© Fundación Corona june 2011
Board of Directors President Daniel Echavarría Arango Principals Elena Echavarría Olano Virginia Garcés Luis Felipe Carvajal Echavarría Pedro Miguel Navas Juan Mayr Maldonado Pedro Vargas Gallo Marco Fidel Rocha (to february) Gabriel Echavarría Obregón (to february) Alejandro Eder Garcés (to september) Beatriz Londoño Soto (to august)
Editorial Direction Bernardo González González Johana Jiménez Vanegas
Technical Team
Text and Edition Johana Jiménez Vanegas Luz María Gallo Álvarez Bernardo González González
Executive Director Ana Mercedes Botero Arboleda (since december) Emilia Ruiz Morante (january - november) Social Managers Carlos Alberto Casas Herrera Martha Lucía de la Cruz Federici Nicolás Bermúdez Vélez Cheif of Finance and Administration Sandra Pinilla Morales Techical Coordinators Johana Jiménez Vanegas Luz María Gallo Álvarez Donations in Kind Program Magda Liliana Ruiz
www.fundacioncorona.org.co fundacion@fcorona.org
Translation James Stephen Weiskopf Photography Julián Lineros Pacto de Productividad Design and layout aZoma Criterio Editorial Ltda. Sandra Barbón Print Offset Gráfico Editores Ltda. Printed in Colombia Fundación Corona Calle 90 No. 13A - 20 · Of. 503 Teléfono: (57-1) 400 0031 Fax: (57-1) 401 0540
Content
5 Presentation
6
24
The Origin of our Foundation
Gifts in kind
7
Social Investment
25
Main Essay Mission, Focus and Results
26 2010 Financial Statment
12
Local and Community Development
15 Health
18
Education
21
Entrepreneurial Development
30 Foundation partners in 2010
31 Strategic Plan, 2011-2015
32 The presence in Colombia
33 Publications 2010
36 The Foundation at internet
Presentation
Friends of the Corona Foundation: The coming five years offer a unique opportunity to promote our work, which aims at social development, quality of life and equity in Colombia. I especially refer to these five years because they constitute the period assigned for carrying out the strategic plan drafted in 2010 by the Family, together with the Directive Council and the Foundation’s team. The resulting plan maps a route which underlines the importance of implementing integrated interventions, with an emphasis on strengthening capacities and creating opportunities. Naturally, the catastrophic situation caused by the recent floods compels us to join in the national efforts, already underway, to provide the victims with relief and humanitarian assistance. In 2010, in fact, the Foundation closed a planning cycle which consolidated several successful models of intervention. It is worth mentioning the “How we are doing” Network of Cities, an innovating model which is recognized as a national and international point of reference and now includes eight cities in Colombia and 40 in Latin America; the Literacy reading and writing skills program, with a methodology that transforms the attitudes of teachers and children; and the Focus program, aimed at strengthening the collective work and capacities of grass-roots organizations. This is my first letter to you as the Foundation’s Executive Director, an opportunity which allows me to reflect on the future, with a special focus on territory as a dynamic space where the citizens converge as key stakeholders in development processes, and communitybased organizations play a leading role in the process of deepening democracy through the influence in the public sphere. I thus invite you to become familiar with the work done by the Corona Foundation in 2010, as set forth in this report, which also includes a short essay on sound governance for foundations, a strategic aspect of social administration we hope you will find useful.
Ana Mercedes Botero Executive Director 5
The Origin
of our Foundation
F
ounded in 1963, the Corona Foundation is the result of the social commitment of the Echavarría Olózaga family, which, for the past 75 years, has played a leading role in the promotion of the country´s industrial development through the creation and management of Corona, a business organization mainly devoted to the manufacture and trade of ceramic products. Strongly committed to the economic development of the country, they have shown a profound sense of responsibility towards the society in which they live. The original aim of the Corona Foundation –formerly called Santa Elena Foundation, in honor of doña Elena Echavarría Olózaga– was to promote the integral growth of the communities in and around its manufacturing plants’ area of influence. At that time, the Foundation directly ran assistance programs mainly in the fields of education, housing and health. In the late 1980’s, at a time when Corona was undergoing major organizational change in order to adapt to the new requirements of an open and globalized economy, the Foundation changed its name, adopted its current name and made four crucial decisions. First, that it would no longer directly operate programs and projects, but act, instead, as their facilitator or promoter. Second, the 6
Fundación Corona
spectrum of its intervention was broadened to society as a whole, and the responsibility of working with the communities was left to Corona Organization’s companies themselves. Third, it formed a highly professional executive and technical team. Finally, it established a solid endowment. Since then, in alliance with public and private sector institutions, the Foundation has devoted itself to carrying out a wide scope of programs which benefit the whole country. The Corona Foundation’s work concentrates on strengthening capacities to promote social development, quality of life and equity in Colombia through the design and implementation of models that are innovatory, replicable, integrated and sustainable. Towards this end, the Foundation supports and finances initiatives which it undertakes in alliance with diverse entities like NGO’s, universities, foundations, corporations, citizens’ organizations, research centers, local governments and multilateral agencies, among others. To help achieve these results the Echavarría Olózaga family continues to inspire, guide and encourage the work of the Foundation by actively participating in its top-level and strategic direction.
Main Essay
Main Essay
Mission, Focus and Results
“C
Javier Martín Cavanna President, Fundación Compromiso Empresarial (Entrepreneurial Commitment Foundation - Spain)
omplex” is the most suitable term to define the environment of continual change that marks any activity in this day and age. In line with the idea of Harvard professor Rosabeth Moss Kanter, the current situation may be compared with the croquet game in Alice in Wonderland, where the players are faced with constant and unpredictable changes. In that fictional game, nothing remains stable for very long because all aspects of it have a life of their own and constantly
change around the player. The mallet which Alice uses is a flamingo which tends to raise its head and turn in another direction just when Alice is about to strike the ball. The ball, in turn, is a hedgehog, another animal with a will of its own. Instead of keeping still for Alice to strike it, the hedgehog unrolls itself, gets up and heads to a different part of the field and sits down again. The hoops are playing-card soldiers arranged and rearranged in new positions at the whim of the Queen of Hearts. If you replace the mallet with technology, the hedgehog with employees and clients and the Queen of Hearts with donors and financial institutions, you will have a good picture of the situation in which many foundations find themselves. In a scenario like the one we just mentioned, little can be predicted beyond the very difficulty of foretelling the changes. Whatever the future configuration of organizations may be, one thing is clear: their survival is going to depend on their ability to quickly respond to changes. And this is not only a matter of passively adapting themselves, but also doing so in a way that allows them to be faithful to the organization´s mission. And the question that immediately arises for any organization is: who should make decisions about such weighty matters? Who is thinking about these changes and the way they might affect its mission? Nobody seems 7
to be concerned about it. The executive director doesn´t seem to have the time, since he is busy enough surviving the running of daily operations. As for the members of the board of directors, when they are asked about their role in this problem, they wind up admitting that they spend a great part of their time in secondary matters, in attending endless meetings. Yet the problem between the board of directors and the executive director is not limited to deciding who should formulate the mission and adapt it to changes, but extends to other ambits. The executive director often complains, on the one hand, that the board of directors fulfills a merely decorative function, or, on the other, that it interferes in matters that no do not pertain to it. The members of the board, for their part, maintain that the executive director 8
Fundación Corona
does not keep them informed of In that fictional game, his activities and nothing remains stable for very long only remembers because all aspects of it have a life of them when he their own and constantly change around asks for money. No the player. one seems to be sure of his place in the overall scheme, nor what his precise role is. There is an enormous confusion about the contribution which such governing bodies can make to their respective institutions. Real life shows us that most boards of directors are made up of a galaxy of “stars” who are busy with routine and administrative tasks. The members of the board are not used to rendering accounts of their work (accountability), nor does the organization really know how to take
Main Essay
Who is thinking about these changes and the way they might affect its mission?
advantage of their talents.
For any board of directors to function as it should, the great challenge is to turn dreams into concrete realities. To achieve this, we must fix our gaze on three elements: the mission, the focus and the results.
1. The mission The first function of the board of directors is to be aware of the importance of the mission in the organization’s life, take it into account when the time comes to formulate their strategy, reexamine it periodically and keep alert to possible changes that may affect it. Not every organization has a clearly defined mission. If that were the case, it would fall to the board of directors to initiate the formulation of the institutional mission. Now, the mission is not a rigid and unchangeable concept. It is up to the board to be alert to the changes which may affect the fulfillment of the mission and judge the suitable responses.
2. The focus Napoleon remarked that you need three things to win a battle: money, money and money. Well, although it may not appear so, in non-profit organizations the problem is not the lack of money but the lack of focus. One of main weaknesses of Third Sector organizations (foundations, associations, NGO’s, etc.) is wanting to take on too many activities, without renouncing any of them. This attitude is quite understandable, since
the needs these organizations attend to are very large and very serious ones (there are so many persons who are undernourished, countless children whose parents cannot afford to send them to school, thousands of the ill who cannot receive an adequate treatment, etc.) that it is not easy to stop trying to help them. But such organizations should resist the temptation to attack on all fronts. The problem with many boards of directors is often that their members lack, not technical ability or enthusiasm, but focus. It is hard for non-profit organizations to abandon an activity they have carried out for a long time. When a program is ended, it is usually because funding has not been obtained. In far fewer cases does this happen because there is no longer a pressing need or the conclusion has been reached that the resources would be better invested in another activity or the program being funded is not entirely consistent with its mission. Indeed, no organization can be considered to have matured until it has decided to abandon a program or reduce an activity after learning that it does not fit into its mission. An organization’s consistency has more to do with decisions about what not to do than what has to be done.
3. Results There is a temptation to forego a rigorous examination of foundations’ responsibility, for the mere fact that they are organizations with a strong social commitment. One has the impression, at times, that all that is needed to justify the existence of these organizations is a mere statement of a social aim. But we all know that what justifies an organization are its results, not a merely 9
rhetorical declaration. All who work in the sector of foundations acknowledge that the great challenge for most of these organizations is to transform their mission into the accomplishment of concrete and verifiable results. Most foundations emphasize the amount of funds which they gather and transfer: this is often their main indicator of effectiveness and so the “ratio� of the money they collect to their institutional spending becomes the magical figure for measuring their efficiency. It is obvious that the mere fact that we act as intermediaries for such resources does not in itself ensure the fulfillment of our aims. The boards of directors of foundations should become increasingly aware that their main function is to administer change, and at the same time, impel it. They must learn to anticipate such changes, yes, but above all, they must themselves become agents of change who work for a fairer and more equitable society. This task is worth the effort.
10
FundaciĂłn Corona
Areas
Local and Community Development Outstanding achievements in 2010 RedEAmérica: Colombian fund for grass-roots development, incomegeneration and education Six on-going projects with community organizations, which are advancing towards higher levels of integration with educational institutions, aiming to contribute to their communities’ development.
Twenty on-going projects focused on strengthening community organizations which have advanced in the creation and consolidation of cooperative or associative enterprises and small-scale productive chains on a local level.
RedEAmérica: PorAmerica Fund for the promotion of grass-roots development and income-generation in Peru, Argentina, Brazil, Chile, Colombia, Ecuador and Mexico Out of 33 organizations which applied for support from the Fund, 29 were selected, 18 being Colombian. Empowerment of communities under the risk of displacement 16 rural grass-roots organizations which work for civic conviviality and peace-building are in the process 12
Fundación Corona
of strengthening their collective capacities.
The “Education for Civic Conviviality and Peace-building” guidebook, oriented towards practices and pedagogical methods about the life of organizations, their values and principles, respect for rights and citizens’ responsibility.
Civic Prize for a Better City This prize publicizes and documents the work of 30 community-based organizations (10 in each of three cities: Cali, Cartagena and Bogotá), whose
Local and Community Development
We promote citizens’ participation, transparency and the effectiveness of local governments.
We continue to be a benchmark and inspiration for the replication of our programs in Latin America: the Cómo Vamos program was adopted this year by Jalisco (Mexico) and La Paz (Bolivia).
“How we are doing” Council Along with the Network of Observatories on City Councils (Red de Observatorios a Concejos), specifically those of Bogotá, Cartagena, Barranquilla, Cali and Manizales, we continue to provide forums to discuss the performance of municipal councils.
A process is under way for reviewing future challenges that will incorporate n e w in di c ato r s an d inn ov at i ve activities.
Citizens Caring for Public Affairs We are helping to strengthen the capacities of fif teen grass-roots organizations which carry out exercises in citizens’ oversight, influencing the formulation of public policies that administer US$ 5,000,000 in government resources for health, education, basic sanitation and the environment. projects contribute to the improvement of the quality of life in their local contexts.
“How we are doing” Network of Cities The network of Cómo Vamos cities has grown to eight which promote and contribute to fiscal transparency and accountability, as well as the improvement of public policies (Bogotá, Cartagena, Cali, Barranquilla, Medellín; since 2010, Valledupar and Ibagué).
Together with Avina we are leading the creation of the Latin American Network of Fair and Sustainable Cities.
We are training 500 leaders in the areas of citizens’ participation, transparency and the fight against corruption, social control tools and mechanisms for access to information.
Initiative for the Promotion of Citizens´ Participation We a r e d e e p e n i n g k n o w l e d g e about trends in and the dynamics of participation in Latin America, in order to encourage more relevant actions for its promotion and strengthening.
13
An outstanding project: How we are doing, Bogotá
The pedagogical effectiveness of this device is undeniable. As a mayor, you feel that you are surrendering a substantial part of your power. It is one thing to render accounts, naturally with an emphasis on one’s own achievements and a fairly selective mention of one’s failures, and it is another to be faced with a report card which deals with more and more aspects [of your work] and whose objectivity is socially acknowledged. Thus the public discussion of the city and evaluation of its leader undoubtedly acquires more solid foundations Antanas Mockus Former Mayor of Bogotá
The virtue of this program is that it puts everything into place, with a long-term policy which provides a scrutiny and an evaluation coming from the private sector, regarding not only public officials, but also public institutions Luis Eduardo Garzón Former Mayor of Bogotá
Thanks to its success, the program has been replicated in five Colombian cities and others in Latin America. In addition, its work has won a national and international recognition. For that reason, it is not surprising to find praise like the one I heard from Antanas Mockus: ´When I travel around Latin America, I spread my enthusiasm for ´Bogotá Cómo Vamos´. For me, it is the most intelligent investment of the private sector´ Carlos Córdoba Coordinator of Bogotá Cómo Vamos
14
Fundación Corona
We propose adjustments to public policies aimed at improving the quality of life in Bogotá; and we encourage the debate among different stakeholders in order to delineate a collective imaginary about our quality of life and the construction of a fair and sustainable city.
Health
Health Outstanding Achievements in 2010 We contributed to the improvement of the quality, relevance and coverage of health policies, institutions and programs.
This is how we are doing in health As every year, we have currently identified and publicized fifteen grass-roots organizations’ experiences aimed at improving the quality of life with their health projects in 2010.
In alliance with the Cómo Vamos programs, we are analyzing and publicly debating strategic aspects of the health sector: maternal mortality, presidential candidates’ proposals, and the successes, failures and lessons for Colombia to be found in the world’s health systems, among others.
Multi-disciplinary approach studies of the health sector in Colombia We supported the drafting of two studies with a multi-disciplinary approach to redesigning the unified benefits plan and the setting of priorities in health, to be carried out in a legitimate and timely manner in order to influence the process of the health sector reform. These studies are carried out in association with Los Andes, Harvard, Bergen and Berlin universities.
15
Fund to support the implementation of the Sexual and Reproductive Health policy in Chocó An external evaluation and systematization of the program allows for sharing the lessons learnt and serves as the basis for the consolidation and future replication of this model.
The model is being documented by RedEAmérica for its use in the promotion of links between health and grass-roots development. Because of its liaison between public policy and local development, the program was presented at a round table held by the Canadian Foundation for the Americas.
Outstanding Project Fund to support the implementation of the policy of Sexual and Reproductive Health in Chocó
The Fund for Sexual and Reproductive Health in Chocó managed to place the subject of sexual and reproductive rights on the public schools’ agenda. This is beginning to expand from talks on sexuallytransmitted diseases and HIV-AIDS prevention to much broader areas: support for education on sexuality, including parents; getting the community and health institutions to sit down together and talk things over Piedad Osorio Fundación Plan
16
Fundación Corona
Health
When Cristina arrived, in our first talk I was able to understand rights in the field of sexual and reproductive health. To me it seems wonderful that they have made us aware of many things: for example, I had doubts when people told me that a wife had to agree to have children whenever the husband wanted, that is, you now realize that it’s not like that . . . One has a child when one wants to, it should be a mutual agreement, it shouldn’t be an imposition Jazbleidy Prada Marmolejo High-school Teacher at the Bahía Solano School
When the Fund for Sexual and Reproductive Health came to the hospital here, we were not doing fieldwork in the countryside. We had certainly neglected assistance to children and pregnant women. Now we are fully engaged in the rural areas and have obtained very good results Rocio del Carmen Gutiérrez Assistant Nurse, Tadó Hospital
We are strengthening the capacities of health and educational institutions, and local communities and authorities, to improve the exercise of sexual and reproductive health rights in a participatory way, in the municipalities of Quibdó, Istmina, Tadó, Condoto and Bahía Solano. 17
Education Outstanding achievements in 2010 My first steps towards excellence We qualified 60 school teachers and supervisors for the implementation of sound pedagogical and nutritional practices. Thanks to this program, 2,130 children in Barranquilla enjoy a healthier diet. Good parents, Good start We helped to strengthen the parenting and childcare skills of 220 Corona employees and their families in Sopó, Bogotá and Madrid (Cundinamarca) and Girardota, La Estrella, La Unión and Sabaneta (Antioquia). Literacy Reading and Writing Skills Program We began to replicate the model in Cartagena, benefiting 5,000 students and 160 teachers from six public schools in that city.
We aided the improvement of the reading and writing skills of 2,203 teachers (men and women) and 71,478 boys and girls from the pre-school level to third and fifth grades in 21 public schools in Antioquia, Cundinamarca, Valle del Cauca, Manizales, Soacha, Medellín and Cartagena.
We arranged for an external evaluation of the model, which raises new challenges with regard to improvement and innovation in the quality of teaching of reading and writing to children.
Numeracy Number Skills Program We established links with Literacy, potentializing pedagogical proposals for mathematics among 412 school teachers who are responsible for 11,096 students in Antioquia.
We helped to strengthen the quality, relevance and coverage of initial, basic and intermediate education, in order to open more opportunities for children and youngsters from poor families. 18
Fundación Corona
Education
Friends of Water Program We began to replicate the model in Caldas and La Estrella (Antioquia).
We expanded our coverage in munici palities of Cundinamarca and Antioquia, and now benefit 694 teachers and 22,638 students from pre-school level to the 5th grade of primary school.
We launched the www.clubamigos delagua.com website to share and disseminate the Program’s teachings.
Social observatories for the quality in education We began to replicate the model in Barranquilla, where the First Statistical Report (up to 2009) presents recommen dations for designing strategies to deal with dropout rates and improvement the quality of education.
We launched and disseminated the Third Statistical Report, with results up to 2009 in Manizales and Caldas. Among its recommendations there was an emphasis on the need to design programs to include disabled students.
Education: A Commitment of All We did in-depth analyses on a local level in Bogotá, Cali, Medellín, Cartagena, Barranquilla and Manizales, in alliance with the “Who are doing” programs and the Social Observatories for the Quality in Education.
We disseminated five new studies which analyze key indicators for the educational system, from pre-school to higher education, as well as topics dealing with free educational services, the dropout phenomenon and repetition of year.
Outstanding projects Literacy (Reading and Writing Skills) and Friends of Water Program
In contrast with most short-term professional development programs, which are disconnected from teachers’ needs and workplaces, Literacy has developed a long-term perspective, which creates a professional community to support schoolteachers’ permanent development, and is based on the analysis of teaching practices and the work of students Fernando Reimers Director of the International Education Department Harvard Graduate School of Education
I belong to the Friends of Water Program and I would like to ask you to please save water to help the environment, for our own sake, to prevent the death of animals, people and plants, because we cannot live without water. Water is a further help for us in life Leidy Rincón (age 10) 4th grade, San Patricio Puente Piedra School
19
We promote improved pedagogical practices for the teaching and learning of reading and writing, and help to create an awareness and knowledge of the importance of water and the environment.
20
Fundaciรณn Corona
Literacy and the Friends of Water Program make a difference, transforming and strengthening my pedagogical work. The Friends of Water Program encourages us to turn classrooms into scientific laboratories, where the student observes, compares and records his or her experiments. This leads him or her to investigate, read, explain, reason and write what is being learnt, successfully linking it with Palabrario, a project which promotes reading and writing. One of the examples and strategies for this articulation takes the form of writing an Aguapedia (Water encyclopedia). The Aguapedia is a compendium of the concepts which are studied and written down, on the basis of scientific practices and experiences that take place in the classroom Astrid Emilce Gรณmez Gonzรกlez, 4th grade Teacher, Instituciรณn Educativa Pablo VI Sopรณ, Cundinamarca
Entrepreneurial Development
Entrepreneurial Development Outstanding Achievements in 2010 Productivity Pact: Employment opportunities and social inclusion for disabled people 30 companies engaged by the program to promote job placement and social inclusion of disabled persons: Vajillas Corona, Almacenes Éxito, Colcafé, Comfamiliar, Austin Reed, Buscar de Colombia, Integrando Ltda. (Pereira); Telecenter, Gases de Occidente, Confecciones NOVA, Comfandi (Cali); CAFAM, Wok, Audilimited (Bogotá), among others. Santander Prize for Enterprise, Science and Innovation, 2010 Out of 80 business plans evaluated, four were selected as prize winners in the “Enterprise” category, following the guidance provided by the Foundation. Global Entrepreneurship Monitor -GEM- Colombia 2009 We supported the conduction of this study, which helps to measure and analyze business activities in Colombia.
We support the development of an entrepreneurial culture to encourage the creation of productive employment and increase family incomes in the formal sector. 21
An outstanding project: Productivity Pact: Employment opportunities and social inclusion for disabled people
We decided to take the risk of employing disabled persons, understanding that we had to prepare our organization for the process to be successful. This has had a very strong impact on the workplace atmosphere and the people with whom these employees interact. In addition, this program also helps us, as a company, to honor one of our most important values, which is equality. Pablo Casabianca Corporate Affairs Manager, Sygenta - Bogot谩
22
Fundaci贸n Corona
Entrepreneurial Development
These persons are completely integrated into the formal economy and you can be certain that several of them have begun to produce significant changes. For example, now we create incentives for them to train and further their education. The doors are already open to them: with their effort, dedication and projection, they are creating new opportunities within the organization Jorge Eusebio Arango President, COLCAFÉ - Grupo Nacional de Chocolates – Medellín
To quietly participate in a project that aims to change one feature of the country’s history can only be a matter of pride and commitment. The thought that we will change the life of companies, families and disabled persons stimulates me to give more of myself as a professional. Now that we are about to engage disabled persons and, especially, count on businessmen who recognize the value and importance of the Productivity Pact, we are hopeful that this project, which began as dream, will really be possible Elsy Rodríguez García Coordinator for the Productivity Pact in Cali
We seek to improve employment opportunities for disabled persons through the implementation of a model for their inclusion in the labor market which, in alliance with the corporate sector, links rehabilitation with job training and strengthens their skills. The program is being implemented in Medellín, Cali, Pereira and Bogotá. 23
Gifts
in kind 19,052 persons from 57 institutions which carry out programs and projects in education, health, senior citizens and infants benefitted from ceramic and sanitary material worth USD $128.000 (COP $245 million). We would like to single out the donation given to the Chiquitines community day care center, fostered by the Colombian Child Welfare Institute in the San Cristóbal Sur neighborhood (Bogotá). This local institution cares for and feeds 165 pre-school boys and girls. During 27 years it has looked after children from the vulnerable sectors (0, 1 and 2) of that district’s population. Today, thanks to the donation of floor tiles and toilet installations, this day care is equipped with suitable sanitary conditions for the care of such children.
A loving gesture is expressed not only in kisses, caresses and hugs, but is also shown in actions which bring smiles to the faces of small children. Such actions were realized by the Corona Foundation for the improvement of our children’s “community home”, improving the quality of our service, which aims at the welfare of our boys and girls Jenny Paola Salcedo Torres Director, Chiquitines Community Day Care Center
Cazuca is a district where you find not poverty, but destitution: we have many needs! One of them was to have a day care center with suitable conditions to look after 80 children from this neighborhood . . . this challenge was far from being easy. . . but you, the Foundation, made it possible for this dream to become a reality, by donating the tiles, toilets and wash basins for our little ones. The kitchen is likewise becoming very beautiful with the wall tiles you donated . . . with your support and commitment you have given us a lot of encouragement Sister Beatriz Charria FUNDEHI 24
Fundación Corona
Social Investment
Social
Investment In 2010 the Corona Foundation invested USD 408.000 (COP 708 million) in 41 projects, leveraging USD 2.653.000 (COP 5.000 million) in funds contributed by partners. Results achieved where possible by our working through alliances with more than 100 national and international partners. Ă rea
Projects
Corona Foundation
Partners
Leverage
Entrepreneurial Development
4
$ 49.530
$ 140.052
2.83
Education
14
$ 218.114
$ 1.895.708
8.69
Local and Community Initiatives
19
$ 356.215
$ 2.690.484
7.55
Health
4
$ 156.220
$ 350.473
2.24
Total
41
$ 780.079
$ 5.076.717
6.51
Figures in Colombian pesos.
In 2010 the Gifts in kind reached an investment of USD 128.000 (COP 245 million). 25
Financial Statement
Comptroller麓s Report To the members of the Board of Directors, Fundaci贸n Corona, I have audited the attached financial statements of the Fundaci贸n Corona, which include the balance sheets dated on December 31st, 2010 and December 31st, 2009, and the corresponding states of activity, changes in the social fund and changes in the financial situation and cash flows for the years ending on those dates, and the summary of significant accounting policies and other explanatory notes. The Administration is responsible for the preparation and correct presentation of the financial statements, in accordance with the accounting principles that are generally accepted in Colombia; designing, implementing and maintaining a relevant internal control for the preparation and correct presentation of financial statements, free of significant mistakes, whether caused by fraud or error; selecting and applying appropriate accounting policies; and establishing accounting estimates which are reasonable in the circumstances. My responsibility is to express an opinion on the abovementioned financial statements, based on my audits. I obtained the information needed to carry out my function and undertook my examinations in accordance with the accounting norms that are generally accepted in Colombia. These norms require an audit to be planned and carried out in such a way that it presents a reasonable assurance that the financial statements are free of significant mistakes. An audit includes carrying out procedures for obtaining the evidence which backs up the figures and the disclosures in the financial statements. The procedures chosen depend on the judgment of the auditor, including the evaluation of the risk of significant errors in the financial statements. During the process of evaluating these risks, the auditor takes into consideration the relevant internal controls applied for the preparation and presentation of the financial statements, with the aim of designing auditing procedures that are appropriate in the circumstances. He likewise includes an evaluation of the accounting principles adopted and of the important estimates undertaken by the Administration, as well as the presentation of the financial statements as a whole. I believe that my audits provide a reasonable basis for issuing my opinion. 26
Fundaci贸n Corona
Financial Statement
In my opinion the attached financial statements reasonably present all the important aspects of the financial situation of the Fundación Corona [Corona Foundation] on December 31st of the years 2010 and 2009, the results of its activities, the changes in its financial situation and the cash flows for the years ending on those dates, in accordance with the accounting principles generally accepted in Colombia, which are promulgated by the national government and uniformly applied. In addition, based on the scope of my audits, I am not aware of any situations which indicate a failure to comply with the following obligations of the Foundation: 1) Keep accounting and record books, in accordance with the legal norms and accounting techniques; 2) Carry out operations in accordance with the statutes and decisions of the Board of Directors, and the norms on integral social security; 3) Conserve the correspondence and the vouchers of the accounts; 4) Adopt measures for the internal control and conservation and custody of the Foundation’s assets or those under its care yet belonging to third-parties. Additionally, there is consistency between the adjoined financial statements and the accounting information included in the management report prepared by the Foundation’s Administration.
Bogotá D.C., February 18th, 2011 ERNST & YOUNG
Edson Rolando Martínez Salgado
Comptroller Professional License # 130817-T Designated by Ernst & Young Audit Ltda. TR-530
27
General Balance Sheets December 31st 2010
2009 (In thousands of pesos)
Assets Current assets Cash and cash equivalents Debtors, net Expenses paid in advance Total current assets
$
Investments Debtors Property and equipment, net Other assets Appreciations Total assets
$
Deficits and Social Fund Current liabilities Unpaid bills Taxes and levies Labor obligations Estimated liabilities and provisions Other liabilities) Total current liabilities
2.659.941 8.089.910 10.749.851 20.618.587 13.300.000 60.222 957 49.207 $ 44.778.824
$
$
2.519.186 20.879.102 3.078 23.401.366 20.336.854 4.232 103.098 16.953 246.544 44.109.047
$
393.987 4.406 79.195 58.230 1.850.070 2.385.888
$
3.388.576 4.317 99.445 9.118 1.561.928 5.063.384
$
100 21.603.254 15.558.191 -6.271.635 11.453.819 49.207 42.392.936
$
100 21.603.254 15.558.191 -7.144.463 8.782.037 246.544 39.045.663
Total liabilities and social fund
$
44.778.824
$
44.109.047
Memoranda accounts
$
56.922.830
$
56.572.002
Social Fund Social Fund Permanent Assignations Revaluation of Social Fund Accumulated default of income over spending Donations Surplus from appreciation Total social fund
Please see the attached notes.
Ana Mercedes Botero
Humberto Buitrago Osorio
Edson Rolando Martínez Salgado
Legal Representative
Accountant Professional License No. 76847 –T
Comptroller Professional License No. 130817 - T Designated by Ernest & Young Audit Ltda. TR -530 (See my report of February 18th, 2011)
28
Fundación Corona
Financial Statement
States of Activity Year ending on December 31st, 2010
2009 (In thousands of pesos)
Income: Donations Financial Yields Profit on portfolio appreciation Profit on sale of investments Fees for courses and seminars Profit on sale of property and equipment Indemnities and recoveries Other income Leasing of properties Contributions to programs by third parties
$
Expenses: Operational expenses of administration Exchange rate loss Local management and community development programs Education programs Funds for donations in kind and cash Internal management programs Entrepreneurial development programs Health programs Communications Area International Cooperation Provisions Special Programs Other expenses Programa premio Corona Surplus income over spending before income tax Income tax Surplus income over spending in the year
$
1.919.632 1.793.207 1.613.533 608.329 72.202 8.390 2.431 456 0 0 6.018.180
$
1.304.150 1.729.151 0 135.913 2.833.548 13.504 363 1.059.617 32.000 7.108.246
1.382.674 1.245.603 291.281 283.766 216.343 216.106 186.510 164.478 140.981 58.523 50.169 35.936 1.883 0 4.274.253
1.408.570 1.773.253 582.340 372.642 316.701 185.267 653.150 280.850 136.737 253.370 0 25.460 26.555 222.252 6.237.147
1.743.927 0 1.743.927
871.099 0 871.099
$
Please see the attached notes.
Ana Mercedes Botero
Humberto Buitrago Osorio
Edson Rolando MartĂnez Salgado
Legal Representative
Accountant Professional License No. 76847 –T
Comptroller Professional License No. 130817 - T Designated by Ernest & Young Audit Ltda. TR -530 (See my report of February 18th, 2011) 29
Foundation partners in 2010
(45) Foundations and NGO
1. 2. 3. 4. 5. 6.
7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 10. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 30
Antonio Restrepo Barco Corporación Región Saldarriaga Concha Luker Fundeca Empresarios por la Educación, capítulo Caldas, Carvajal Corficolombiana Plan de Apoyo Familiar Bancolombia Éxito Grupo Nacional de Chocolates Argos Carrefour John Ramírez Fraternidad Medellín Mamonal Hernán Echavarría Olózaga Plan por la niñez Santa Fe de Bogotá Alpina Asociación de Fundaciones Empresariales, AFE Fundación Caicedo González EPSA Gases de Occidente Promigas Smurfit Cartón de Colombia Fundación Social Holcim – Colombia, Fundación Surtigas Fundación Sociedad Portuaria de Buenaventura Consorcio para el Desarrollo Comunitario Fundación Colombia Presente/Banco de Tiempo Fundación Alvaralice Funcicar Pro Antioquia Transparencia por Colombia
Fundación Corona
38. 39. 40. 41. 42. 43. 44. 45.
Fundación Carboandes Fundación Participar Fundación Futura Genesis Foundation Fundación Interamericana Avina Fundación Jesús Alvarez del Castillo Transparencia (Perú)
(16) Universities 1. Universidad de los Andes 2. Universidad del Norte 3. Universidad Javeriana 4. Universidad de Antioquia 5. Universidad ICESI 6. Universidad del Rosario 7. Tecnológica de Bolívar 8. Universidad del Minuto de Dios 9. EAFIT 11. Universidad de Ibagué 12. Universidad Autónoma de Bucaramanga 13. Universidad Industrial de Santander 14. Universidad Nacional IEU 15. Pontificia Universidad Católica del Perú 16. Instituto Tecnológico y de Estudios Superiores de Occidente (Monterrey)
(6) National public institutions 1. Secretaría de Educación de Barranquilla 2. Secretaría de Educación de Medellín 3. Secretaría de Educación de Cartagena 4. Secretaría de Educación de Manizales 5. Acción Social 6. Servicio Nacional de Aprendizaje, Sena
(8) Enterprises
1. 2. 3. 4.
Organización Corona Vajillas Corona Pisos y Paredes Corona Sanitarios y Lavamanos Corona
5. 6. 7. 8.
Grifería y Complementos Corona Aisladores Corona Gamma Materiales e Insumos Corona Bayer
(11) Enterprise asociations 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Asocajas Gestarsalud Cámara de Comercio de Bogotá Cámara de Comercio de Cali Cámara de Comercio de Cartagena Cámara de Comercio de Medellín Cámara de Comercio de Barranquilla Cámara de Comercio de Ibagué Cámara de Comercio de Bucaramanga Andi Cartagena Fenalco
(6) Wellfare entities
1. 2. 3. 4. 5. 6.
Comfacesar Comfamiliar Comfama Comfenalco Cafam Comfandi
(9) Media
1. 2. 3. 4. 5. 6. 7. 8. 9.
Casa Editorial El Tiempo El Mundo El Colombiano El Universal El País El Heraldo Diario El Pïlón Vanguardia Liberal. Asociación Extra A.C (México)
(4) International organizations 1. Unicef 2. Banco Interamericano de Desarrollo, BID 3. GTZ Agencia de Cooperación Técnica Alemana 4. Agencia Española de Cooperación Internacional para el Desarrollo.
Strategic Plan, 2011-2015
Strategic Plan, 2011-2015
As follows, we would like to share the guidelines that will orient our work in the coming five years:
Main Aim To strengthen capacities as a means to promote social development, the quality of life and equity in Colombia.
Mega We are leaders in the development of innovational, replicable, integral and sustainable models which improve the quality of life of Colombians.
Strategic guidelines Administer projects and programs which are progressively integrated in thematic, territorial and organizational terms. Undertake innovational initiatives which may incorporate all or some of the thematic areas traditionally developed by the Foundation (education, health, entrepreneurial development and local development) in certain parts of the country. Support the design and implementation of public policies. Encourage practices of organized and responsible citizens’ participation. Maintain a balance between direct operations and those undertaken by third parties. Promote strategic alliances. Strengthen the system for the evaluation of results and/or impacts and the creation of knowledge.
Organizational Scheme As a response to the new strategy, an organizational scheme has been adopted in which such traditional areas as Entrepreneurial Development, Education, Local and Community Management and Health will cooperate with each other to open the way for an integrated and sustainable approach. In this sense, the Foundation will work with a management style that places emphasis on the coordination and creation of internal synergies.
31
The presence in Colombia
Atlántico Barranquilla
Sucre Sincelejo • Sampués • Toluviejo • San Pedro Córdoba • Bajo Sinú • Tuchín • San Andrés de Sotavento • Sahagún Antioquia Medellín • La Unión • Copacabana • Barbosa • Girardota • Sabaneta • Caldas Chocó Quibdó • Condoto • Istmina • Bahía Solano • Tadó
32
• La Estrella • Segovia • Caucasia • Bello • Remedios
NORTE DE SANTANDER Cúcuta • Toledo • Pamplonita
Risaralda Pereira
Caldas Manizales • Manizales • Chinchiná • Villamaría • Neira • Palestina
Valle de Cauca Cali • Tuluá • Palmira • Bolívar • Buenaventura • Florida • Vijes • Jamundí • Trujillo
Bolívar Cartagena • María La Baja • San Juan Nepomuceno • Corregimiento de Naranjal
Boyacá • Nobsa • Isa • Sogamoso • Tibasosa • La Merced • Supía • Riosucio • Filadelfia • Marmato
Bogotá D.C
TOLIMA IBAGUE • Restrepo • Ginebra • La Cumbre • Darién • Buga • Calima El Darién • Riofrio
Fundación Corona
Huila Neiva • Neiva • La Plata
Nariño • Tumaco
cauca • Cajibío • Buenos Aires • El Tambo • Suárez • Sotará • Timbío • Yumbo
Cundinamarca • Madrid • Sopó • Mosquera • Funza • Soacha
SANTANDER Bucaramanga • Barrancabermeja • El Llanito / Barrancabermeja • Cimitarra
ARAUCA • Poblado Panamá de Arauca / Arauquita • Vereda La Arenosa
Publications 2010
Publications 2010
1
Local and Community Initiatives
5
1. Evaluación de los cambios de la Calidad de Vida en Bogotá durante 2009 2. Evaluación a la Calidad de Vida Local en Bogotá 2009 8
3. Evolución de la Calidad de vida en seis ciudades colombianas, 2008-2009
2
6
4. Manual de Réplicas - Red de Observatorios a Consejos 5. Evaluación de Calidad de vida en Cartagena 2009 6. Evaluación de calidad de vida en Medellín 2009
3 9
7
7. Evaluación de Calidad de Vida en Cali 2009 8. Otra visión a la calidad de vida. Medellín 9. Cartageneras, Cifras y Reflexiones
4 33
10. Premio Cívico por una Bogotá Mejor, experiencias destacadas y premiadas en 2009 11. Premio Cívico por una Bogotá Mejor, experiencias destacadas y premiadas en 2010
Education
10
Education: A Commitment of All
15
12. Una mirada a las cifras 2002-2009 13
13. ¿En realidad es gratuita la educación en Colombia? 14. Deserción y Repetición en los primeros grados de la básica primaria: factores de riesgo y alternativas de política pública
11
15. Situación de la educación preescolar, básica, media y superior en Colombia. 3ª edición
14
16. Informe Estadístico 2010. Ojo a la Calidad Barranquilla 1ª edición 12
34
Fundación Corona
Publications 2010
Education 17. Boletín No.4 Palabrario 18. Boletín No. 2 Numerario
17
19. Boletín No.2 Club Amigos Del Agua 20
Health 20. Reporte Anual 2009- Así Vamos en Salud: indicadores y experiencias valiosas para mejorar la calidad de vida 21. Seguridad del paciente
18
21
22. Evaluación y sistematización del Fondo de Salud Sexual y Reproductiva en cinco municipios del Chocó: Bahía Solano, Condoto, Itsmina, Quibdó y Tadó. 2005-2010
19
22 35
The Foundation at internet
Fundación Corona www.fundacioncorona.org.co
Concejo Cómo Vamos www.concejocomovamos.org
Así Vamos en Salud Red de Ciudades Cómo Vamos www.reddeciudadescomovamos.org
juanpalabras.jimdo.com
Club Amigos del Agua
Cartagena Cómo Vamos
Educación Compromiso de Todos
Medellín Cómo Vamos www.medellincomovamos.org
Cali Cómo Vamos www.calicomovamos.org.co
Barranquilla Cómo Vamos www.barranquillacomovamos.org Fundación Corona
Palabrario
Bogotá Cómo Vamos www.bogotacomovamos.org
www.cartagenacomovamos.org
36
www.asivamosensalud.org
www.clubamigosdelagua.com www.educacioncompromisodetodos.org
RedEAmérica www.redeamerica.org
Colombia Incluyente www.colombiaincluyente.org
Pacto de Productividad www.pactodeproductividad.com