Relato Integrado 2016 ChildFund Brasil - Versão Inglês by ChildFund Brasil

integrated

report

2016

Contents 1. Message from the President and the National Director

9. Social Development

2. Fifty-year Celebration

10. Resource Mobilization

11. Child Sponsorship

4. Integrated Report â&#x20AC;&#x201C; Objectivity and Transparency

12. Private Social Investment

13 13. Communication

14. balance sheet

15. Vision for the Future

16. GRI-g4 content

17. Reference List and Credits

3. Brazil in crisis and the role of philanthropy Materiality Matrix

Material topics â&#x20AC;&#x201C; Selected for consultation with stakeholders

Materiality Matrix - Results from the stakeholder consultation

5. ChildFund Brasil Profile

History 50 years of expansion in Brazil Ideology Mission Values Vision Governance Internal and External Auditing Executive Team General Assembly Administration Council Fiscal Council

6. Management and our Workforce

Operational Strategy

Support

People and Culture

7. Policies and Procedures (Compliance)

Legal Framework

8. 2030 Agenda

19 20 20 21 21 24 24 26 27 27 27

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Message from President Valseni JosĂŠ Pereira Braga and National Director Gerson Pacheco

razil has a tremendous challenge it must face: inequality. There is a wide chasm between the social classes, the outskirts and city centers, races, ethnicities, those on that side and those on this side. For the millions of those affected by our historical inequality almost nothing is possible. They lack the basics. They lack living spaces and leisure spaces, access to literature, good schools, basic sanitation, vocational training, nutritious foods, suitable housing, and clean water. They lack opportunity and prospects that can fuel hope. This scenario drives us to continue fighting for sustainable social transformation, to offer a life with dignity to children, teens, young adults, and their families who live under precarious conditions.

We must find solutions to overcome inequality, for this reality erodes the dream of becoming a developed nation and it casts millions of people into poverty, into unemployment, to the limits of survival. We need more investment; we need the endeavor of others to help us spread a culture of solidarity and fraternity. We cannot leave so many behind. To promote long-lasting social transformation for the underprivileged, ChildFund Brasil has, for 50 years, relied on the valued cooperation of its sponsors, taking care of and protecting children in areas of deprivation, exclusion, and social vulnerability through actions

that are being improved and meeting wider objectives that encompass education, health, work, food, and safety. Over the next 12 years we will carry out a Strategic Plan, divided into 3-year cycles. We will implement social projects and technology - a sum of methodologies and experiences formed at ChildFund Brasil and around the world, ensuring excellence in its results; the project goes beyond assistance. For monitoring purposes we use measurement and evaluation indicators and aim for consistent social impact. Our plan is in agreement with the UN and the 193 nations that signed the Sustainable Development Goals (SDGs).

Gerson Pacheco National Director

Valseni Braga President

Let us go on then, together, building roads and bridges to promote social transformation and help Brazil rise to the status of developed nation! Warm regards, Valseni JosĂŠ Pereira Braga and Gerson Pacheco

Report 2016

50-Year Celebration

n 2016 we celebrated half a century of positively transforming the lives of children, adolescents, young adults, their families and, of course, their sponsors. During this journey we’ve witnessed stories and bonds that transcended borders, social class, and various differences.

children, applauding them and providing experiences to enhance their daily life. We are grateful for all the solidarity shown to Brazilian children, stressing that a lot has been accomplished and there is yet much more to achieve.

ChildFund Brasil is proud of For this reason we celebrat- its course and is prepared for ed with special activities and a new phase brimming with campaigns that touched our transformation!

For a Happy Childhood A book released in celebration of our 50 years that depicts the results of our organization’s long journey. The book contains 44 stories as told by children aged 7 to 10, in which they are the protagonists as well as the illustrators of their tales. They express what they hope for the future and their world view. Through the “Social Writing” social technology, which involves literary production, valuing self-esteem, and teamwork, the authors were encouraged to create stories. At the book launch event, at the Cine Theatro Brasil Vallourec in Belo Horizonte, the children participated in a book signing. 8

Musical Presentations The renowned musicians Gerson Borges, Guilherme Kerr, and Paulo Nazareth voluntarily went on stage in São Paulo, Fortaleza, Belo Horizonte and Distrito Federal to celebrate ChildFund Brasil’s 50 year anniversary with sponsors, collaborators, partners, volunteers, and children.

Photography Contest Sponsored adolescents and young adults, from 11 to 24 years of age, utilizing the social technology Olhares em Foco (PhotoVoice), participated in this contest. There were 4 themes to choose from: ChildFund Brasil’s contribution to changes in the community; How my participation in the programs/projects contributed to my development; adolescents and young people engaged in youth, and sponsor-child relationship. Report 2016

“ChildFund Brasil, transforming stories” On the organization’s website, sponsored children and sponsors are encouraged to tell their stories. They are touching accounts of dreams fulfilled, bonds formed, outlooks changed, and lives transformed by acts of compassion and solidarity. It is memories being recovered and preserved.

Brazil in crisis and the role of philanthropy

016 was a year of economic recession in Brazil. We have been in a state of financial catastrophe, our GDP fell dramatically, and the country fell back to the 9th position among the world’s top economies. In a scenario such as this, those who suffer the most are the children in situations of deprivation, exclusion, and vulnerability.

Edward Freeman The renowned American philosopher and professor from the University of Virginia, responsible for the development of the stakeholder theory, was present with the team from ChildFund Brasil sharing his experiences and the applications of his theory in the non-profit sector. He stressed the importance of activities that do not have the aim of merely generating profit, but that contribute to worldwide sustainability. Freeman’s visit was made possible by ChildFund Brasil with the support of Fundação Dom Cabral, where he has also lectured.

It’s a Penalty Campaign During the Olympic and Paralympic Games in Brazil, ChildFund Brasil supported the campaign held by the British organization Happy Child. It aimed at uniting people against the sexual exploitation of children and encouraging them to report cases of violence through Disque 100 (‘Dial 100’) or the Proteja Brasil (‘Protect Brazil’) application. The athletes Usain Bolt (track & field), Davi Luiz (soccer), and Tanni Grey-Thompson (wheelchair racing) were sponsors of this campaign. 10

It is a well known and established fact that the work of philanthropic organizations that are strong, solid, and that resist instability result in significant gains for Brazil. They complement services provided by the public and private sector, covering needs that these are unable to provide. They reach areas of social vulnerability in the outskirts or city centers, helping to build a country with less inequality.

Deprivation Lack of basic sanitation, health care, decent family income, vocational training, food security, adequate housing and/or quality education.

Exclusion Exposure to discrimination due to income, physical or mental impairment, or due to race and gender.

Vulnerability Exposure to abuse, violence, malnutrition, and neglect.

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INTEGRATED REPORT – OBJECTIVITY AND TRANSPARENCY

report demonstrates the maturity of our system of management and governance, as well as our capacity to measure our performance in the social, economic, and environmental areas. The precautionary approach (G4-14) was not addressed by ChildFund Brasil being that our organization does not have significant environmental impact.

or the third consecutive year, ChildFund Brasil has followed the Integrated Report (IR) guidelines developed by the International Integrated Reporting Council (IIRC) to create its annual report (G4-30), as well as the 4th generation of Guidelines from Global Reporting Initiative (GRI) and the Essential GRI (G4-32). By combining quantitative and qualitative information, the 2016 report (G428) shows the results of ChildFund Brasil’s programs and projects (G4-3). There were no significant changes in the report compared to the previous year in Scope and Aspect Boundaries (G4-23). The report also makes use of the International Financial Reporting Standards (IFRS) to present its accounting data. The financial statements presented herein are limited to ChildFund Brasil and do not include the names or use of resources of partner organizations, since these are legally autonomous and may receive resources other than those provided by our organization (G4-17).

This report is a way of improving our communication with all the groups we have relationships with and promoting more transparency. We count on the voluntary revision of nhk Sustentabilidade. The

MATERIALITY MATRIX The Materiality Matrix is a management tool used by many organizations to prioritize what is relevant to its sustainable development. It explains the existing engagement between the organization and its stakeholders, which leads to jointly defining the organization’s priorities. The Matrix presents the material topics, i.e. those which must be considered priority. ChildFund Brasil maintained the same topics from 2015, since these were taken from the Sustainable Development Goals (SDGs) and the organization’s Strategic Planning which is in line with them. An online survey was conducted (G4-18)(G4-26) with the sponsors, counselors, volunteers, partners, and collaborators from all of the organization’s Field Offices to determine the material topics. An internal meeting (G425) pointed out the main stakeholders, those involved in and/or affected by the organization. It is a way to enhance the relationship and strengthen a culture of dialogue in strategic decision-making. None of the parties involved brought up topics or concerns during the survey and engagement process (G4-27). The purpose of the survey was twofold. Firstly, to assess the “importance of the topics to ChildFund Brasil”. The participant had to rate each of the twenty-five topics using a scale from 0 to 10, 0 being “not important” and 10 being “of critical importance”. Secondly, to identify the “priority topics for ChildFund Brasil”, in order of priority. We obtained 119 responses. The topics presented to the stakeholders are listed below.

Report 2016

MATERIAL TOPICS CHOSEN

01 02 03 04 05 06

07 08 09 10 14

skills necessary to promote sustainable development;

Reducing poverty; Promoting food safety;

Implementing resilient agricultural practices;

Reducing infant mortality;

Treating and preventing alcohol and narcotic drug abuse;

Intellectual development of boys and girls in early childhood and preschool;

Improving educational facilities;

Fighting all forms of discrimination against women and girls;

13 14

Quality education for boys and girls in middle school and high school;

Quality vocational training for boys and girls;

Equal access for women, minorities, and people with disabilities;

Providing children and young adults with the knowledge and

Fighting all forms of violence against women and girls;

Fighting all harmful practices, such as premature, child, and forced marriages, as well as female genital mutilation;

Development and implementation of sound policies and enforceable legislation for promoting gender equality and the empowerment of all women and girls;

Access to adequate sanitation and hygiene for children and youth;

FOR THE STAKEHOLDER SURVEY

Reducing the number of people without safe access to water by increasing the efficiency of water use, preserving freshwater reserves, and improving the supply system;

Significantly reducing all forms of violence and mortality rate of children and youth;

Protecting and restoring ecosystems related to water;

Eradication of forced and unfree labor and banning and eliminating of all forms of child labor;

Fighting abuse, exploitation, trafficking and all forms of violence and torture against children;

Providing legal identity for all, including birth registration;

Generating and providing high quality, current, and reliable disaggregated data by income, gender, age, race, ethnicity, migratory status, disability, geographical location and other relevant characteristics in national contexts.

Empowerment and social, economic, and political inclusion of children and youth;

Access to safe, accessible, sustainable, and reasonably priced transportation for children and youth;

Reducing negative environmental impact from cities;

Capacity building for climate change and effective management planning, focused on

children and youth;

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MATERIALITY MATRIX Results from the stakeholder survey

G4-21

Material Topics Converging with Stakeholder Expectations

The materiality matrix has four quadrants.

Stakeholders

The items marked in pink represent the topics that are a priority for ChildFund Brasil and for its stakeholders.

The quadrant with the blue items contains the topics considered relevant only by ChildFund Brasil.

5 6

In orange are the topics that were not considered relevant by either group,

and in green are those that were considered important only for the stakeholders.

For ChildFund Brasil, “reducing extreme poverty” continues being our first priority, because it is in this situation that a person is absolutely vulnerable, subject to countless problems and bereft of worth. To better define the areas where we should operate, we use the Social Vulnerability Index (SVI) created in partnership with RGarber Inteligência Competitiva e Estudos de Mercado (G4-SO1). Our second priority is “combating abuse, exploitation, trafficking and all forms of violence and torture against children”. It is a strategic theme also

for ChildFund International, having endeavored to have it included in the UN’s 2030 Agenda. Our third priority is “providing children and young adults with the knowledge and skills necessary to promote sustainable development”. Sustainability is a permeating theme in the Sustainable Development Goals (SDGs) proposed by the UN, and ChildFund Brasil’s Strategic Planning is in line with this Global Agenda.

10 25

14 20

7 11 16

15 21

22 26

12 18 23

4 17

27 ChildFund Brasil

Report 2016

CHILDFUND BRASIL PROFILE HISTORY

hildFund Brasil is an organization affiliated to ChildFund International, which was founded in 1938 and is present in 58 countries (G4-6), in network with ChildFund Alliance. It is one of the largest and oldest humanitarian organizations for child development in the world. In Brazil, the organization was officially registered and instated in August of 1966. Belo Horizonte, MG (G4-5) is ChildFund International’s first regional office in Latin America. Additional work is done in the Field Offices of: Fortaleza (CE), Cariri (CE), Vale do Jequitinhonha (MG), Belo Horizonte (MG), Anagé (BA), Santa Luz (PI), and Cavalcante/ GO (G4-8). These offices are located closer to the assisted communities and, therefore, are strategic in monitoring the implementation of social technologies, programs, and social projects.

50 years of expansion in Brazil At the beginning of its operations, the organization passed on financial resources donated by foreigners to daycares, orphanages, and nursing homes located throughout the country and in other countries in South America. Baptist missionary Dr. George Doepp was the first to implement and coordinate the work. In 1971, a Brazilian board of directors became responsible for management, and ChildFund Brasil expanded its scope of action. They opened an office in Fortaleza (CE), which had a high infant mortality rate, and also began to work in Vale do Jequitinhonha (MG). In the 1980s, the organization changed its strategy. It stopped passing on sponsorship money directly to the families and began investing resources in projects defined and managed by the community itself. From the 2000s, the organization expanded into new areas. In 2016, it directly benefited 50,000 children, adolescents and young adults in regions of vulnerability in the states of Ceará, Rio Grande do Norte, Pernambuco, Minas Gerais, Piauí, Goiás, and Bahia.

ChildFund Brasil is a non-profit philanthropic organization, whose legal nature is that of a private company (G47). It has the Certification of Charitable Social Assistance Agencies (CEBAS). Such certificate is exempt from social security contributions, which makes it possible to allocate more resources for investment in our social actions (G4-4).

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IDEOLOGY To mobilize people for sustainable change in the lives of children, adolescents, youth, and their communities, so that they can fully exercise citizenship and their rights.

Values MISSION Support the development of deprived, excluded, and vulnerable children enabling them to improve their lives and giving them the opportunity to become youth, adults, parents, and leaders who bring positive and sustainable change to their communities.

Mobilize individuals and institutions to participate in

valuing, protecting, and advancing the rights of

• Promote positive results for children • Demonstrate integrity, openness, and honesty, including in the administration of all resources • Preserve the individual’s respect and worth • Defend diversity of thought and experiences • Promote innovation and challenge • Establish relationships and collaborate proactively

children in society.

Enrich supporters’ lives through their support of our cause.

VISION A world in which children exercise their rights and achieve their potential.

Report 2016

BUSINESS MODEL CAPITAL

MISSION

1. Physical • Headquartered in Belo Horizonte • 7 Field Offices

2. Human • 59 employees and 5 interns with interdisciplinary skills

3. Intellectual • Social Technology • Intervention Models • Governance

Impact:

Opportunity and Risk

Strategy and Resource Allocation

Fundraising

Social Development

Input

4. Financial • Resources for the Local Partners R$29,158,000

Results

Companies

Projects

Social Technology

Sponsorships / Projects

Performance

viSION

Governance

Sponsors

5. Social and Relational • Partnerships • Community Relations • Strategic Alliances

AND

Future Panorama

Assisted Children:

42,726 Benefited individuals :

123,039 Municipalities:

53 Projects:

237 Report 2016

GOVERNANCE Transparency, fairness, ethics, accountability, efficiency, and responsibility. These are the foundations of the governance model of ChildFund Brasil, built according to best market practices. The organization is led by a General Assembly, an Administration Council and a Fiscal Council (G4-34). All are volunteers and receive no remuneration (G4-51, G4-52), and are of different professional backgrounds who support the executive team in its strategic decision making. One of the premises of governance is to seek excellence in management, so that the social investment may be administered with earnestness, producing sustainable and measurable results. Another obligation is the supervision of the application of ChildFund International’s Code of Business Conduct and Ethics. We carry out internal audits to monitor the work of partner organizations to ensure transparency in resource management, avoid conflicts of interest, and monitor social investments. In addition, all work is independently audited and duly certified. For the last 10 years we have had unqualified audit opinions, but during this period our auditing was conducted by two different companies. Since 2014 auditing has been done by BakerTilly, when they audited the financial statements of 2013. From 2006 to 2009, it was done by BDO Trevisan, and from 2010 to 2012 it was carried out by Ernst & Young Terco.

Internal and External Auditing As part of the organization’s work philosophy, we integrate best market practices and methodologies, academic knowledge, and our organizational culture. Therefore, 24

Unqualified opinion is given under the following conditions: • Examination conducted in accordance with generally accepted auditing standards. • Financial accounting statement in accordance with the fundamental principles of accounting. • Financial accounting statements containing all the necessary information, in accordance with the facts of the fiscal year.

we have a partnership with Fundação Dom Cabral (FDC), the Pontifical Catholic University of Minas Gerais (PUCMG) and the Sistema Batista de Ensino school network. In addition, we are part of three large organizations: the Group of Institutes, Foundations and Companies (GIFE), a non-profit organization that brings together the country’s main investors in the social area; the Brazilian Institute of Corporate Governance (IBGC), a non-profit organization that sets a

benchmark for the development of best corporate governance practices in Brazil; the Social Organizations Program (Programa de Organizações Sociais, POS), which is linked to Fundação Dom Cabral (FDC) and FUNDAMIG (G4-16). Since 2016 we have been signatories of the Global Compact, which contains 10 principles relating to the environment, labor relations, human rights, and the fight against corruption (G4-15). Report 2016

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EXECUTIVE TEAM Led by National Director Gerson Pacheco, it is divided into three segments Social Development, Resource Mobilization, and Support - which also extend throughout the rest of the governance structure.

Ideology Assemblly, Councis, and Stakeholders

Executive Team

Values

Vision

Governance

Legal Framework

Strategy

Resource Mobilization

Social Development

Support

Donor Acquisition

Community Development

Financial

Donor Services

Social Projects

Technology

Communication

Knowledge Management

Legal

Marketing

Monitoring and Evaluation

Administration

Sponsor-child Relationship

People and Culture

Intern Audit

Local Partner Network

Human Development

Community Development

Social Impact

In 2016 we relied on the following management team: Thiago Machado Social Development; Joyce Mara - People and Culture, Administration, and Legal; Advana Tarquínio - Internal Audit; Eduardo França - Finance and Information Technology (IT); Diana Said - Sponsor-Child Relationship.

General Assembly 2015-2018 It is composed of 22 people: President Valseni José Pereira Braga, VicePresident Rosber Neves Almeida and the members Ami Ribeiro de Amorim, Antônio de Pádua Pelicarpo, Dalton Penedo Sardenberg, Davidson Freitas, Ednilton Gomes de Soárez, Elisabete Waller, Geraldo Caliman, Gilson Magalhães, Guilherme Soárez, Herbert Borges Paes de Barros, Jadyr Elon Braga, João Bosco Fernandes, José Júlio dos Reis, José Raimundo da Silva Lippi, Luiz Alexandre de Medeiros Araújo, Maria do Perpétuo Socorro França Pinto, Natalia Jereissati, Navantino Alves Filho, Othoniel Silva Martins, Paul Bode.

Administration Council 2015-2018 It is composed of 6 people: Presidente Valseni José Pereira Braga, Vice-President Rosber Neves Almeida and councilors Gilson Souto de Magalhães, Ednilton Gomes de Soárez, Navantinho Alves Filho and Elisabete Waller.

Fiscal Council 2015-2018 It is composed of 6 people: councilors Ami Ribeiro de Amorim, Guilherme Soárez and Luiz Alexandre de Medeiros Araújo; and alternate councilors José Júlio dos Reis, Davidson Freitas and Antônio de Pádua Pelicarpo. Report 2016

ORGANIZATIONAL STRUCTURE

Nacional Director Executive Assistant

Resource Mobilization

Intern

Internal Audit

Finance and Technology

HR and Administration

Intern

Accounting

Reception

Processamento

Accounting Auxiliary Assistant

Administrative

Pedidos Especiais

SCR Auxiliary Assistant

Finance

General Services Assistant

Advisor Cariri

Intern

SCR Auxiliary Assistant

Accounting

General Services Assistant

Advisor Vale Jt.

SCR Auxiliary Assistant

Billing

General Services Assistant

Advisor Cariri

Advisor Ceará

SCR Auxiliary Assistant

I.T.

General Services Assistant

Advisor Bahia

P&G

Advisor Cariri

SCR Auxiliary Assistant

Legal Intern

Intern

Advisor Piauí

Articulator Social

SCR Auxiliary Assistant

I.T. Intern

Comunications

Donor Relations Brazil

Fund-raising Individuals

DIgital Analyst

Assistant

Fund-raising Eclesiastical

Design Intern

Auxiliary Assistant

New areas

Coord. Social Projects

Desenvolvimento Comunitário

Social Media Intern

Auxiliary Assistant

Advisor BH

Intern

Advisor Ceará

Auxiliary Assistant

Advisor Vale Jt.

Auxiliary Assistant

Advisor Ceará

Attendant

Advisor Cariri

Attendant

Advisor Goiás

Social Development

Donor Relations Internacional

SCR Auxiliary Assistant

Physical Facilities – ChildFund Brasil’s office is located at Rua Curitiba nº 689, 5th floor, in the central region of the city of Belo Horizonte, in Minas Gerais. In the course of 2016, the period covered by this report, there was no change in the location nor expansion of the facilities of ChildFund Brasil (G4-13). 28

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MANAGEMENT AND OUR WORKFORCE

hildFund Brasil works for the sustainable growth of the organization with best market practices, strong governance, and the support of Local Partners.

branches and 5 interns (G4-9), with expertise in program, project, social technology management and others. In each field office we rely on strategic people for the development of the organizational mission; there is a Community Development Officer, Monitoring and Evaluation Officer, and a Sponsor Relations Officer. We also count on the support of 30 independent professionals, the number varying monthly according to the specific demands. (G4-10)

The management model is aligned with ChildFund International’s Code of Business Conduct and Ethics (G4-56). It is part of our efforts to protect and guarantee the rights of children. In 2016 our team consisted of 59 employees in the national office and its

G4-DMA

G4-10

employees

38 30

women

interns

individuals

men

Operational Strategy In order to develop our work we look to the Sustainable Development Goals and the Strategy of ChildFund International. Based on those we develop ChildFund Brasil’s Strategic Plan, which guides the Social Development Strategy 2017-2021. The latter is the basis for the development of the Area Strategic Plans (ASP), which, in turn, generate analyses for the Brazilian strategy. Based on all this information, the Annual Operational Plan (AOP) is developed. In order to reassess our actions, we hold monthly meetings to evaluate our results (monthly management assessments), which are observed by Fundação Dom Cabral and strategic committees that monitor and support organizational development.

Support Consists of Financial, People & Culture, Technology, Legal, Internal Audit, and Administration.

Suppliers In 2016 we hired 259 suppliers. And to ensure Our Child Protection Policy, all service providers signed the Term of Ethical Conduct For Children

G4-12

Report 2016

People and Culture ChildFund Brasil uses market tools that focus on the organizational environment and culture in order to strengthen the organization’s governance with its staff. We have partnerships to better develop and consolidate Human Resources practices, in accordance with ChildFund International conventions. The strategy of the People & Culture department, called Organizational DNA, refers to the mission and values of the organization. It aims to develop and implement strategies that promote the potential and performance of employees and that generate work satisfaction with excellence in results. The strategy was developed with the Social Canvas methodology. The effectiveness of the Strategy is verified every two years with HayGroup’s organizational climate survey, and has been since 2012. In 2016 we obtained a level of satisfaction from our employees that was above market average. In this survey, our score was 71%, while the market average is 65%. The 3 pillars most affirmed and acknowledged by the team were: Clarity and Direction; Quality and customer focus; Respect and Recognition. Strategic Pillars: Clarity and Direction Quality and customer focus Respect and Recognition

In 2016 we obtained a level of satisfaction from our employees that was above market average: 71%, while the market average is 65%. 32

DNA

People & Culture

The People and Culture department also creates an environment that offers opportunities for innovation and development, and invests in the personal and professional well-being of its employees with internal marketing actions that add value to the team. We also work with the 70-20-10 model, which optimizes the learning of employees within the organization. According to the framework, 70% of an employee’s knowledge is acquired through professional challenges fulfilled during his or her work routine; 20% is acquired interacting with other people, through the relationship with stakeholders; and 10% comes from formal education and courses. We recognize that the constant processes of learning and development is essential for the growth of each professional and, consequently, for the organization. Therefore, our strategy is also based on a culture in which the organization learns along with its employees. The area is also concerned with the evaluation of positions, salaries and rewards, always engaging in salary surveys, periodically benchmarking against other organizations.

Social Canvas People & Culture Cause Mission

Development Plan (DP) People & Culture

Values

PM Canvas (Projects)

SERVE Operational Principles

Annual Operational Plan (AOP)

Social Canvas Strategy Organizational Governance

{

Environment and Culture Organizational Competencies (PPE) Organization that learns together

The organization currently counts on professionals contracted through the CLT (Consolidation of Labor Laws), interns, freelancers, and volunteers. To support the administration of people in the organization, we make annual union agreements that include 100% of our contracted staff (G4-11).

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Policies and Procedures

2030 agenda

(Compliance)

e have important policies and procedures that underpin our work: Ethical Behavior towards Children, Code of Business Conduct and Ethics, Anti-Harassment and Non-Discrimination, Whistleblower, Conflict of Interest, Fraud Prevention and Awareness. They ensure the security of the organization and a trustworthy and transparent governance.

LEGAL FRAMEWORK

Primary legislation, norms, and principles that guide our work:

• Convention on the Rights of the Child, from 1989 (UN) • Conventions nº 138 and nº 182, from 1999 and 2000, of the International Labor Organization (ILO) • Brazilian Federal Constitution of 1988, art. 227 • Apprentice Law (Lei do Aprendiz) – Law nº 10.097, of 2000 (Ministry of Labor and Employment) • Child and Adolescent Act (Estatuto da Criança e do Adolescente) – ECA (Law nº 8.069, of 1990) • Youth Act (Estatuto da Juventude) – Law nº 12.852, of 2013

• National Plan to Combat Sexual Violence against Children and Adolescents (National Council for the Rights of Children and Adolescents – CONANDA, 2013) • Childhood Ten-year Plan • Early Childhood National Plan • National Social Assistance Policy • Resolution nº 109, of 2009, of the National Council for Social Assistance • Resolution nº 16, of 2010, of the National Council for Social Assistance • Resolution nº 27, of 2011, of the National Council for Social Assistance

ince January of 2016, ChildFund Brasil has been a member of the Sustainable Development Solutions Network/SDSN-Brasil. The Network was formed in 2012 to disseminate and implement the Sustainable Development Goals - an initiative of former Secretary-General of the UN Ban Ki Moon, and Professor Jeffrey Sachs, director of the Earth Institute at Columbia University. The creation of the Minas Gerais Chapter of the Network was led by André Lara Resende, founder of the company Baanko Challenge and the NGO Um Pé de Biblioteca. ChildFund Brasil’s director, Gerson Pacheco, is a member of the SDSN Brasil Council. Throughout 2016, having held eleven meetings, the Network consolidated some achievements. It has almost 130 participants from organizations from the 1st, 2nd and 3rd sectors. These relationships are generating fruits outside the Network, including propelling projects such as a presentation at the Habitat III Conference, at the Climate Change Committee and at the State Comptroller’s Office of the State of Minas Gerais. The hub of the Network in Minas Gerais operates at ChildFund Brasil headquarters (which coordinates SDSN Minas). Every participant has the autonomy to propose a course of action.

Report 2016

SOCIAL DEVELOPMENT

t is the front line of the organization, responsible for the management of programs, projects and social technologies that improve the living conditions of children, adolescents and youth living in situations of deprivation, exclusion and vulnerability.

In 2016 we helped more than 120 thousand children, adolescents, young adults and families. We operate in 53 municipalities with the support of 44 Local Partners, with a financial investment of approximately R$ 29 million. In 2016, we increased the activities aimed at children, adolescents, young adults and their families by approximately 30%. We increased the number of sports, educational and cultural workshops, of community meetings and meetings with parents, including therapy circles and lectures, as well as other activities offered. And we have also renewed two extensive and important corporate projects: Melhor de Mim (Best of Me) and Água Pura para Crianças (Children’s Safe Drinking Water). The program strategy is aligned with the mission and values of ChildFund Brasil and ChildFund International, and follows the guidelines of Brazil’s National Social Assistance Policy (PNAS), established by the Unified Social Assistance System (SUAS). In 2016 we defined our new Social Development Strategy 2017-2021, which involves 36

the cause and effect of these problems. The next step is to identify the goals, the means and the ends to achieve the desired outcome. Finally, within the range of projects ChildFund has, each Local Partner works with the most appropriate social technology so that projects and programs reach their highest impact. 3 programs and 6 project models. It guides the Area Strategic Plan (ASP) in 12 geographic areas defined by ChildFund Brasil. Each geographical area corresponds to a territory where the Local Partners deal with similar problems. To develop the 3-year PEA, a diagnosis of the main challenges of each of the 12 geographical areas is carried out, with the collaboration of focus groups formed by benefited children, adolescents, youth and their families, as well as community leaders. Primary and secondary data are collected. Once the main challenges are identified, they are prioritized with the technical support of ChildFund Brasil and the participation of Local Partners. Then, together with the community, we conduct an analysis of

In 2016 our work involved 44 Local Partners, who are committed to ChildFund Brasil’s Ethical Behavior Towards Children Policy. The partnerships include financial and technical advice - offering training in social technologies, methodologies and good management practices. Training is not only done to obtain better results, but also so that our Local Partners become sustainable. To assist the Local Partners, there is a Monitoring and Evaluation Officer, a Community Development Officer, and a Sponsor Relations Officer in each Field Office. The first is responsible for monitoring social projects taking into account the performance indicators, financial resources, activities offered and who

will be benefitted by them. He or she is also responsible for Project Management training of the Local Partner’s staff. The second is responsible for developing actions together with the Local Partners, ensuring adherence to organizational policy and child protection, in favor of the development of children and their families in the communities. He or she also provides technical assistance for implementing programs from the National Office, and trains the partners involved in management, program evaluation, and networking. And the Sponsor Relations Officer is responsible for training and advising the Local Partners so they can manage the sponsorship process - knowing how to identify the children eligible for sponsorship, recognizing the circumstances in which the sponsorship must end, and apply the Child Protection Policy when reviewing the correspondence between children and sponsors. In order to ensure the work is properly carried out, we provide advice and monitoring of procedures, including on-site, using reports and performance indicators, among other tools.

Results 2016 Benefited Individuals:

National Sponsorships:

International Sponsorships:

123,039

8,540

26,810

Municipalities:

Investment:

29,158

Volunteers:

Social Projects:

1,779

237

millions

Report 2016

Child Protection Child protection is the purpose behind ChildFund Brasil and remains as a pillar in our work. It involves preventing and responding to all forms of violence, exploitation, abuse, and neglect that affect children. It is a structuring theme of the Social Development Strategy as well as ChildFund International. It is part of the Sustainable Development Goals (SDGs) – 2030 Agenda, which also guides our actions. To strengthen preventive and child protection measures at the local (community) level, in 2016 Local Partners developed their Child Protection Policy (Política de Proteção Infantil, PPI). The work was carried out through training of staff and community leaders, which took place at the Cariri, Fortaleza, Belo Horizonte and Vale do Jequitinhonha Field Offices, reaching 133 professionals and volunteers from the 44 Local Partners. At a National Meeting

PROGRAMS AND PROJECTS 2016 with the Local Partners, Child Protection Policies (PPIs) were presented and evaluated. The social technology “By playing we are strengthened to face difficult situations” (Claves) - focusing on the prevention of sexual violence in childhood and adolescence and promoting a culture of “kind treatment” - is one of the tools used by our Local Partners. Other social technologies are also employed and contribute to child protection. ChildFund Brazil continues to improve its efforts to ensure that Child Protection Policies and all other policies and strategies are implemented and monitored so as to strengthen the child and adolescent protection network and guarantee their rights.

In 2016, the Social Development Strategy 2017-2021 was outlined, which establishes the main guidelines for the 3 programs and 6 social projects to be implemented by the Local Partners. It is aligned with the Legal Framework and Sustainable Development Goals (SDG), and is aimed at long-term impact. The Strategy also defines the

social technologies which will be used for each project in order to reach the goals and objectives of each stage of life (childhood, adolescence, and youth). This new strategy will be implemented starting in 2017.

Social Development Strategy 2017-2021 Safe and Healthy Early Childhood Program (0 to 5 years old)

Healthy and Confident Children and Adolescents Program (6 to 14 years old)

Project templates: • Financially Sustainable Home • Caring Family

Project templates: • Healthy and Participatory Teens • Life Skills

Goals: Ensure families have access to sustainable livelihoods and strengthen their skills so as to provide dignity and promote the development of children from 0 to 5 years of age.

Goals: Contribute to strengthening the relationships between children, adolescents and adults to promote a culture of peace with their active participation.

Skilled and Engaged Youth Program (15 to 24 years old) Project templates: •Civic identity and participation • Personal and professional qualifications Goals: Strengthen personal and communal identity of youth, thus improving their self-esteem, and family, community, and social ties; create opportunities for young people to integrate into the job market and into society.

Report 2016

G4-DMA

REJUDES

SOCIAL TECHNOLOGIES Comprises products, techniques and projects that have a systematized methodology, involve constant research, and may be replicated. They are developed through the interaction and sharing of knowledge between different actors, including residents of the benefited community. They enable effective solutions for social development on a large scale, meeting the demands of education, food, energy, housing, income, water resources, health and environment, among others.

REJUDES – Rede de Juventude em Defesa de seus Direitos Sociais (Youth Network in Defense of their Social Rights) is an initiative of the Fortaleza Field Office, which later spread to other ChildFund Brasil Field Offices. The Network works with young people enrolled in the programs offered by the Local Partners and who reside in the states of Ceará, Rio Grande do Norte, Pernambuco, and Minas Gerais, in the urban and rural areas. The network was created to promote active participation and encourage youth to participate in defending and ensuring their rights, and in achieving equality and dignity. To promote a healthy communal environment among them, to strengthen their identity, to develop skills and competencies, to encourage civic participation and to contribute to community change. The Network has 3 foundational pillars: Personal Development, Socio-political Development, and Holistic Development. A leadership team was formed at each of the Local Partners which is composed of three committees: local, regional, and national. In the committees, the youth share experiences, lessons and strategies, they identify needs, and they plan new courses of action. The first national meeting took place in June 2016, in Fortaleza/CE, with the theme “What does it mean to be a Brazilian Youth?” Around 90 young people participated, representing over 8 thousand youth benefited by the 44 Local Partners.

During the meeting, besides discussion of the main topic, there were workshops on the Youth Act and the confirmation of the mission, the pillars, and the REJUDES’ charter of principles. Some actions carried out by the local committees of Belo Horizonte, Fortaleza, Cariri and Vale do Jequitinhonha: Campaigns - Save the Lake, Bons Tratos (‘Kind Caregiving’), Setembro Amarelo (‘Yellow September’, combating youth suicide), Combating Violence and Sexual Abuse; Caring for the Environment, Working with City Hall and the Community for Recycling and a Clean city; - Communicating with the candidates for city councilman; Celebrating National Youth Day within each of the committees; mobilizing the community for the installation of a health clinic; creating youth forums and councils; monitoring public works; creation of the YouTube channel Rejudes Comunica; organizing meetings between youth leaders, public workers and representatives of society to guarantee youth civic participation and empowerment.

Community Agent Community agents are fathers, mothers, or young adults (over 18), volunteers who work as multipliers and mobilizers together with the families in their area. They strengthen family and community ties, thus contributing to making the community a better place to live in.

Results 2016 Total beneficiaries per month (children, adolescents, or young adults)

8,923

Children ages 0 to 5

2,141

Children and adolescents ages 6 to 14

5,532

Young adults ages 15 to 24

1,250

Total Volunteer Community Agents

1,570

Local Partners using this Social Technology

33 Report 2016

Aflatoun e Aflateen

Culture House GOLD+

Cultural identity/childhood culture â&#x20AC;&#x201C; Gets children, adolescents, young adults and their families involved in reclaiming and valuing their local history and culture. It enables them to seek and relive pleasant activities and cultural traditions, such as music, dance, crafts, games, storytelling, festivities and cultural groups. A key feature of this technology is the interaction between different generations, which is fundamental for strengthening relationships as well as family and community ties. It is clear that by discovering the richness of their local culture, the members of the community become proud of their background, and their individual and collective identities are reinforced. Financial and social education â&#x20AC;&#x201C; Helps children and adolescents think critically about rights and duties, as well as obtain financial knowledge and skills that enable them to make better use of resources. Social education teaches them about responsible citizenship, making them feel the need to know about and get involved in the social issues that affect them. Financial education provides tools for saving, budgeting, and participating in ventures. Aflatoun is geared towards children aged 6 to 14, and Aflateen towards adolescents aged 15 to 18.

Results 2016 Total beneficiaries per month (children, adolescents, or young adults)

4,472

Children ages 0 to 5

1,073

Children and adolescents ages 6 to 14

2,772

Young adults ages 15 to 24

627

Results 2016 Total beneficiaries per month (children, adolescents, and young adults)

1,792

Form of participation - Clubs (groups)

Local Partners using this Social Technology

Financial education â&#x20AC;&#x201C; A group for local opportunity and development that seeks solutions to overcome poverty through solidarity, sharing of experiences, social mobilization, and business development. People who know each other and come from similar socioeconomic backgrounds form groups that save money collectively and with those savings are able to make small loans to others.

Aflatoun Clubs (ages 6 to 14)

Aflateen Clubs (ages 15 to 18)

Total beneficiaries per month (children, adolescents, or young adults)

Total Clubs

Total groups

Local Partners using this Social Technology

Results 2016

808

Report 2016

Fight for Peace To implement this social technology, there is a two-stage, face-to-face training period at the Complexo da Maré (Rio de Janeiro) with managers, educators and young adults. Throughout the development of the project, a consultant monitors the execution of the action plan, helps with strategy design and with adapting the methodology. This consultancy also involves monitoring and visiting the Local Partners to evaluate the project’s impact.

founded by British anthropologist and former boxer Luke Dowdney, in the favelas of Rio de Janeiro, in 2000, to form young champions in life. This technology operates in 25 countries through a global network. Luke is a member of the Young Global Leaders from The Schwab Foundation for Social Entrepreneurship (sister organization of the World Economic Forum). This social technology has a methodology that incorporates five areas: boxing and martial arts, education, employability, social support, and youth leadership. ChildFund has been using this technology since 2015 to involve more youth

Between January and September of 2016, Fight for Peace was implemented by 8 Local Partners: in Cariri, Fortaleza (CE), and in Vale do Jequitinhonha (MG). In the same year a new partnership was formed to spread this project to 6 more Local Partners.

in projects from the Local Partners, aiming at the empowerment and protagonism of this group that has been victim to violence in this country. Between January and September of 2016, Fight for Peace was implemented by 8 Local Partners: in Cariri, Fortaleza (Ceará), and in Vale do Jequitinhonha (Minas Gerais). In the same year new partnerships were formed to spread this project to 6 more Local Partners.

Results 2016 Total beneficiaries per month (children, adolescents, young adults, and adults)

1,104

Report 2016

MJPOP

Integrative Community Therapy

Civic participation – Empowering adolescents and young adults and promoting youth engagement. Based on 5 main elements: voice, information, dialogue, action, and accountability. Participants are involved in monitoring public policies and services.

Results 2016 Total beneficiaries per month (aged 15 to 24) Total groups Local Partners using this Social Technology

767

Strengthening family and community ties – It is a tool for building solidarity networks, based on five areas: systemic thought, communication theory, cultural anthropology, Paulo Freire’s pedagogy, and resilience. This methodology proposes a psychosocial intervention whose main goals are to mobilize personal and cultural resources and establish/strengthen personal relationships.

Results 2016 Total beneficiaries per month (children, adolescents, young adults, and adults) Therapy Circles each month Local Partners using this Social Technology

1,133 109 42

36 28

Obs: Therapy Circles are either done with people from the same age group, or with the whole community, with no separation based on age or gender.

PhotoVoice Education, identity, and advocacy – Uses participatory photography as a tool for reflection and debate of community issues, creating among youth a participatory and autonomous culture that favors their collective well-being. The images become an important tool in the debate of rights, citizenship, and identity, as well as providing opportunity to build relationships, share knowledge, promote participation in the public sphere and reflect on personal and collective identities.

Results 2016 Total beneficiaries per month (aged 6 to 18)

477

Total groups

Local Partners using this Social Technology

31 Report 2016

Claves Preventing sexual violence in childhood and adolescence and promoting a culture of ‘kind caregiving’. Teachers are trained so that, using a ludic and participatory approach, they protect children and adolescents against sexual violence or minimize its consequences. It also enables families to teach children and adolescents how to prevent abuse, to be strengthened so as to be able to face difficult situations, and to foster good interpersonal relationships. In short, Claves offers educators, leaders and families strategies and games for protecting children, developing their resilience, addressing sexuality and fostering kind caregiving in their relationships. In 2016 all of our Local Partners implemented the social technology Brincando nos Fortalecemos para enfrentar situações difíceis/ CLAVES (‘By playing we are strengthened to face difficult situations’).

Results 2016 Total beneficiaries per month (aged 6 to 18)

Total groups

Local Partners using this Social Technology

566 42 42

The Rate of Child Labor Reduction is an index number that takes into account various indicators, giving us the number of children and adolescents who were removed from the risk or situation of child labor. Looking at the graph above, a 57% global average of project participants is observed.

Results 2016

100

Beneficiaries (children and adolescents ages 6 to 14)

R$88,225.21

Total investment

best of me It is a partnership between ChildFund Brasil and the Fundação Telefônica Vivo to tackle and prevent child labor. The project has been implemented in the municipalities of Minas Novas, Jequitinhonha, Veredinha and Comercinho, in the northeast region of the state of Minas Gerais. Despite the focus on children and adolescents, the project also develops activities with the families and communities through the GOLD+ and Community Therapy methodologies, as well as holding seminars and municipal meetings. 48

The activities carried out with children and adolescents have been methodologically structured around the Aflatoun, Aflateen and Olhares em Foco social technologies. However, the beneficiaries also participated in activities such as school support, tutoring, vocational and career counseling, recreational activities, sports, art, educational training, transformation workshops, among others.

The Child Labor Reduction Rate, the indicator that shows the results of the project, is given below: Removal from Child Labor Annual (%)

Removal from Child Labor since the beginning of the Program (%)

100

Average

AMPLIAR

Removals from Child Labor per year

Average

AMPLIAR

Removal from Child Labor after entering program

Report 2016

G4-EN31

SOCIAL DEVELOPMENT RESULTS

Children’s Safe Drinking Water

A partnership between ChildFund Brasil and P&G to increase access to safe drinking water for those who use unsafe sources of water such as hand-dug wells and rivers. Water purification packets are distributed in rural communities and families are taught how to use them. Each 4-gram purification packet is able to purify 10 liters of water. After collecting the water, the contents of the packets are added and mixed for 5 minutes. The product separates the dirt through a flocculation process. After another 5 minutes, it is decanted into a different container using a cloth to filter out the impurities. In about 30 minutes the bactericide has taken effect and, instead of muddy or contaminated water, there is clean water safe for human consumption. Volunteer health and hygiene workers, trained by ChildFund Brasil, instruct families on how to use the product and help with monitoring their use. The project has been developed in Vale do Jequitinhonha, in the northeast region of the state of Minas Gerais, in nine municipalities - Araçuaí, Berilo, Chapada do Norte, Comercinho, Coronel Murta, Francisco Badaró, Jenipapo de Minas, Medina and Virgem da Lapa.

Total investment

R$ 415,598.29

Direct cost of project

R$ 314,234.25

Cost of water purification packets

R$ 101,364.04

Results 2016 Benefited municipalities

Benefited communities

9 5,054

Benefited children and adolescents (ages 0 - 14)

5,519

Volunteers

Purification packets distributed

For the implementation and efficient management of social projects, Social Development has a training program, the PMD-Pro (Project Management in Development – Professionals Level 1), which was developed specifically to support projects in the field of social development. The staff from the Local Partners all participate in this training. This methodology structures the project life cycle into six phases in order to

19,228 320 1,290,604

better organize the work and balance management throughout the whole project. In this way project monitoring and control become more efficient, contributing to both financial and social results. All Local Partners currently have their staff trained and able to apply the project management tools, and in addition there is at least one person at each location certified in this methodology by APMG-International.

BENEFICIARIES*

PROJECTS

PROGRAM A (ADULTS)

40,089

105

PROGRAM B (0-5)

14,302

PROGRAM C (6-14)

44,934

PROGRAM D (15-24)

23,714

123,039

237

174

Benefited families

Individuals directly benefited

(G4-SO1) (G4-9)

TOTAL

*Direct and indirect beneficiaries; not all are necessarily sponsored, but participate in the programs and projects offered by the Local Partners.

Report 2016

(G4-DMA)

MONITORING SOCIAL IMPACTS The Child Verification System is a monitoring tool to ensure the effectiveness of our actions in the community, taking into account the child’s presence and participation in the activities, as well as their health and performance in school. Through our Local Partners, ChildFund Brasil is responsible for training all those involved in collecting information on the children enrolled in the programs and projects, which happens twice a year. The system also provides information and data grouping which support the development of our programs and help improve results. This monitoring is also carried out twice a year. In order to improve the measurement of results from the programs and proj-

ects and fine-tune future actions, ChildFund Brasil developed an impact assessment methodology. In the second half of 2015 this methodology was used to evaluate the projects laid out in the 2013-1015 Area Strategic Plan (ASP). The next evaluation period will be in 2018 for the preceding three years. Great conceptual and methodological effort was made during the first half of 2015 to develop this tool. It was used in September, October and November of 2015 by a team of 310 individuals. Among them were representatives from our Local Partners, beneficiaries and volunteers, all having been previously trained.

Evaluation – Internal / Impact Methodology: Quantitative/qualitative Technique: Sample survey with structured questionnaire Sample: 2,284 respondents (children, adolescents, young adults and adults)

The survey attempted to answer, among other things, which programs and projects had met the proposed objectives; which ones should be maintained; whether they contributed significantly to the target audience; in what ways they could be improved; which activities were adequate and how they could be enhanced. The survey was administered to 2,284 beneficiaries – children, adolescents, young adults and families. Participants were gathered into focus groups so as to not be influenced by each other’s responses. The research collection tool is built around two important concepts: dimension and parameter. For each of the five Programs there are 4 dimensions (strategic goals); and for each dimension there are 3 parameters which are defined in an affirmative statement. For each statement the respondent replies by using different images, each representing five possible answers: “strongly disagree”; “partially disagree”; “more or less”; “partially agree” and “strongly agree”. These 5 options defined 5 hypotheses. The first two - “strongly disagree” and “partially disagree” - indicate an undesirable situation. It means that the projects had no effect on the participant’s condition; in other words, they did not bring about any positive change in the respondent’s life. Whereas the other responses - “more or less”, “partially agree” and “strongly agree” - indicate there was indeed positive change in the life of the participants.

Report 2016

EVALUATION TOOL 5 POSSIBLE RESPONSES - each option accumulates 20 points STRONGLY DISAGREE = 20 points PARTIALLY DISAGREE = 40 points MORE OR LESS = 60 points PARTIALLY AGREE = 80 points STRONGLY AGREE = 100 points The applied methodology generates a percentage average

Skilled and Involved Youth Program The results of the survey – together with the ODS, the values and direction of ChildFund Brasil, and the municipal, national and international scenario analyses – will guide the 2017-2021 Strategic Plan and the forthcoming Area Strategic Plan (ASP). The methodology will continue to serve as an impact evaluation tool and will be fine-tuned through a participatory process.

This means the program helped the majority of young adults, aged 15 to 24, to have positive experiences that encouraged youth leadership, strengthened family and community ties, provided professional training and increased their active participation in social life and the job market.

Score

81%

Healthy and Secure Infants Program This means the program helped the majority of participants (fathers, mothers, caretakers and others) to develop skills to care for and protect children ages 0 to 5.

PROGRAMS AND SCORES

Score

74%

Protective Families and Organizations Together for Development

Score

91%

This means the program helped the majority of participants (fathers, mothers, caretakers and others) to strengthen family ties and promote financial sustainability of their home, and also provided opportunity for community participation. For the next evaluation period, Childfund Brasil will perform an evaluation based on the new Programs and Projects Matrix (2017/2021), which is rooted in the Sustainable Development Goals (SDG), ChildFund International’s strategy (CFI), the National Social Assistance Policy (PNAS), and the Area Strategic Plans (ASP).

Score

Society Committed to the Rights of Children Program

91%

This means the program helped the majority of the participants (fathers, mothers, caregivers and others) gain skills and engage society in improving the quality of life of children through the promotion of rights.

Educated and Confident Children Program This means the program helped the majority of participants, children and adolescents aged 6 to 14, to have positive experiences, developing their potential, encouraging youth leadership, and strengthening family and community ties. 54

Score

85%

Report 2016

PROJECT PERFORMANCE INDEX (PPI) – MONITORING SOCIAL PROJECTS Social projects are the smallest unit of intervention in the Organizational Portfolio. They are part of the Social Development programs, which aim to positively impact the lives of children, adolescents, young adults, adults, their families and communities. In 2016, together with our 44 Local Partners, 237 social projects were carried out. This is noteworthy considering the specifics of each location, partner, and community. Given the complexity of the myriad of projects and the importance of monitoring, controlling and evaluating them, the coordinator of social projects, Cristiano Moura, developed a Project Performance Index (PPI). This tool presents 3 indicators used to analyze, conclude, and recommend areas of improvement to the partners that carried out the project and the monitoring process. These indicators allow improvement in the project’s performance, as they reflect the processes and activities previously estab-

IMPACT EVALUATION Children’s Safe Drinking Water

lished, contribute to reaching goals and help in achieving results. Looking back at the last 12 months (JanDec 2016), we noticed that the 237 social projects, in general, completed 93% of all their planning. Only 7% of what was planned was not carried out. Another positive factor was the considerable increase in the number of activities offered through the projects in a year in which the country was affected by the economic crisis. Without any financial increase, we raised by 31% the number of workshops, classes, courses, meetings, therapy circles and other activities aimed at the participating public. This demonstrates the commitment and care of ChildFund Brasil and the Local Partners with its financial resources. Throughout 2016, we worked intensively on project management with the 44 Local Partners, giving them a better view of action planning and of the resources, through the use of the best tools and methodologies available in the market.

The PPI consists of: - Data collection; - Data revision; - Data summary; - Data analysis; - Conclusion and Recommendations

The project performed interventions throughout the year 2016 aimed at improving the quality of life of people affected by diseases brought on by untreated water consumption. During the initial diagnosis, 9 municipalities were detected that did not have basic sanitation, leading to medical symptoms and health problems: belly aches, nausea, fatigue, weakness and severe headaches. This set of factors impairs the daily life of the community, as well as the children’s school performance. Interventions to help solve the problem: 1. Distribution of water purification packets; 2. Educational workshops.

The first hypothesis: With the distribution of the water purification packets, the community would have access to clean water, and thus we would be contributing to reduce the incidence of diseases and their symptoms. Our second hypothesis: By providing families with knowledge and strategies to deal with the problem of contaminated water, they would be able to make the project sustainable, thus ensuring permanent results. With both hypotheses, we created an Impact Evaluation tool structured into two segments: HEALTH and EDUCATION. Report 2016

We then investigated whether: The Project contributed to reducing: BELLY ACHES

The Project contributed to raising awareness of the importance of: TREATING UNSAFE DRINKING WATER

The Project contributed to reducing: NAUSEA

The Project contributed to raising awareness of the importance of: AVOIDING DISEASE (AEDES AEGYPTI)

The Project contributed to reducing: RASHES

The Project contributed to raising awareness of the importance of: TAKING CARE OF FOOD AND DIET

The Project contributed to reducing: WEAKNESS AND FATIGUE The Project contributed to reducing: HEADACHES

The Project contributed to raising awareness of the importance of: NOT WASTING WATER

The Project contributed to raising awareness of the importance of: HAND WASHING

The Project contributed to raising awareness of the importance of: CARING FOR THE ENVIRONMENT

The Project contributed to raising awareness of the importance of: CONSUMING CLEAN WATER The Project contributed to raising awareness of the importance of: HOW TO PROPERLY DISPOSE OF TRASH The Project contributed to raising awareness of the importance of: CLEANING THE HOUSE

The Project contributed to raising awareness of the importance of: KNOWING THE CAUSES OF DISEASE With the parameters above we conducted a survey with a sample from the project participants of the 9 municipalities.

% of Improvement with the Project 100% 80% 57%

60% 44%

40%

42%

38%

48%

40% 21%

20%

34%

49%

46% 45% 43% 32%

16%

W as hi l ng e ly an di W sp Tre at os C er at l e e Av an in of g oi i ng Tra un di ng sh th sa e fe D H ise dr ou Ta as in se kin kin e g g (a ca w ed at re es er of ae Fo od gyp N t) C an o ar tW d in Kn D as g ie ow fo tin t rt g in h g W e th at En e er vi C ro au nm se en so t fD ise as e

WEAKNESS AND FATIGUE: The number shown in the chart above indicates there were improvements during the project intervention period. About 48% of those who previously reported having weakness and fatigue now state they no longer have these symptoms.

NAUSEA: The number shown in the chart above indicates there were improvements during the project intervention period. About 38% of those who previously reported having nausea, even to the point of vomiting, now state they no longer have this symptom.

HEADACHES: The number shown in the chart above indicates there were improvements during the project intervention period. About 48% of those who previously reported having headaches now state they no longer have this symptom.

RASHES: The number shown in the chart above indicates there were improvements during the project intervention period. About 38% of those who previously reported having nausea, even to the point of vomiting, now state they no longer have this symptom.

HAND WASHING: The number shown in the chart above indicates there were improvements during the project intervention period. About 20% of respondents state they learned about, and are now aware of, the importance of hand washing before meals, when handling food, and in other situations.

pr op

su m

nd Ha

he s

tig

W ea

kn es

a se

lly

ch e

BELLY ACHE: The number shown in the chart above indicates there were improvements during the project intervention period. About 44% of those who previously reported having belly aches now state they no longer have this symptom.

Report 2016

CONSUMING CLEAN WATER: The number shown in the chart above indicates there were improvements during the project intervention period. About 57% of respondents state they learned about, and are now aware of, the importance of drinking clean, treated water. HOW TO PROPERLY DISPOSE OF TRASH: The number shown in the chart above indicates there were improvements during the project intervention period. About 40% of respondents state they learned about, and are now aware of, the importance of how and where to properly dispose of trash. CLEANING THE HOUSE: The number shown in the chart above indicates there were improvements during the project intervention period. About 16% of respondents state they learned about, and are now aware of, the importance of cleaning and maintaining clean homes. TREATING UNSAFE DRINKING WATER: The number shown in the chart above indicates there were improvements during the project intervention period. About 34% of respondents state they learned about, and are now aware of, the importance of treating unsafe drinking water before consumption. AVOIDING DISEASE (Aedes Aegypti): The number shown in the chart above indicates there were improvements during the project intervention period. About 46% of respondents state they learned about, and now know how to

avoid an environment favorable to the proliferation of disease-transmitting mosquitoes. TAKING CARE OF FOOD AND DIET: The number shown in the chart above indicates there were improvements during the project intervention period. About 45% of respondents state they learned about, and now know how to take care of, handle, and prepare food, in addition to making healthy food choices. NOT WASTING WATER: The number shown in the chart above indicates there were improvements during the project intervention period. About 43% of respondents state they learned about, and now know how to avoid wasting water. CARING FOR THE ENVIRONMENT: The number shown in the chart above indicates there were improvements during the project intervention period. About 32% of respondents state they learned about, and now know how to take care of the environment. KNOWING THE CAUSES OF DISEASE: The number shown in the chart above indicates there were improvements during the project intervention period. About 49% of respondents state they learned about, and now know the main causes of disease.

Conclusion: The results show there was a positive social impact in the communities benefitted by the Childrenâ&#x20AC;&#x2122;s Safe Drinking Water project. It is evident that all the parameters used to evaluate the project presented favorable and positive percentages, which indicates we are on the right path. Community intervention is being done appropriately, for the activities, tools and social technologies used are yielding results for the social problems. There is still more ground to cover, but so far the results are highly positive and suggest the results may be permanent.

Report 2016

RESOURCE MOBILIZATION

his area includes Donor Acquisition, Donor Services, Communications, and Marketing. Our main sources of resources are child sponsorships, private social investments, and international cooperation. We also engage in fundraising with ecclesiastical partners to be able to operate in new locations. We are currently in partnership with Ig-

reja Batista Central (Central Baptist Church, Belo Horizonte/MG), Igreja Memorial Batista (Memorial Baptist Church, BrasĂlia/DF), and Igreja Presbiteriana Nacional (National Presbyterian Church, BrasĂlia/DF), which enables us to operate in the cities of AnagĂŠ (BA), Cavalcante (GO) and Santa Luz (PI), respectively.

Child Sponsorship

t is the driving force of ChildFund Brasil. A sponsor gives a child the opportunity to reach emotional, cognitive, social, and physical development through the participation in educational, cultural, and sporting activities offered by our Local Partners. Sponsors commit to donating R$57 per month. The donation itself is not given to the family; it is invested in a fund that enables selected activities to be carried out according to the needs of each community. The use of funds is strictly monitored by computerized systems and guided by a competent and audited professional team. Sponsors periodically receive Progress Reports from their sponsored child. For international sponsors those can be in English or German. Those who wish may write letters to their sponsored child and even visit them. This allows them to observe the projects that are offered by the Local Partner. All this is mediated by ChildFund Brasil staff, to ensure the safety and privacy of the children and the sponsors. To attract sponsors we use strategies such as: direct approach at events and churches, referrals from existing sponsors, internet, ad-lib advertising, and social networks. Because of its lower cost and higher effectiveness, ChildFund Brasil bets on digital media to build a

strong and transparent image of the organization. We have adopted the Inbound Marketing approach, which not only offers ads, but relevant content to people who really are willing to sponsor a child. As shown below, in 2016 there was a significant reduction in the number of international sponsors. A consequence of the economic crisis which propels ChildFund Brasil to seek new strategies to acquire sponsors. Number of Sponsors 2014

2015

2016

International

32,318

28,656

26,810

Nacional

9,763

8,637

8,540

Total

42,081

37,293

35,350

Report 2016

Social Private Investment

t is the voluntary transfer of private resources in a planned, monitored and systematic way to social, environmental, and cultural projects of public interest.

COMMUNICATIONS

upports ChildFund International with international communication, coordinates strategic projects and actions in support of the organizational image and enhances organizational transparen-

cy, aiming at increased security for donors. In addition, this area keeps sponsors and other stakeholders informed about our actions, programs and projects, using online and offline media.

This is done by publicly and privately owned companies, foundations, and institutes, that aim for sustainable social impact and transformation. In partnership with the private sector we continue to carry out two projects: Best of Me and Children’s Safe Drinking Water, made possible by Fundação Telefônica and P&G, respectively.

Report 2016

balance sheet 2016 (Values given in millions of Reais)

Entries/Receivables Sponsorship Gifts for Children Tax Exemptions Corporate Volunteers Donations Patrimonial Other Total Resources for local Partners Sponsorship Transfer Gifts for Children Corporate Transfer NSP Total Expenses / Cost Social Development Sponsor Child Relationship Support Fundraising Tax Expeditions Program Development Volunteers Depreciation Total

internacional

BraZil

total

20,953 3,878 403 1 25,235

5,517 1,278 647 80 29 598 144 10 8,303

26,470 5,156 647 483 29 598 144 11 33,538

14,219 3,878 383 86 18,566

3,210 1,278 80 159 4,727

17,429 5,156 463 245 23,293

3,047 1,094 2,482 227 6,850

635 876 624 1,267 647 213 29 166 4,457

3,682 1,970 3,106 1,267 647 213 29 393 11,307

G4-9

Report 2016

VISION FOR THE FUTURE

hild protection is one of the main purposes of ChildFund Brasil and continues as a goal that we extend to include adolescents and young adults. We work to ensure that all participants in our programs and projects are free from violence, exploitation, abuse and neglect. We want them to have their rights guaranteed. Therefore, we aim for sustainable social transformation. Promoting their rights is a task that requires many hands, creative minds, and more solidarity. Enterprising young adults are protagonists in this endeavor. ChildFund Brasil believes and invests in the strength of youth by offering the Youth Network in Defense of its Social Rights (REJUDES) and social technologies that are effective tools to help them solve problems, meet needs, and promote sustainable development. Shaping enterprising young adults is also a way to involve them in their community, as well as help them gain independence, financial sustainability, and therefore to protect them.

Report 2016

GRI-G4 CONTENT

Standard Content G4-1 - Provide a statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability. G4-2 - Provide a description of key impacts, risks, and opportunities. G4-3 - Report the name of the organization. G4-4 - Report the primary brands, products, and services. G4-5 - Report the location of the organization’s headquarters. G4-6 - Report the number of countries where the organization operates, and names of countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report. G4-7 - Report the nature of ownership and legal form. G4-8 - Report the markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries). G4-9 - Report the scale of the organization, including: Total number of employees; Total number of operations; Net sales (for private sector organizations) or net revenues (for public sector organizations); Total capitalization broken down in terms of debt and equity (for private sector organizations); Quantity of products or services provided. 70

Page

Observations

6, 7

6, 7, 11 ChildFund Brasil 18-23, 36-37 23 18-19, 22-23

18 18-19

18-19, 22-23, 30-31

Standard Content G4-10 - Report the total number of employees by employment contract and gender. Report the total number of permanent employees by employment type and gender. Report the total workforce by employees and supervised workers and by gender. Report the total workforce by region and gender. Report whether a substantial portion of the organization’s work is performed by workers who are legally recognized as self-employed, or by individuals other than employees or supervised workers, including employees and supervised employees of contractors. Report any significant variations in employment numbers (such as seasonal variations in employment in the tourism or agricultural industries). G4-11 - Report the percentage of total employees covered by collective bargaining agreements. G4-12 Describe the organization’s supply chain. G4-13 - Report any significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain. G4-14 - Report whether and how the precautionary approach or principle is addressed by the organization. G4-15 - List externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses. G4-16 - List memberships of associations (such as industry associations) and national or international advocacy organizations in which the organization: Holds a position on the governance body; Participates in projects or committees; Provides substantive funding beyond routine membership dues; Views membership as strategic.

Page

Observations

30-31

100%

31 None

24-25

Report 2016

Standard Content G4-17 - List all entities included in the organization’s consolidated financial statements or equivalent documents. Report whether any entity included in the organization’s consolidated financial statements or equivalent documents is not covered by the report. G4-18 - Explain the process for defining the report content and the Aspect Boundaries. Explain how the organization has implemented the Reporting Principles for Defining Report Content. G4-19 - List all the material Aspects identified in the process for defining report content. G4-21 - For each material Aspect, report the Aspect Boundary outside the organization. G4-22 - Report the effect of any restatements of information provided in previous reports, and the reasons for such restatements. G4-23 - Report significant changes from previous reporting periods in the Scope and Aspect Boundaries. G4-24 - Provide a list of stakeholder groups engaged by the organization. G4-25 - Report the basis for identification and selection of stakeholders with whom to engage. G4-26 - Report the organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process.

Page

Observations

12, 24

12-17

None

Engagement was done through an online survey, as described under the topic of identifying material themes.

Page Standard Content G4-27 - Report key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns. G4-28 - Reporting period (such as fiscal or calendar year) for information provided. G4-29 - Date of most recent previous report (if any). G4-30 - Reporting cycle (such as annual, 75 biennial). G4-31 - Provide the contact point for questions regarding the report or its contents. G4-32 - Report the ‘in accordance’ option the organization has chosen. Report the GRI Content Index for the chosen option (see tables below). Report the reference to the External Assurance Report, if the report has been externally assured. GRI recommends the use of external assurance but it is not a requirement to be ‘in accordance’ with the Guidelines. G4-34 - Report the governance structure 24-29 of the organization, including committees of the highest governance body. Identify any committees responsible for decision-making on economic, environmental and social impacts. G4-51 - a. Report the remuneration policies 24 for the highest governance body and senior executives.

Observations

The stakeholders had no concerns.

2016 2015 Anual

Essencial

Report 2016

Standard Content G4-52 - Report the process for determining remuneration. Report whether remuneration consultants are involved in determining remuneration and whether they are independent of management. Report any other relationships which the remuneration consultants have with the organization. G4-56 - Describe the organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics. Material Aspect: Social G4-SO1 - Percentage of operations with implemented local community engagement, impact assessments, and development programs.

Page

Observations

24, 30, 34

PAGE

Observation

35-65

Data Sheet ChildFund BRASIL (G4-3) President: Valseni José Pereira Braga National Director: Gerson Pacheco Integrated Report 2017 Coordination: Águeda Barreto (Communications Analyst) comunicacao@childfundbrasil.org.br (G4-31) Phone +11 (31) 3279-7400 Writing: Eliane Dantas Consulting: nhk Sustentabilidade Graphic Design: BH Press Proofreading: BH Press Graphic Revision: Tatiane Estevão Photos: ChildFund Brasil Centro de Documentação e Memória

Credits ChildFund Brasil – Fundo para Crianças CNPJ: 17.271.925/0001-70 Inscrição Municipal: 404447/004-8 Inscrição Estadual: Isento National Office Rua Curitiba, 689 – 5ºandar – Centro CEP 30170-120 – Belo Horizonte (MG) (G4- 5) Fone: (0**31) 3279-7400 – Fax: (0**31) 3279-7416

Report 2016