. In accordance with the Jesus Gospel we are destined to surmount the dichotomy that divides and sets up the social reality and the spiritual reality. The Spirit lives inside the human relations and it is the most significant sign. On the other side, we have experienced that the social participation and the contact with other people working on behalf of the justice help us to develop a personified spirituality and loyal to the Jesus’ Spirit.
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Context
Encouraged by the conviction that the Spirit is present at all people, cultures and organisations,
We intend that our job making new spaces of fairness and dignity is only possible through monitoring of people and groups. We intend the monitoring like a shared way of listening, dialoguing and constant supporting where both go prospering and speaking to each other. The monitoring involves overcoming internal unwillingness, boldness to deal with huge challenges, clarity and persistence in difficulties and to achieve the life in common. Our strongly commitment to a citizenship’s spirit and to an open mind citizenship materializes in the North and in the South, specifically in three main ways: training, organisational empowerment and democratic government’s promotion. We intend the training consists of widening personal and groups’ skills to operate over the social reality through the educational and empowering processes. Thereby, some attitudes and necessary skills to reach the personal development and the social and political participation are developed.
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We stay with people throughout their whole growing process: personal, social and political. We intend that the organisational empowerment involves working together with social organisations in order to be active individuals in the human development through the reciprocal training, the exchange of resources, information and experiences, the complicity in networks‌The work fields of these groups can be various, such as working on behalf of the human rights, the empowerment of rejected groups, planning economic alternatives, going with religious communities involved in the reality, etc. We intend our job in favour of the democratic government as an initiative promoting the integration of the public space. We look for the civil organised society’s impact to contol the public politicies and to know clarity what concern mainly the excluded groups, according to the criteria of democratic participation and openness. In order to reach it, we treat as a priority in our activities to work with other groups and organisations and to take part in international networks. The thought and the joint action within the framework of the networks lead to a rising closed link North and South, as well as to the chance of influencing on the local, national and international fields.
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ALBOAN project 2009/2013
Mission
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Mission
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We are the Jesuit’s NGO placed in Loyola’s Province and we act in the development cooperation. On the basis of a Christian spirituality, we combine people and organisations’ wills and efforts, from the North and the South, in order to generate a citizenship committed itself to the human
development, sustainable and affordable for all people under equal conditions. Our specific contribution to carry out the duty mentioned consists of: o Provide education and training to people and groups, to make easier their commitment to the justice. o Boost organisations that work in favour of the social transformation. o Influencing, working together with other organisations, in public policies that involve the human development. In our opinion, this is the real shared way of listening, dialoguing and constant help, where both of them feedback and question each other what they are and what they do. To enable this support we promote the spiritual living and the acts of meaning that encourage us, as we are aware they produce belief and motivation to contribute to build a culture of justice.
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ALBOAN project 2009/2013
Vision
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Vision
we would like to help to train a responsible citizenship, involved that includes people and cultures.
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We walk together with people and organisations around the entire world towards a horizon where the human development, the decent living and the fairness are human wealth. The next five years we would like to help to train a responsible citizenship, involved that
includes people and cultures: o Going with poor people’s organisatios in their social and political construction in order to they can take control over the development processes and they improve their living conditions. o Offering inclusive proposals about education, communication and social participation that set up options to the prevalent cultural pattern that generates unfairness. o Working in favour of an equal basis for men and women. o Having an influence in the political decision fields that damage the excluded collectivities’ living in the South, through the political incidence and the participation in networks. o Transmitting efficiently what we do as a part of our task of social transformation and also as a way to reach more social support and public presence close to us. Therefore, we get envolved to develop ourself as a creative and open-minded workteam: o We take Alboan’s mision and values as our own, we offer a qualified monitoring process and we learn from the experience. o Our activity includes symbolic and spiritual aspects that provide life with motivation and human depth.
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ALBOAN project 2009/2013
Values 17 ::: ALBOAN 2009-2013
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Values
Our “modus operandi� is based on the monitoring process and throught it we convey what we are. We intend the human development as a process where success, activities and plannings are important, as well as how we do it and the ways to set up relations and walking together with many people and organisations. Therefore, our own transformation, as people and organisations, is placed at the beginning of the alternative culture and the supportive communities’ construction. We especially need to build some essential values to rise to this challenge. Neither of them is more important than others, all are necessary and all complement each other to achieve our typical institutional style. We are aware that we have a long road ahead; we want to go into these values in depth to fit them into our daily routine.
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Looking after people The basis of the ALBOAN Project is the person. Our engagement with the mission involves personal and institutional relations based on esteem, confidence and mutual respect. All this requires cultivating a flexible institutional style capable of dealing with any person’s living situation at all times.
Active and responsible involvement Taking part is one of the citizens’ essential values that we want to build. We intend a participation process where people and organisations influence on the policies, strategies and actions that affect them as well as they involve themselves in decisión making process. Internally, we think that the necessity to organise itself must not cancel personal contributions but to empower them.
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Values
Transparency Beyond the legal responsibilities to answer anybody for our actions, we will prioritize communicate the strategy, policies, activities, results and assessments arised from ALBOAN’s business. In the same way, we will explain adopted measures or decisions to arrive at our mision. We apply this engagement to the organisation’s internal area (hired workers, volunteers, donors‌) as well as to the society.
Availability for training Learning is essential to grow up. It does not only consist of learning knowledge, abilyties or actitudes but also analyzing past experiences to improve those will come in the futur. Thereby, we will reinforce the assessment, the systematization and the judgement.
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Creativity and innovation Creative and innovative people and institutions are neccesary to make this new alternative culture to the present thinking way sprung up.
Effectiveness and efficiency Our resources are limited and we are responsible for the way that they are used. We want to manage it effectively (pointed objectives are carried out within the agreed time) and efficiently (best results for resources available).
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ALBOAN project 2009/2013
AiMS AND STRATEGiES 23 :::
A L B OAN 2 0 0 9 - 2 0 1 3
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Aims and Strategies
1. Education and Participation PROMOTE
AN ACTIVE AND INCLUSIVE CITIZENSHIP BY THE EDUCATION AND SOCIAL PARTICIPATION.
The educational process takes up the entire person’s life. It starts in its setting, where the person begins the socialization process; it continues in the compulsory training and includes also many experiences that happen to people during their early and adult life. We intend that the educational process can and has to promote the commitment and the social participation, which turn themselves into privileged training espaces. These processes, education and participation exercises are the mainstay of the citizenship’s construction committed with the good of the community.
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To progress towards the pointed objective, ALBOAN proposes the development of the following strategies:
1.1
- Promote the universal access to basic free education in terms of equity and quality.
1.2
- Give advice and ongoing support to educational institutions.
1.3
- Training proposals (made in Alboan or in our allied organisations) in the not ruled education area.
1.4
- Make proposals to reinforce the involvement and the social participation.
1.5
- Monitoring people, groups and organisations in such a way that they can constitute themselves as actif individuals in public life.
1.6
- Promote Nort-South thinking, exchange and learning spaces about experiences in education for the citizens and social participation.
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Aims and Strategies
2 . Economic and Productive Development HELP
TO THE ECONOMIC AND PRODUCTIVE DEVELOPMENT’S STRATEGIES IN THE
SOUTH
COMMUNITIES.
During the last years, in most of the countries who we work together with, plans to improve the production in rural areas, progresses in commodities commercialization, and rotating funds for communities’ loan with actions pointed to reach the basic alimentary autonomy have been constantly achieved. The partners, who we usually work together with, have shown us that our job can never be separated from the person’s growing process. The communities’ organisation around production and commercialization, the political joint of producers’ associations, the solidarity networks for the individual and social improvement or the link between plans to increase incomes and health or education are some simple and practic examples of the entire development that we would like to manage. Finally, our commitment in favour of the fair trade and the responsible consumption, confirmed after our association with KIDENDA in 2005, allows us to link this strategical aim with the ALBOAN`s main objective in this planning, the “vision”, already explained in point number three: “training of a respon-
sible and involved citizenship”.
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The strategies to progress towards this objective:
2.1
- Draw up a discourse and a position about the economic and productive development model we put effort into it.
2.2
- Give support to our partners in the South for their proposals to access to the natural resources and food security.
2.3
- Give support to our partners in the South for the promotion and the improvement of the excluded population areas’ productive processes.
2.4
- Promotion of the social and political organizaciĂłn (North-South) in order to improve the control of the poorest communities on their market access and also the impact they have on the consuming communities.
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Aims and Strategies
3. Alternative Experiences MONITORING
PEOPLE AND GROUPS TO DEVELOP
ALTERNATIVE EXPERIENCES, LIVED AND SEEN AS OPTIONS WHICH PRODUCE CHANGES IN THE PERSON, IN THE COMMUNITY AND IN THEIR SURROUNDINGS.
We intend the alternative experience as the experiences of a group including the following aspects, in the whole or some of their activities: o Have some innovative component in the personal, social or institucional development, to promote a social culture in favour of the justice. o Go from the local experiences to an open-minded thinking way to the global reality. o Put upside down traditional power relations Furthermore, in the experiences will be valued that: o They are a reference for other similar experiences we work together with. . o They focus on the gender approach or on the transverse process of the spiritual side. o They include the multicultural side of the society where they are settled. o They have communication and/or continuous appraisal.
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The strategies to progress towards this objective:
3.1
- Internal and external dialogue (with partners and ALBOAN teamwork’s people‌) about the content and the direction of the alternative experiences.
3.2
- Research and investigation of posible alternative experiences on the surroundings.
3.3
- Establishing a specific link program with mentioned experiences.
3.4
- Make and incorporate in the organizacional practices what is learned.
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Aims and Strategies
4. Communication Skills ALBOAN
HAS TO IMPROVE THEIR COMMUNICATION SKILLS
TO CONTRIBUTE TO THE SOCIAL TRANSFORMATION AND ALSO TO REACH MORE SUPPORT FOR THE PROJECT.
To communicate is essential: to join wills and efforts from people and organisations; to teach new values, attitudes and behaviours; to explain to the society our activities with the reasons of our modus operandi and their impact; to present what is the specific in our project; to bring up to our society directly from the active part the reality and the culture of the communities in the South; to approach the local and international discusses involving the human development to the public opinion and also to encourage the development’s policies. For the next years, we would like to intensify our commitment in favour of a pedagogical communication that makes easy to understand our messages and strenghts their capacity to transform. From this point of view we will revise our ways, our communicative actions and also our collaboration with the traditional mass media. Moreover, under the protection of the new technologies, there are new media that are changing the communication languages, weakening the line between transmitters and receivers and empowering the audiovisual and interactive communication. Once these media were analised and put in practise we hope to develop new ways to make relations with our social basis.
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To progress and reach this objective, ALBOAN will work to improve their communication skills and will start the following strategies:
4.1
- Develop an own communication style to distinguish ALBOAN from the others organisations because of their pedagogical communication.
4.2
- Coordination of messages, mass media and publics.
4.3
- Spread alternative experiences lived and visualised as transformer options.
4.4
- Spread ALBOAN’s position among entitled agents and the civil society.
4.5
- Spreading achieved learning yearly.
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Aims and Strategies
5. Political Impact STRENGHTEN
THE CAPACITY OF IMPACT OF
AND PARTNERS IN THE
SOUTH
ALBOAN
IN THE POLICIES
LINKED TO THE PRIORITY FIELDS.
The monitoring process to underprivileged people and the plannings to improve their situation have to be supplemented by a transformation of the social attitudes and also by insisting in the public policies that make them work up. In this case, the changes produced by these plans will be stronger and they will endure for long time. “Insisting” on the public policies consists of carrying out some of the following actions: 1.// get a place for the subjects that were not placed before on the political agenda; 2.// place the subject mentioned in a certain “framework” and “language”; 3.// manage the language is accepted; 4.// manage to make decisions about policies including the points of view of people who want to insist on; 5.//manage to change policies and also some actors’ behaviour. The political pressure includes different action ways: research, lobbying/intriguing, training/awareness, social mobilization and educational communication. To be truly effective, our pressure job has to be in kepping with the interests and the specifications of our partners in the South; to reach this, it is necessary to promote the involvement of the partners to persist in the pressure job (awarening, financing projects, arranging seminars, etc.)
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5.1
- Specialization in priority thematic areas. o Access to basic education. o Natural resources and raw materials’ management. o International cooperation policies.
Besides these subjects, we will pay special attention to analyse the relationship between migrations and local development.
5.2
- Draw up work plannings with partners to persist in the political pressure job.
5.3
- Consolidate and identify networks to persist in our strategic matters.
5.4
- Stimulate meeting and discussions spaces with public organisations, NGDOs and academic institutions about priority pressure subjects.
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Aims and Strategies
, 6. ALBOAN Team s Training STRENGTHEN
TEAM’S STRATEGIC ABILITIES AND PROMOTE
THE LINK BETWEEN PEOPLE AND
ALBOAN’S
MISSION AND VALUES.
ALBOAN’s mission invites people and organisations to take part in a common project in favour of the social justice. ALBOAN’s job consists of energizing the involved citizenship with the common good from the own living options. In this regard, we think that ALBOAN team has to be credible and we have to grow at the same life tune as our own project. From 2006 we have been working with the professional development plans. This methodology analyzes the personal situation in knowledge, skills and attitude regarding every profil and it allows planning training actions. In this planning exercise we must revise and improve actual plans adjusting them to the necessities arised from this new strategic planning. The implementation of the spirituality as an essential ingredient in our activies and also our work in favour of the gender equality are two key elements for running the next years. The reflection and the specific training in these subjects will be essential to reach this objective. Finally, start training and the spaces where we could share and hold will be essential.
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In order to reach it, we will develop the following strategies:
6.1
- Training plans and support for them.
6.2
- Promote a laboral atmosphere that makes easy the harmonization of work and personal life for hired team’s people.
6.3
- Internal training spaces among specialists of different areas, in key subjects or activities for the success and the ALBOAN’s credibility.
6.4
- Experiences of insertion (North and South), attended and pointed to the personal transformation.
6.5
- Revitalize an apostolic community with ALBOAN’s own agenda.
6.6
- Start spaces for all the team where learn, share and hold are present.
6.7
- Empowering team’s communicative abilities.
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Aims and Strategies
l
7. Cross Cutting Matters INCORPORATION
OF THE GENDER EQUALITY AND THE
SPIRITUALITY AS CROSS-CUTTING CENTRAL THEMES IN THE ORGANIZACIONAL CULTURE.
During the period 2009-2013 we will focus on two matters to develop them in a transverse way inside the organisation: the gender equality and the spirituality. At the moment both are in differente levels of development, therefore the strategies will be raised in an independent way. Regarding our work in favour of the gender equality, ALBOAN has a diagnostic study, a document about gender policy and also a group for more stable participants leading the process in the organisation. However, concerning the spirituality, our work is starting and firstly it needs an internal reflection process to clarify what “spirituality” word means for us and what characterizes the “Ignatian spirituality” in our organisation.
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The gender group with the apostolic community will lead this process and both will invite the team to take part implementing the following strategies:
7.1
- Consolidate of training and reflection spaces on the cross-cutting matters.
7.2
- Incorporate gender equality in the activities and organisational culture.
7.3
- Assessment and sozialization of the learning process on the team.
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Aims and Strategies
8. Process Management LINE
UP THE ORGANISATION WITH ITS STRATEGIC OBJECTIVES
THROUGH THE PROCESS MANAGEMENT THAT ALLOWS LEARNING FROM THE EXPERIENCE AND EXPLORING NEW ALTERNATIVES TO IMPLEMENT SUBSEQUENTLY IMPROVEMENTS AND INNOVATIONS.
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We consider key processes those help us to achieve the strategic objectives and require the coordinated participation of several work areas. To line up the organisation with the objectives of the strategic planning, the following strategies will be launched:
1.1
- Explain and implementation of key processes.
1.2
- Implementation of an evaluation integrated system into the organisational culture that includes the socializacion of the results inside and/or abroad, as appropriate.
1.3
- Systematize ALBOAN’s experiences, extracting lessons, identify improvement and sozialization actions where is suitable.
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ALBOAN project 2009/2013
Strategic Indicators 41 ::: ALBOAN 2009-2013
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Strategic Indicators
Institutional economic Sustainability 1. 2. 3. 4.
Global cleared Budget. % of global private financing. % main financial backer (public or private) over the whole of the earned income. % of expenses deficit.
Effectiveness / Results EP EPD EP
EP AE CS PI CS PI PI ATT PM
EP EPD AE
5. Nº of people by year trained by ALBOAN. 6. Total number of members and donors. To ALBOAN. To GUJERAT. To Faith and Happiness (Fe y Alegría). 7. Private Funds to Gujerat. 8. Private Funds to Faith and Happiness (Fe y Alegría). 9. Nº of partners . 10. Nº of alternative experiences who we have carried out with some action (whole Strategic Planning). 11. Nº of appearances in mass media. 12. How many people visit ALBOAN web?. 13. Nº of research in which we are involved (whole Strategic Planning). 14. Nº of networks, coalitions and partnerships according our strategy. 15. % of objectives achieved in Professional development plannings in five years. 16. Nº of key processes set in motion.
Education and Participation Economic and Productive Development Alternative Experience
CS PI ATT
Communication Skills Political Impact
CCM PM
12M € 50% 25% max. 0%
1.500 10.000 2.100 7.000 900 1.700.000€ 800.000€ 20 5 500 50.000 20 16 75% 5
Cross-Cutting Matters Process Management
ALBOAN Team’s Training
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Participation EP
EP EP CCM
18. Nº of reflection’s spaces prepared by ALBOAN (whole Strategic Planning). 19. Hired personnel’s satisfaction level about participation. 20. Nº of sozialization internal spaces to divulge learning and systematizations (whole Strategic Planning). 21. Nº of calls for actions we offer and in which we take part, 22. Nº of proposals of citizenship vigilance in which we take part (whole Strategic Planning). 23. Nº of people taking part in reflection and training spaces about the spirituality applied to our processes.
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20 80% 5 3 3
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Strategic Indicators
Monitoring process EP EP
24. Nº of collaborator. 25. Nº of groups and partners in the North we go with.
130 20 20 125
ATT
26. Nº of teaching institutions we go with. 27. Nº of partners in the South we go with. 28. Satisfaction level of people, groups and organisations we go with in the North. 30. General satisfaction level of hired workers (yearly measurement).
ATT
31. Proportion of hired people who dismiss.
EP EP EP
80% 80% 5% max.
Gender equality CCM CCM CCM
32 % of organisations working in gender area or in a specific gender policy. 33. Nº of alliances with women’s organisations. 34. Nº of people resorted to conciliation measures.
35% 6 30%
Impact
EP EPD AE CS PI
EP EPD AE
36. Nº of plans endowed with impact measurement (whole Strategic Planning).
Education and Participation Economic and Productive Development Alternative Experiences
CS PI ATT
Communication Skills Political Impact
3
CCM PM
Cross-Cutting Matters Process Management
ALBOAN Team’s Training
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APPENDIX 1:
Gender Policy 45 ::: ALBOAN 2009-2013
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APPENDIX 1: Gender Policy
1. Our vision provided with transformer vocation The ALBOAN mission declares its vocation for building a citizenship involved with the human development and the search for justice. Bearing in mind this horizon of justice, all people must have the right and the opportunity to develop completelly all their capabilities and also to build their identity at liberty without any discrimination. However, we realized both in the North and in the South, the chances of development for men and women are being inequitable, wich shows both relationships and social positions are hierarchical structured.
We aim to be an organisation that, overcoming different external and internal obstacles, banishes any discrimination in whatever of its areas (both in the institucional and the personal) and through our activity we go with other people and organisations building a citizenship involved with the equality between women and men. We inted the equality in a wide meaning, considering the diversity and referring not only to the starting conditions in the access to the rights, the power and to the resources and economic and social benefits, but also referring to the conditions to practise and really supervise them. In order to reach it, we go for: o Incorporate in a cross-cutting way, the gender point of view in all our work areas as in our behaviour way, through the following tools: - Training in gender, specifically to the empowerment. - Look for participation spaces that allow all people’s involvement. - Go deeply into our gender culture, personally and institutionally, tackling evident and disguised aspects. - Desing and support the specific gender indicators of process and impact. o Influence directly in aspects that causes inequalities, through positive actions, that is to say particular and temporary measures to compensate inequality situations from those women start, in order to reach a final equality scenary between men and women.
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2 . Action
planning
In addition to the areas mentioned (training, participation, culture and indicators), the planning will have two action levels: organisation’s internal and external level.
2.1
- Training strategy Internal level: o Offert training spaces for team’s people to understand and include gender equality aspects in the organisation’s activity, emphasizing on communicative and negotiative aspects. External level: o Incorporate the cross-cutting gender in our training proposals and also specific meetings to train in this subject. o Monitoring people, groups and partners we will share our work in favour of the gender from the cross-cutting point of view and we will put at its service the necessary training resources. o In the countries where we stay we will try to collaborate with, at least, some women’s and/or feminist organisation.
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APPENDIX 1: Gender Policy
2.2
- Participation strategy Internal level: o Empowering team’s communicative skills, considering gender specifications in our communication and starting from the women’s inequal participation and presence. o Promote that women take on leaderships in work teams. o Support for the assessment of the participation’s quality in the personnel satisfaction interviews. External level: o Make clear in our offert of involvement and participation’s posibilities, the improvement aspect of women’s situation and the promotion of the equality. o Contribute in the monitoring process of people, groups and partners to come down to specific actions that make easy to take part in the construction of an equal society. o At least, take part in a network which goes in a specific way in favour of gender.
2.3
- Gender culture strategy
Internal level: o Develop the conciliation planning. o Strenght the gender group in our organisation, bringing its reflection and work in order to this policy can go ahead in an effective way. o Identify and incorporate inside the organisation and in every departament’s activity the ratified aspects, especially those are on the gender policy. o Reconsider the appraisal for the performance of the duties, putting in appraisal criteria linked to the equality. External level: o Communicate and sozialize our commitment in favour of the gender and the results we have achieved.
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