Building a Better World for Children by Mario Ricardo Calderón, MD, MPH, FPMER.

Visi贸n Mundial El Salvador

ACKNOWLEDGEMENTS

PUBLISHER © WORLD VISION EL SALVADOR (WVES) March, 2013 BOARD OF DIRECTORS Manuel Ortega, Ilsa de Ramos, Mario Vega, Carlos Cocar, Carolina de Portillo, Giuseppe Angelucci, Enrique Escobar, M. Ricardo Calderón (Ex-Officio), Stefan Pleisnitzer (Ex-Officio). EXECUTIVE LEADERSHIP TEAM M. Ricardo Calderón, Franklin Perdomo, Willy Figueroa, Marlon Henríquez, Sharon Boyle, Max Alfaro, Joselyn Orellana, Lorena Roque, Haydée Paguaga. WORKSHOP-SEMINAR ORGANIZERS Adalid Zelada, Paty de Morán, Haydée Paguaga, Baltazar Ventura, Elmer Vides, Margarita Menjivar EDITORIAL TEAM Holly M. Jones, Technical Writer Jessica McGhiel, Spanish/English Translator (Section VIII) Sharon Boyle, Associate Editor M. Ricardo Calderón, Editor Rogelio Chávez, Graphic Design Katia Maldonado, Photographer

World Vision El Salvador Avenida Bernal No. 222, Colonia Miramonte San Salvador, El Salvador, C.A Tel: (503) 2261 9800 Fax: (503) 2261 9911 Email: paty_de_moran@wvi.org

The opinions expressed herein are those of the writer/editors and do not necessarily reflect the views of World Vision International. Excerpts from this publication may be freely reproduced acknowledging World Vision El Salvador as the source.

TABLE OF CONTENTS I. Executive Summary 3 II. Program Background 4 III. Christian Leaders at Every Level (CLAEL) 4 IV. 2012 Innovations for Impact Workshop-Seminar 5 A. Workshop Goals 5 B. Workshop Learning Outcomes 6 V.

Inspired Teaching and Learning Environments 6 A. Relaxing Learning Environment: Royal Decameron Salinitas 6 B. Entertaining Instructional Environment: Audio-Visual Effects 6 C. Inspiring Christian Environment: Daily Devotionals and Teachings 7 D. Problem-Solving Environment: Information Technology Solutions 8 E. Uplifting Professional Environment: Innovation Presentations 8

VI. Guest Speaker Presentation Themes 9 VII. Innovation Brainstorming Exercises 12 A. Exercise 1: Trend Indentification 12 B. Exercise: 2: Divergent Thinking 13 C. Exercise 3: Convergent Thinking 13 D. Exercise 4: Wild Thinking 14 VIII. Summary of Trends,Thematic Areas and Innovations 14 Thematic Area 1: Growth and Coverage of Children 15 Thematic Area 2: Programmatic Quality and Impact 18 Thematic Area 3: Networking and Positioning 20 Thematic Area 4: Culture of Peace Campaign 22 Thematic Area 5: Prosperity of Children Campaign 24 Thematic Area 6: Well-Being of Children Campaign 26 Thematic Area 7: Gender Equity Campaign 28 Thematic Area 8: Financial Growth and Sustainability 30 Thematic Area 9: Monitoring and Evaluation 32 Thematic Area 10: Stewardship and Organizational Excellence 34 Thematic Area 11: Participation and Mobilizations 36 Thematic Area 12: Corporate Security and Emergency Response 38 Children. Adolescents and Youth Proposed Innovations 40 IX. Overall Summary 42 X. Key Learnings and Challenges 42 XI. Next Steps and Closing Statements 44 XII. References 45 XIII. Appendix 1: Program Agenda 46

WORLD VISION EL SALVADOR CHALLENGE 1

WORLD VISION EL SALVADOR CHALLENGE 2

THINK OUTSIDE THE BOX

CHANGE OF MIND

• Respect, openness, support and interest in seeing the world differently • Thinking differently, unconventionally and from a new perspective in a creative, new and innovative way.

• “And do not be conformed to this world, but be transformed by the renewing of your mind, so that you may prove what the will of God is, that which is good and acceptable and perfect.” Romans 12:2 (NABS 1995)

I. EXECUTIVE SUMMARY World Vision El Salvador (WVES) hosted the 2012 Innovations for Impact Workshop-Seminar on July 24 – July 27, 2012 at the Royal Decameron Resort and Convention Center in Salinitas, El Salvador. The workshop represented one event in a series of human resource development efforts that comprise the WVES Leadership Development Program,“Christian Leaders at Every Level (CLAEL)”, a world-class talent development program based on the holistic and systemic integration of business leadership best practices and Christian leadership principles.

WVES turned to World Vision International Partnership Leader, Lars Gustavsson, and his recently published book, “Spectrum of Providence: Twelve Bible Lessons in Innovation: An Innovation Primer” for the curricular content of the workshop. Spectrum of Providence is a powerful, faith-based publication that utilizes well-known Biblical stories to illustrate examples of innovation and its application throughout history. Each of the workshop’s guest speakers presented a chapter of the book, their personal interpretation of the lessons and the practical applications of the concepts within World Vision.

Created by the WVES Executive Leadership Team, the CLAEL Leadership Development Program focuses on Spiritual Nurturing, Leadership Development and Organizational Affairs. These themes are delivered in weekly, multipoint, videoconference format staff meetings and biannuañ face-to-face workshops held at both the division level and with the entire 362-person national staff. At the time of the July 2012 Innovations for Impact Workshop-Seminar, WVES had already executed the “21st Century Leadership and Management Conference” in September 2010, the “Christian Leaders at Every Level Conference” in July 2011, and the “Building a Better World for Children by Building a Better Me Conference” in December 2011.

Innovation brainstorming activities centered around twelve thematic areas that ranged from Programmatic Quality and Impact to Resource Stewardship and Sustainability, among others. The WVES staff expertly assembled multidisciplinary, cross cutting work groups that combined staff members from different National Office Divisions, Area Development Programs (ADPs) and Children and Youth Representatives to participate in every facet of the workshop.

Each multidisciplinary group worked through a series of exercises designed by the WVES Executive Leadership Team to identify trends within the twelve thematic areas, brainstorm a set of innovative ideas in the divergent thinking phase, and then use critical thinking skills to The 2012 Innovations for Impact Workshop-Seminar merge these ideas with those of other groups to generwas designed with the following goals in mind: (1) create solid innovation proposals. Each of the 48 groups ate a high performance WVES workforce capable of ex- assembled were also encouraged to participate in a traordinary ministry results and impact in an increas- radical thinking process to generate wild ideas, or those ing and sustainable manner, (2) create an organizational perceived by many as being obviously quite unlikely or culture conducive to progressive innovation and change, dangerous and disruptive. and (3) create incremental and radical innovation ideas at division, program and microfinance institution levels At the end of the seminar, each group presented a set to enhance ministry performance, achieve national im- of innovative project ideas that included three primary pact and reach 50% - 100% of children in El Salvador ideas, three secondary ideas and one radical idea. These with transformational development efforts. results will be evaluated by the WVES Executive Leadership Team to assess feasibility and define the next steps In order to achieve these goals, the WVES staff prepared for implementation. a high impact workshop-seminar experience attended by 423 participants (333 staff, 58 children and youth rep- A roundtable meeting on strategic communication and resentatives, and 32 conferene guests and speakers). The scaling was held with WV international representatives workshop featured inspiring spiritual environments, mo- resulting in a recommendation for WVES to publish tivating and educational capacity building presentations results and lessons learned, and develop an innovation from prominent guest speakers, and multidisciplinary in- toolkit that could be used to promote a Partnershipnovation exercises to foster the burgeoning culture of wide innovation culture by the WVI Global Collaborainnovation within the organization. tion and Innovation Office.

Innovations for Impact Purpose: Build a better world for children by building the leadership skills, strengthening the creative thinking and releasing the God-given immense potential of the World Vision El Salvador 362-people workforce and 58 Children and Youth Representatives from WVES programs and networks. II. PROGRAM BACKGROUND

scale up to achieve national and international impact.

The World Vision El Salvador (WVES) Ministry, an Interdependent National Office with a 362-people workforce founded in 1975, comprises 20 Area Development Programs (ADPs) in 6 provinces, 39 municipalities, 343 villages and 764 hamlets. It serves over 83,000 children, funded by 5 Support Offices (USA, Canada, Korea, Taiwan, Japan) benefitting over 430,000 people with an annual budget of $17 million USD (Sponsorship, PNS, GIK).

The challenge to the new WVES Leadership was to revamp operations with a revised local vision, new goals, strategic imperatives and a high performance workforce. In response to this challenge, the Executive Leadership Team created a Restructuring and Revitalization (R&R) Program to reorganize corporate functions, structures and operations (Restructuring) and create a culture of excellence, high performance and accountability (Revitalization). A crucial component of this R&R Program was the creation of the unprecedented â&#x20AC;&#x153;Christian Leaders at Every Level (CLAEL)â&#x20AC;? concept and program based on a combination of leadership development best practices and Christian leadership principles. CLAEL integrates business and Christian principles as interdependent practices, rather than a collection of independent programs. WVES integrated these principles making them holistic and systemic in nature.

III. CHRISTIAN LEADERS AT EVERY LEVEL (CLAEL) LEADERSHIP DEVELOPMENT PROGRAM A May 2010 technical review revealed a country program with a strong relief, development and advocacy capacity to transform children, families and communities in El Salvador. At the same time, this assessment showed the following characteristics:

1. Technical, programmatic, managerial and financial Knowing it is not necessarily a best practice that leads practices that needed to be updated and brought to to successful leadership development, but rather its consistent implementation,WVES created a continuous 21st century business and international standards, leadership development program consisting of weekly 2. A huge potential to strengthen, expand and diversify video-conference staff meetings that address spiritual programs geographically and target population-wise, nurturing, leadership development and organizational affairs, and face-to-face workshops both at the division and level and for the entire 362-person staff. The program 3. A unique opportunity to create new models and was designed to achieve the following objectives:

“Innovation is change that creates a new dimension of performance. All public, private and nonprofit organizations must be governed by performance, not merely by good intentions.” - Peter Drucker, Managing the Non-Profit Organization

A. Workshop Goals 1. Create a high performance WVES workforce capable of extraordinary ministry results and impact in an increasing and sustainable manner. 2. Create an organizational culture conducive to progressive innovation and change. 3. Create radical innovation ideas at divisions, programs and microfinance institution levels to enhance ministry performance, achieve national impact and reach 50% 100% of children in El Salvador with transformational development efforts.

1. Deliver the same teaching and learning experience to all staff, 2. Streamline change communication within the organization, and 3. Enable trust and clarity among the staffs of the National Office, the FUNSALDE Microfinance Institution (MFI) and the Area Development Programs. At the time of the July 2012 Innovations for Impact Workshop-Seminar, WVES had already executed the “21st Century Leadership and Management Conference” in September 2010 for a set of 60 staff members, the “Christian Leaders at Every Level Conference” in July 2011, and the “Building a Better World for Children by Building a Better Me Conference” in December 2011, both for all staff nationwide. IV. 2012 INNOVATIONS FOR IMPACT WORKSHOP-SEMINAR The 2012 Innovations for Impact Workshop-Seminar was designed on the basis of the following goals and learning outcomes as established by the WVES Executive Leadership Team:

The Challenge: “Unleash the full individual and collective potential of employees to achieve and sustain higher levels of performance than the workers themselves thought possible, than management or customers expected, and than competition can realistically achieve.” - Jon Katzenbach, Peak Performance ery facet of the activities, including roundtable discussions and innovation exercises. Their participation invited rich discussion and opportunities for reflection throughout the workshop-seminar. V. INSPIRED TEACHING AND LEARNING ENVIRONMENTS A. Relaxing Learning Environment: Royal Decameron Salinitas The workshop-seminar was held in the attractive Royal Decameron Resort and Convention Center, located on 1. Modernize the technical, programmatic, managerial the Salvadorean Pacific Coast, 56 miles away from the and financial capacities of the divisions, programs, mi- country’s capital city, San Salvador. Royal Decameron Salinitas co-sponsors the WVES Leadership Developcrofinance institution and WVES as a whole. ment Program through special discounted rates as 2. Strengthen, expand and diversify WVES programs, part of its Corporate Social Responsibility efforts. This services and benefits for children, adolescents and 3-star, all-inclusive oceanfront resort features a worldclass conference center and beautiful, tropical suryouth (CAY). roundings that enable the participants to take a break 3. Reach national and international impact through in- from their daily routine and fully engage in the learning novative, value-added and replicable business models environment of the workshop-seminar. to ensure fullness of life for Salvadorean children. B. Entertaining Instructional Environment: AudioWith these goals and outcomes in mind, the WVES staff Visual Effects worked diligently to design a high impact workshopseminar experience attended by 333 staff members, 58 The WVES staff took great care to deliver an extraorchildren and youth representatives and 32 guests and dinary audio and visual experience for its participants. The workshop-seminar featured an 8-piece Christian conference speakers for a total of 423 participants. musical group, known as The Band. Band leader, RiThe workshop-seminar was comprised of a unique cardo Calderón Jr., led the audience in many Christian combination of high-energy, inspired environments, sing-alongs to inspire each participant’s connection motivating and educational presentations, and high im- with God and to encourage a festive and productive pact, multidisciplinary innovation exercises to foster environment. Calderón Jr. also delivered a 90-minute the burgeoning culture of innovation and creative en- presentation entitled “The Music Paradigm.” This session used the band as a metaphor for WVES in order gagement throughout the organization. to raise its performance to a new level. The musicians A key component of the workshop-seminar was the were led through a series of exercises that illustrated inclusion of children and youth representatives in ev- key qualities and practices of high-performing teams B. Workshop Learning Outcomes

World Vision El Salvador is developing a culture of innovation and fostering the development of collaborative change leaders to make world-class technology and innovation possible. WVES is building capacity to mobilize the society as a whole to pursue ambitious new goals to build a better world for children. - WVES Executive Leadership Team

and organizations. Participants experienced a high-impact learning experience on effective leadership, teamwork, communication and innovation in an exciting, instructional, entertaining and interactive environment. The conference room was equipped with eight fulllength projection screens that featured bilingual presentations, movies and video clips with surround sound, and karaoke-style lyrics to accompany the Christian music. The workshop featured a complete videography team that provided real-time video perspectives of the audience participation and guest speakers.

Participants were also treated to a special evening of entertainment that included a traditional Latin Ameri- participants to realize their individual potential for incan dance show by the Royal Decameron Salinitas staff, novation, and to open their minds and hearts to the a movie forum featuring Mission Impossible 4, and a power of God’s purpose to innovate through them. special closing program that featured musical numbers performed by The Band and a special teaching entitled “Innovation for Impact 2 – Jesus: The Innovator of History”, delivered by the charismatic Pastor Rony Madrid of Iglesia VidaReal.tv of Guatemala. C. Inspiring Christian Environment: Daily Devotionals and Teachings WVES invited two dynamic pastors to join the week’s activities and lead the participants in devotionals throughout the workshop. Pastor Juan Angel Castro of Centro Evangelístico de las Asambleas de Dios, San Salvador, participated in the Opening Ceremony with a Christian Leadership Sermon and the Invocation for divine help. He also contributed to the event by presenting on “Everyday Creativity”, featuring a video from renowned National Geographic photographer Dewitt Jones. Pastor Rony Madrid of Iglesia VidaReal.tv of Guatemala delivered an inspirational session on “Innovation & Service” and offered his blessing and guidance throughout the workshop-seminar in addition to his Closing Remarks on “Jesus:The Innovator of History”. The WVES Spiritual Leadership Team (SLT), an 8-member voluntary intercession ministry, led participants in opening prayers for each of the morning, afternoon and evening presentation sessions. Prayers and devotionals were also woven into the daily activities to encourage

faith-based publication that utilizes well-known Biblical stories to illustrate examples of innovation and its widespread application over time. Each conference WVES’s commitment to the application of new tech- participant received a copy of the book. A total of 20 nology and efficient processes within the organization presentations were made by local and international has propelled the National Office to a position of lead- guest speakers. Twelve guest speakers were assigned a ership within the Partnership. chapter of the book to present, together with business applications, personal interpretation of the lessons and Medad Cea of the WVI Regional Office for Latin Amer- practical applications of these concepts within their ica and the Caribbean (LACRO) delivered a presenta- positions in the World Vision organization. tion on the Central American Integration Project. This innovative project aims to integrate the back-offices of the National Offices in Central America and create a Shared Services Center to enhance the productivity and efficiency of country programs, multiply savings in time, efforts and resources, and enhance the overall performance, outcomes and impact of Central American National Offices. D. Problem-Solving Environment: Information Technology Solutions

WVES was also proud to host international guest speaker, Bernard Vicary, Business Product Director of the Program Management Information System at the WVI Global Center. Vicary presented on the new Horizon system and its new content management capabilities, which is revolutionizing the way Area Development Program offices collect data, communicate progress of their programs with the National Office, and use information for better planning, policy and decision-making. E. Uplifting Professional Environment: Innovation Presentations WVES was proud to feature World Vision Canada President, Dave Toycen, as the inaugural guest speaker. Toycen, in his presentation entitled “Innovation for Impact 1: Cultivating Innovation”, captivated the audience as he presented the history of World Vision, its current mission and the urgent need to innovate. In order to fully immerse the staff in the concepts of innovation, WVES turned to World Vision Global Collaboration and Innovation Partnership Leader, Lars Gustavsson and his recently published book, “Spectrum of Providence: Twelve Bible Lessons in Innovation: An Innovation Primer”. Spectrum of Providence is a powerful,

VI. Guest Speaker Presentation Themes Spectrum of Providence: Twelve Bible Lessons in Innovation: An Innovation Primer Stephen: Innovation and Vision Frank Williams, Senior Advisor, Global Collaboration and Innovation & Director and United Nations Representative, WVI Williams highlighted how a true witness provides a story that goes on, long after death. Williams elaborated on Stephen’s fatal struggle with the Apostles in his mission to protect the hungry, Greek widows. Williams presented on the recently launched WVI Global Innovation Framework that will act as an innovation ecosystem to provide support for the new innovation efforts across the organization. Williams encouraged WVES to pursue serious disruptive innovation, highlighting opportunities in cell phone technology. Nehemiah: Innovation and Determination Oscar Ramírez Smith, Director of Strategic Relations, WVES Ramírez highlighted how patience and tenacity, along with truth-telling, lead to collaboration and transformation. Ramírez presented on Nehemiah’s determination to build Jerusalem in a time when Judaism was fading. He spoke on the basic conditions for determination and the ten primary roles that need to be played during the practical application of the innovation process. Ramírez also highlighted the importance of deep personal reflection and an urgency to keep dreaming to meet the national movement targets. Naaman: Pragmatic Innovation Sharon Boyle, Director of Organizational Excellence, WVES Boyle discussed how even the weakest faith can converge with compassion to create something new. Boyle spoke on Naaman’s struggle as a respected Syrian general suffering from leprosy, and how letting go of his pragmatic approach to life allowed him to be cured in the healing waters of the Jordan River. Boyle highlighted disruptive innovation with a Harvard Business School report on the key components of catalytic innovation for social change and a case study on developing Christian children’s clubs in Muslim West Africa. David: Innovation on the Inside Chantal Tomlinson, CIO & VP of Information Technology, WV Canada Tomlinson spoke about a shepherd and a poet, and in spite of his weaknesses, a man after God’s heart. Tomlinson used David’s story as a “A Man After God’s Heart” to express the importance of understanding each person’s unique passions and gifts in order to carry out God’s plan for individuals and the needs of the organization. Tomlinson spoke on the urgency for WVI to become more relevant through innovation, and the need to engage the donor community in ways that foster increased support and commitment. Nathanael: Innovation’s Challenges to Preconceptions Willy Figueroa, Director of Administration & Finance, WVES Figueroa highlighted a man of faith surprised by a Jesus that Nathanael couldn’t categorize. In his presentation on Nathanael, Figueroa emphasized the Nazareth Syndrome, an internal struggle of intense questioning and doubt around “Can anything good come out of this?” Figueroa shared personal accounts of his struggle within the WVES National Office as the organization experiences the growing pains of modernization. He expressed his renewed faith in the organization and its innovation efforts.

VI. Guest Speaker Presentation Themes Spectrum of Providence: Twelve Bible Lessons in Innovation: An Innovation Primer Nicodemus: Inconceivable Innovation Tim Sawer, VP Marketing, WV United States Sawer explained how Nicodemus was invited and engaged in a spiritual transformation. Sawer presented on inconceivable innovation and its applications to marketing efforts at World Vision United States. Sawer explained that through his deep, faith-based work ethic, he has been able to inspire his staff to create innovative products, including a world-class, online fundraising platform. His devotion has inspired others around him to work in accordance with their own personal connection to God. Peter: Innovative Thinking Verónica Olivares, Programs Director, WVES Olivares highlighted a disciple, apostle and church leader; a man who convened the church for transformation. She reflected on Peter’s life as a fisherman and his struggle to accept becoming one of the twelve Apostles. Olivares highlighted modern examples of innovative thinking with the Arab Spring and its roots in youth innovation and technology; she also noted the famous, Olympic high jumper, Dick Fosbury, whose innovative thinking and risk taking forever changed the way the world approaches the sport. Ruth: Innovation and Persistence Joselyn Orellana, People and Culture Manager, WVES Orellana elaborated on a woman of faith and persistence who took action to transform her future. Orellana presented the history of Ruth, her persistent conversion to Judaism and as a result, the subsequent birth of her most significant direct descendant, Jesus. Orellana emphasized that the innovative products lie within the needs of the people they affect, as illustrated by a creative industry case study.

Jonathan: Innovation and Sacrifice Frank Williams, Senior Advisor, Global Collaboration and Innovation & Director and United Nations Representative, WVI Williams explained that true friendship transforms us, enabling us to engage the world with hope. Williams reflected on the transformative power of the deeply committed friendship documented between Jonathan and David. Williams explained the critical and supportive roles that scouts and connectors play in the lives of innovators and the spreading of their ideas. He also emphasized the importance of developing individual curiosity on a daily basis, taking personal risks and not retiring from continual learning. Abraham: Innovation and Leaving Town Max Alfaro, Executive Director of FUNSALDE, El Salvador Alfaro spoke about Abraham the father, founder, leader and innovator, but flawed in his execution of each. He presented on Abraham’ struggle to leave his land and start anew in uncharted territory. Alfaro expressed that while leaving one’s comfort zone may be traumatic, it is necessary to spur growth and innovation. Alfaro highlighted excerpts from the book, Blue Ocean Strategy, which explain that the primary barrier to successful innovation is imaginary or perceived limitations which must be overcome.

VI. Guest Speaker Presentation Themes Spectrum of Providence: Twelve Bible Lessons in Innovation: An Innovation Primer King Ahab: Innovation the Wrong Way Lars Gustavsson, Partnership Leader, Global Collaboration and Innovation, WVI Gustavsson pointed out that God sometimes engages the worst of people to accomplish the best of things. Gustavsson led the participants through an assessment of King Ahab’s disastrous record as the worst leader in history, by applying a Harvard Business Review report on why leaders fail. Gustavsson underscored World Vision’s urgent need to embed 24/7 innovation into the organization, despite the many hurdles and inevitable failures that the organization will need to overcome along the way. Rahab: Innovation and Recognizing the Truth Lorena Roque, Internal Audit Manager, WVES Roque described how a convergence of events leads to the birth of an unexpected faith. She presented the story of Rahab and how her belief in the truth guided her to hide the Hebrew spies in her home. Rahab’s actions expressed her true beliefs, and in reward she and her family were saved during the conquest of Jericho. Roque highlighted the realities of overcoming perverse problems, those containing large amounts of complex information, to make progress in one’s mission and goals.

“If we are truly helping advance Jesus’ work, we should also be becoming better people in the process.” - Dave Toycen, President,WV Canada, on practicing individual innovation and renew al; Innovations for Impact 1: Cultivating Inno- vation,Workshop-Seminar Inaugural Remarks and/or Area Development Program “facilitator” to lead the groups through seven innovation brainstorming sessions.The following exercises were carried out over the course of three days: VII. INNOVATION BRAINSTORMING EXERCISES To commence the innovation activities, WVES Executive and National Director, Dr. M. Ricardo Calderón, gave participants the informative and educational presentation “Making Innovation a Reality” to explain the strategy behind the workshop’s Innovation Brainstorming Exercises and how they were to be executed. Dr. Calderón focused on four innovation themes – What is Innovation?, Thinking and Acting Differently, Innovation Breakthroughs and Innovation Exercises– and four critical steps –Trend Identification, Divergent Thinking, Convergent Thinking and Wild (Radical) Thinking.

1. Trend Identification 2. Divergent Thinking 3. Convergent Thinking 4. Summary of Innovations A. Exercise:Trend Identification Purpose: Recognition of a general direction in which something (vision, mission, strategy, intervention, situation, condition, etc.) tends to move, flourish, grow, develop, improve, happen or stop, decline and deteriorate.

Activity: Each of the 48 work groups was assigned one of twelve thematic areas defining a problem statement and challenges (descriptions of thematic areas found in in section VIII.). On average, four groups were tasked WVES staff expertly assembled 48 multidisciplinary, for each thematic area. Groups were asked to think cross cutting work groups of seven to ten members of “ministry” around “trends”, particularly: What is the each that combined WVES, FUNSALDE and ADP staff trend that WVES is riding on that gives purpose to the from distinct positions, with Children and Youth Repre- ministry including its enabling, success factors or dissentatives to encourage diversity and candid participa- abling, failure conditions? The groups reviewed the foltion. lowing thematic areas: Fifty members (32 registered children and 18 nonsponsored children) of the Children, Adolescence and Youth Municipal Councils were selected by their peers to attend the workshop. These participants, ages 1522, also belonged to the Local and National Networks promoted by WVES. In addition, eight children, ages 9-12, from the WVES Children Communicators Program, participated in the workshop and contributed to the discussions in their roles as Children Communicators.

1. 2. 3. 4. 5. 6. 7. Each of the 48 groups was accompanied by a WVES 8. Executive Leadership Team, Senior Management Team 9.

Growth and Coverage of Children Programmatic Quality and Impact Relationships and Positioning Culture of Peace National Movement (Youth Vio- lence Prevention) Prosperity for Children National Movement (Ex- treme Poverty Eradication Acceleration) Well-Being of Children National Movement (Pro- motion and Protection of Children’s Rights) Gender Equality National Movement (Gender-Sen- sitive Country) Financial Growth and Sustainability Monitoring and Evaluation

10. Resource Stewardship and Organizational Excel- lence 11. Participation and Mobilization 12. Corporate Security and Disaster Relief The multidisciplinary nature of the work groups elicited a wide range of contributions on each topic. This array of perspectives painted a more thorough picture of the national situation, in turn creating a more comprehensive vantage point from which groups could confidently progress into the next activities: divergent and convergent thinking. B. Exercise: Divergent Thinking Purpose: Creative thinking process used to generate creative ideas by exploring many possible solutions (the ability to create multiple ideas, solutions or options from a given stimulus). Activity: In the divergent thinking exercise, each of the 48 groups expanded upon approximately five to ten innovative ideas that addressed the problems and opportunities listed in the Trend Identification activity. At the end of these discussions and in preparation for the Convergent Thinking Exercise, groups were tasked to

identify the top three primary innovation ideas, three secondary innovation ideas, and one or two wild ideas, those whose implementation would cause serious disruption to the status quo of the organization. The criteria given to participants to make their selections was based on the following three parameters: 1. Novelty: The quality of being new or being striking, original or unusual; 2. Attractiveness: The quality of causing an interest, need or aspiration; and 3. Feasibility: The capability of being done or carried out. C. Exercise: Convergent Thinking Purpose: Critical thinking process that focuses on coming up with the single, well-established answer to a problem (the ability to analyze, break apart, and arrive at a single â&#x20AC;&#x153;right answerâ&#x20AC;?). Activity: Convergent thinking was based on uniting different working groups in a session of critical thinking and analysis to combine the two groupsâ&#x20AC;&#x2122; independently brainstormed ideas into a list of the best five to ten solutions for each thematic area.

“Forget about what has happened. Don’t keep going over old history. Be alert. Be present. I’m about to do something brand new.” - Isaiah 43:18-19 as quoted by Lars Gus- tavsson,WVI Partnership Leader, Global Co- llaboration and Innovation,WVI.

Activity: Radical ideas were solicited from each of the 48 groups and discussed throughout all of the innovation brainstorming sessions. VIII. SUMMARY OF TRENDS,THEMATIC AREAS AND INNOVATIONS At this final stage of the exercise, a representative of each thematic area delivered a succinct presentation of the converged ideas to all conference participants. The description of each of the 12 Thematic Areas is presented below along with the trends and results of this exercise in terms of Primary, Secondary and Wild Ideas. In addition to the innovations recommended by the final work groups, the children and youth representatives also presented their innovative ideas in the following three Thematic Areas of their choice: Well-Being of Children National Movement (Promotion and Protection of Children’s Rights), Participation and MobilizaIn this exercise, groups were combined in two phas- tion, and Prosperity for Children National Movement es. First, two groups of seven to ten people worked (Extreme Poverty Eradication Acceleration). together to effectively communicate their ideas, analyze the entire set of ideas and choose which solutions were strong enough to move on to the next round. After this process, two combined groups of fourteen to twenty members were united to develop one definitive set of responses to each of the thematic areas. These sets of ideas were then summarized into a total of three primary innovation ideas, three secondary innovation ideas, and one or two radical ideas. D. Exercise: Wild Thinking Purpose: Radical thinking process used to generate an idea that many people think is obviously quite unlikely or that is dangerous and disruptive.

THEMATIC AREA 1 GROWTH AND COVERAGE OF CHILDREN, ADOLESCENTS AND YOUTH (CAY) Facilitator: Veronica Olivares The WVES programming has primarily focused on sponsored children and Area Development Programs (ADPs). The Transformational Development strategies are based on the Life Cycle of Children. These strategies are organized into four age groups, all of which correlate with four good practices known as “Central Mechanisms of Transformational Development of Children” as follows: • • • •

Good Health and Nutrition Circles: 0-3 years Community Holistic Development Centers: 4-6 years Community Clubs for Children: 7-12 years Adolescent and Youth Clubs: 13-20 years

with the same quantity and quality of services. WVES will use the same amount of resources to provide the same services and benefits to the non-sponsored CAY. For fiscal year 2014, WVES plans to double the current number of registered children, to over 122,000 benefited children. Nevertheless, even with this increased coverage, only 5% of El Salvador’s CAY will be covered. Therefore, WVES needs to create or integrate new Transformational Development Good Practices in conjunction with the public and private sector and nonprofit institutions to achieve 50% to 100% coverage.

How can WVES increase the number of sponsored CAY in Transformational Development activities? How can WVES add a non-sponsored CAY for each sponsored CAY (Children Coverage Expansion Program:: 2x1 Strategy) in the Transformational Development activiThese Central Mechanisms of Transformational Devel- ties? How can WVES provide coverage to 50% to 100% opment of Children build human capital while simulta- of the children located in each Area Development Proneously four “Place-Based Interventions” are implement- gram region and beyond? How can WVES make exised to create “Safe and Healthy Community Environments tent good practices more efficient and effective? How at the Built/Physical, Social, Economic and Service Level”. By can they be offered at a lower cost? What other Good using these tools, WVES aims to ensure fullness of life Practices or Transformational Development Mechafor Children, Adolescents and Youth (CAY) in commu- nisms are required to increase CAY coverage? nities that are safe and healthy. In fiscal year 2011, the number of sponsored CAY was 61,325, or 2.3% of vulnerable CAY from 0-20 years old in El Salvador. Since only 20,519 (33%) of these children were participating in Transformational Development good practices, the new WVES vision and goal is to give 100% of the sponsored CAY the opportunity to participate in good practices while, at the same time, adding one non-sponsored CAY per each sponsored CAY

TREND IDENTIFICATION RESULTS: What is the trend that WVES is riding on that gives purpose to the ministry including its enabling, success factors or disabling, failure conditions? Positive trends for growth and coverage of girls, boys, 1. A wide range of social factors contribute to diffiadolescents and youth identified by team members in- culties in the lives of CAY including national instability, clude: child labor, extreme poverty, violence, the disintegration of families, rapid population growth and depen1. The Ministry of Education is implementing full-time dence on handouts. schools. 2. Local actors and NGOs have differing agendas. 2. The government, non-governmental organizations (NGOs) and churches have strengthened children, ad- 3. International fundraising efforts are affected by branches of the state. olescents and youth rights. 3. Local governments and international organizations are interested in working on behalf of children.

INNOVATION IDEAS:

Primary, secondary and wild innovation ideas proposed Negative trends for growth and coverage of girls, boys, by team members include: adolescents and youth identified include:

THEMATIC AREA 2 PROGRAMMATIC QUALITY AND IMPACT Facilitator: Franklin Perdomo In general, WVES has focused on services and the development process through the opening and closing of Area Development Programs (ADPs). There are examples, stories and treasured testimonials of how the ministry has impacted the lives of children, adolescents and youth (CAY) as well as their families and communities. However, WVES does not have evidence-based practices that integrate developmental skills with the best available research-based external evidence. It is necessary to utilize a scientific methodology to record the quantitative and qualitative impact that Transformational Development Good Practices have on CAYs.

and evaluation of the CWBTs? How can the CWBTs have the largest impact on the most critical needs of the CAY? Given that the CWBTs speak to the most critical CAY needs, which interventions, structures, methodologies or practices must be incorporated or developed in order to make CWBTs a WVES programming priority?

As such, the Partnership has created a new approach TREND IDENTIFICATION RESULTS: entitled “Child Well-Being Aspirations” based on the folWhat is the trend that WVES is riding on that gives lowing Child Well-Being Targets (CWBTs): purpose to the ministry including its enabling, success 1. Children from 12-18 years old report that there is an factors or disabling, failure conditions? increased level of well-being; Positive trends for Program Quality and Impact identi2. An increase in number of children from 0-5 years fied by team members include: old that are protected from infection and disease; 1. WVES technical team is able to define appropriate 3. An increase in the number of children from 0-5 years indicators, measurement tools and guidelines. 2. CAY are participating in the central mechanisms. that are well-nourished; and 3. Institutional and inter-sectoral relationships exist. 4. An increase in the number of children who are able 4. Leadership development is happening at all levels. to read by age 11. Negative trends for Program Quality and Impact idenHow can WVES ensure quality interventions and have tified by team members include: a more effective impact on CAY? How can WVES improve the CWBT indicators among sponsored and 1. Many of the indicators are not created based on non-sponsored CAY? How can WVES ensure that the community-level context; staff does not have the caCAY participating in the interventions stand out as pability or guidelines to properly implement systems. more intelligent, nourished and well prepared? How 2. Parents are more interested in economic developcan WVES demonstrate that these CAY are taking ad- ment than in their children’s education. vantage of their intellectual, social, economic and spiri- 3. Program structure is inadequate to reach program objectives; there are some poorly targeted interventual potential? tions. How can WVES ensure that the programming ap- 4. There is a lack of an updated strategy based on local proach provides coverage to the most vulnerable CAY? realities and inadequate methods of knowledge transWhich roles do divisions and programs play in terms of fer. the monitoring and evaluation of the CWBTs? What is the role of the WVES volunteer staff in the monitoring

INNOVATION IDEAS: Primary, secondary and wild innovation ideas proposed by team members include:

THEMATIC AREA 3 NETWORKING AND POSITIONING Facilitator: Juan Carlos Cárcamo In order to achieve the WVES goals in the following areas: Growth & Coverage of Children, Programmatic Quality & Impact, Promotion & Protection of CAY, Children’s ‘Life in all its Fullness’ National Movement, Financial Growth & Sustainability, Monitoring & Evaluation, Stewardship & Organizational Excellence, and Corporate Security & Emergency Response, WVES needs to build relationships, partnerships and strategic alliances with the public and private sector, nongovernmental organizations (NGOs) and faith-based organizations (FBOs).

dren’s ‘Life in all its Fullness’ National Movement based on the WVI Regional Cause “protected children promoters of a safer and more just society”. TREND IDENTIFICATION RESULTS:

What is the trend that WVES is riding on that gives In order to be relevant and exercise public influence on purpose to the ministry including its enabling, success a national level,WVES needs to achieve national impact factors or disabling, failure conditions? based on the overall reduction in injustices, inequalities and violence that directly or indirectly affect CAYs. To Positive trends for Networking and Positioning include: achieve this goal, WVES plans to implement the follow1. Strategic partnerships with businesses, youth neting three strategies: works, government, NGOs and faith based organizations (FBOs). 1. Prioritize the WVES advocacy work. 2. Use of technology and social media to increase pub2. Increase leadership development interventions for lic awareness of WVES. those without a voice through strategic alliances with 3. New positioning strategies in urban areas and mainchurches, youth groups, FBOs, educational institutions, tenance of WVES presence in locations where they community foundations, civil society, the private sector have worked well and achieved good results. 4. Acceptance and credibility of WVES by its partners and government. make advocacy easier. 3. Maintain a presence in at-risk rural and urban areas to expand the CAY coverage in the most vulnerable, Negative trends for Networking and Positioning include: and oppressed communities. How can WVES improve its ability to network and develop strategic alliances? How can WVES better position itself nationally as a leading organization and CAY advocate? How can WVES effectively position itself as the national leader in mobilizing campaigns to protect CAY? How can WVES brand recognition be increased throughout the country? How should WVES prioritize its partnership building efforts?

1. Rivalry, competition and incompatible priorities between municipalities and NGOs. 2. World Vision’s evangelical identity can cause nonfaith based organizations to resist collaboration and partnering. 3. Lack of internal organization cohesiveness and openness.

INNOVATION IDEAS: How can a National Movement of the Faith-Based Organizations be developed? More specifically, how can Primary, secondary and wild innovation ideas proposed WVES motivate and coordinate the entire Christian by team members include: (Catholic and Protestant) community to join a Chil-

THEMATIC AREA 4 CHILDREN’S ‘LIFE IN ALL ITS FULLNESS’ NATIONAL MOVEMENT 1. CULTURE OF PEACE CAMPAIGN Facilitator: Arthur Guth Jokish WVES recognizes that a government that acts alone cannot provide security, well-being and prosperity to its citizens in an efficient and effective manner, especially for women and CAY. It is necessary to build partnerships within the public and private sectors at the local and international level to create safe and healthy whole to be effective and successful? How can WVES environments, multidimensional transformational de- make a difference in leading, catalyzing and supporting velopment models and public policy. As such, WVES national movements? aims to contribute to: What steps can be taken to inform all those that visit 1. Create new distribution of wealth models, and edu- El Salvador, whether by air, sea or land, that the entire country has consolidated its efforts to promote a cational and development opportunities, Children’s ‘Life in all its Fullness” National Movements? 2. Resolve specific problems and structural issues re- What steps can be taken to peak their interest, get involved and provide support? sulting in underdevelopment, and 3. Balance the inequality that exists between the “haves” and the “have nots” in order to undertake development that is more sustainable, equitable, effective and compassionate. In order to strengthen, expand and diversify WVES’ Transformational Development Good Practices for sponsored and non-sponsored CAY, and to increase coverage to 50% to 100% of CAY in transformational development efforts, WVES intends to develop a “Children’s ‘Life in all its Fullness’ National Movement” comprising for essential components or campaigns:

TREND IDENTIFICATION RESULTS: What is the trend that WVES is riding on that gives purpose to the ministry including its enabling, success factors or disabling, failure conditions? Positive trends for the Culture of Peace Campaign include: 1. NGOs in the country interested in promoting a culture of peace; possibility and feasibility of partnering with these organizations.

1. Culture of Peace: Youth Violence Prevention

2. Laws like the Integral Law for the Protection of Children and Adolescents (LEPINA) are published and aim 2. Prosperity of Children: Extreme Poverty Eradication to include all sectors. Acceleration 3. Existence of governmental structure that supports 3. Well-being of Children: Promotion and Protection of and pursues a culture of peace (legislative body, prosecutors, etc.). Children’s Rights 4. Gender Equity: Gender-Sensitive Country

Negative trends for the Culture of Peace Campaign include:

Therefore, in terms of the Culture of Peace:Youth Violent Prevention Campaign, how can this Campaign be developed? What strategies should be used? Which components, interventions and partnerships should comprise this Campaign? What has to be done for this unprecedented Campaign and National Movement as a

1. Naturalization of violence and cultural factors that promote violence. 2. Limited opportunities and economic, social and cultural inequalities.

3. Failure of leaders to promote and mainstream a national peace movement.

INNOVATION IDEAS: Primary, secondary and wild innovation ideas proposed by team members include:

THEMATIC AREA 5 CHILDREN’S ‘LIFE IN ALL ITS FULLNESS’ NATIONAL MOVEMENT 2. PROSPERITY OF CHILDREN CAMPAIGN Facilitator: Max Alfaro WVES recognizes that a government that acts alone cannot provide security, well-being and prosperity to its citizens in an efficient and effective manner, especially for women and CAY. It is necessary to build partnerships within the public and private sectors at the local and international level to create safe and healthy environments, multidimensional transformational development models and public policy. As such, WVES aims to contribute to: 1. Create new distribution of wealth models, and educational and development opportunities, 2. Resolve specific problems and structural issues resulting in underdevelopment, and 3. Balance the inequality that exists between the “haves” and the “have nots” in order to undertake development that is more sustainable, equitable, effective and compassionate.

tional Movement as a whole? What has to be done for this unprecedented National Movement to be effective and successful? How can WVES make a difference in leading, catalyzing and supporting national movements? What steps can be taken to inform all those that visit El Salvador, whether by air, sea or land, that the entire country has consolidated its efforts to promote a Children’s ‘Life in all its Fullness” National Movements? What steps can be taken to peak their interest, get involved and provide support? TREND IDENTIFICATION RESULTS:

What is the trend that WVES is riding on that gives purpose to the ministry including its enabling, success In order to strengthen, expand and diversify WVES’ factors or disabling, failure conditions? Transformational Development Good Practices for sponsored and non-sponsored CAY, and to increase Positive trends for the Prosperity of Children Camcoverage to 50% to 100% of CAY in transformational paign include: development efforts, WVES intends to develop a “Children’s ‘Life in all its Fullness’ National Movement” compris- 1. Interest of young people, their families and internaing for essential components or campaigns: tional organizations in helping youth improve their academic and economic status. 1. Culture of Peace: Youth Violence Prevention 2. Adolescent and youth clubs to provide the basis for comprehensive development and entrepreneurship. 2. Prosperity of Children: Extreme Poverty Eradication 3. Agricultural practices on unused land with potential Acceleration are being reactivated and strengthened. 4. Health education with central focus on the family, 3. Well-being of Children: Promotion and Protection of and vocational workshops on teaching business vision, Children’s Rights supply chain management and market research. 4. Gender Equity: Gender-Sensitive Country Therefore, in terms of the Prosperity of Children: Extreme Poverty Eradication Acceleration Campaign, how can this Campaign be developed? What strategies should be used? Which components, interventions and partnerships should comprise the Campaign and Na-

Negative trends for the Prosperity of Children Campaign include: 1. No existing systems of associations or institutional partnerships that secure employment opportunities for young people to overcome their disadvantages. 2. Little involvement of local actors (churches, commu-

nity development associations [ADESCOs], municipalities, health units, etc.) in social projects. 3. Private enterprises are apathetic or unwilling to get involved and help eradicate poverty.

INNOVATION IDEAS: Primary, secondary and wild innovation ideas proposed by team members include:

THEMATIC AREA 6 CHILDREN’S ‘LIFE IN ALL ITS FULLNESS’ NATIONAL MOVEMENT 3. WELL-BEING OF CHILDREN CAMPAIGN Facilitator: Marla Gonzalez WVES recognizes that a government that acts alone cannot provide security, well-being and prosperity to its citizens in an efficient and effective manner, especially for women and CAY. It is necessary to build partnerships within the public and private sectors at the local and international level to create safe and healthy environments, multidimensional transformational development models and public policy. As such, WVES aims to contribute to: 1. Create new distribution of wealth models, and educational and development opportunities, 2. Resolve specific problems and structural issues resulting in underdevelopment, and 3. Balance the inequality that exists between the “haves” and the “have nots” in order to undertake development that is more sustainable, equitable, effective and compassionate.

paign and National Movement as a whole? What has to be done for this unprecedented National Movement to be effective and successful? How can WVES make a difference in leading, catalyzing and supporting national movements? What steps can be taken to inform all those that visit El Salvador, whether by air, sea or land, that the entire country has consolidated its efforts to promote a Children’s ‘Life in all its Fullness” National Movements? What steps can be taken to peak their interest, get involved and provide support? TREND IDENTIFICATION RESULTS:

What is the trend that WVES is riding on that gives In order to strengthen, expand and diversify WVES’ purpose to the ministry including its enabling, success Transformational Development Good Practices for factors or disabling, failure conditions? sponsored and non-sponsored CAY, and to increase coverage to 50% to 100% of CAY in transformational Positive trends for the Well-Being of Children Camdevelopment efforts, WVES intends to develop a “Chil- paign include: dren’s ‘Life in all its Fullness’ National Movement” compris1. Adoption of policies favorable to the wellbeing of ing for essential components or campaigns: children, including the Integral Law for Protection of Children and Adolescents (LEPINA) and food security 1. Culture of Peace: Youth Violence Prevention and nutrition regulations (SAN). 2. Prosperity of Children: Extreme Poverty Eradication 2. WVES’s active participation in spaces of national imAcceleration portance including CISALUD, the Neonatal Alliance 3. Well-being of Children: Promotion and Protection of of the Ministry of Health (MINSAL) and the National Council for Children and Teens. Children’s Rights 4. Gender Equity

: Gender-Sensitive Country

3. WVES has an important partnership with the Attorney for the Defense of Human Rights (PDDH).

Therefore, in terms of the Well-Being of Children: Promotion and Protection of the Rights of Children Cam- 4. WVES is represented on the National Council for paign, how can this Campaign be developed? What Children and Adolescence (CONNA), RIA, and others. strategies should be used? Which components, interventions and partnerships should comprise the Cam- 5. Local stakeholders recognize the importance of child

participation.

cidents.

Negative trends for the Well-Being of Children Campaign include:

4. The need for investment, protection and defense of childrenâ&#x20AC;&#x2122;s rights do not receive attention from social media outlets.

1. Children participation and issues pertaining to key themes of child development are not part of the national research agenda or budget.

5. Disinterest on the part of parents and caregivers to protect boys and girls.

2. The church as an entity does not contribute to the INNOVATION IDEAS: protection of childhood and adolescence. Primary, secondary and wild innovation ideas proposed 3. Lack of current culture of incident reporting on chil- by team members include: drenâ&#x20AC;&#x2122;s rights violations results in slow reporting of in-

THEMATIC AREA 7 CHILDREN’S ‘LIFE IN ALL ITS FULLNESS’ NATIONAL MOVEMENT 4. GENDER EQUITY CAMPAIGN Facilitator: Joselyn Orellana WVES recognizes that a government that acts alone cannot provide security, well-being and prosperity to its citizens in an efficient and effective manner, especially for women and CAY. It is necessary to build partnerships within the public and private sectors at the local and international level to create safe and healthy National Movement to be effective and successful? environments, multidimensional transformational de- How can WVES make a difference in leading, catalyzing velopment models and public policy. As such, WVES and supporting national movements? aims to contribute to: What steps can be taken to inform all those that visit 1. Create new distribution of wealth models, and edu- El Salvador, whether by air, sea or land, that the entire country has consolidated its efforts to promote a cational and development opportunities, Children’s ‘Life in all its Fullness” National Movements? 2. Resolve specific problems and structural issues re- What steps can be taken to peak their interest, get involved and provide support? sulting in underdevelopment, and 3. Balance the inequality that exists between the “haves” and the “have nots” in order to undertake development that is more sustainable, equitable, effective and compassionate. In order to strengthen, expand and diversify WVES’ Transformational Development Good Practices for sponsored and non-sponsored CAY, and to increase coverage to 50% to 100% of CAY in transformational development efforts, WVES intends to develop a “Children’s ‘Life in all its Fullness’ National Movement” comprising for essential components or campaigns: 1. Culture of Peace: Youth Violence Prevention

TREND IDENTIFICATION RESULTS: What is the trend that WVES is riding on that gives purpose to the ministry including its enabling, success factors or disabling, failure conditions? Positive trends for the Gender Equity Campaign include: 1. Creating national-level policies that expand women’s participation. 2. Awareness of gender equity through leadership workshops and best practices taught by WVES.

2. Prosperity of Children: Extreme Poverty Eradication 3. Proven progress in women’s participation in education, environment, politics, religion and workforce. Acceleration 3. Well-being of Children: Promotion and Protection of 4. Younger generations of Salvadorans being educated and familiarized with the concept of gender equity. Children’s Rights 4. Gender Equity: Gender-Sensitive Country

Negative trends for the Gender Equity Campaign include:

Therefore, in terms of the Gender Equity: Gender Sensitive County Campaign, how can this Campaign be developed? What strategies should be used? Which components, interventions and partnerships should comprise the Campaign and National Movement as a whole? What has to be done for this unprecedented

1. Machismo culture still prevails in much of the country. 2. Gender movements in the country tend to increase distorted or unappealing views of feminism and de-

crease gender equality.

INNOVATION IDEAS:

3. Lack of enforcement of laws and policies that improve gender-sensitivity including laws against domestic violence and gender-based discrimination and laws promoting child education and health.

Primary, secondary and wild innovation ideas proposed by team members include:

THEMATIC AREA 8 FINANCIAL GROWTH AND SUSTAINABILITY Facilitator: Oscar Ramírez Smith The World Vision El Salvador Ministry depends primarily on sponsorship from five Support Offices. In fiscal year 2011, the United States and Canada were the largest donors at $7.39M (72%), while Korea, Taiwan and Japan contributed $3.01M (28%). The total budget for fiscal year 2011 was $15.3M, consisting of $10.4M in programming by creating families and communities sponsorship, $3.7M of in-kind donations and $1.2M in with sustainable resources that allow them to have a the form of special projects. Life in all its Fullness. WVES needs to secure long-term support and resources to maintain its five Strategic Imperatives: 1. Impact on Children 2. Safe and Healthy Community Environments

Therefore, how can WVES and FUNSALDE diversify their sources of funding? How can WVES double its budget in five years? How can FUNSALDE multiply its budget of $1.4M fivefold in 5 years? How can these budgets be multiplied even more once they are doubled? What steps, strategies, interventions, or new thought patterns need to be implemented? What goals and growth rates need to be established on a quarterly, semi-annual and annual basis in terms of the four pillars of economic sustainability?

3. Advocacy: Promotion & Protection of Children 4. Sustainability 5. Future-Focused, Shared and Servant Leadership Similarly, WVES needs to ensure balanced growth to support the following four pillars of economic sustainability:

TREND IDENTIFICATION RESULTS:

1. Local and international sponsorship

What is the trend that WVES is riding on that gives purpose to the ministry including its enabling, success factors or disabling, failure conditions?

2. Non-sponsored projects both locally and internationally

Positive trends for Financial Growth and Sustainability include:

3. International government and corporate funding (grants)

1. WVES is working to maximize business social responsibility efforts including in-kind donations, cash donations and volunteers.

4. Local government and corporate funding (grants)

2. The government is seeking partnerships and relaThrough its subsidiary microfinance institution, FUN- tionships with NGOs, businesses and other entities to SALDE (Fundación Salvadoreñna para el Desarrollo), generate savings and complement its best practices. WVES engages in microfinances for development. Providing financial services to people in poverty, small 3. WVES and the Microfinance Institution (FUNSALbusiness and low-income people is an essential com- DE) are integrating efforts to offer financial opportunponent of the Transformational Development process. ties to Area Development Programs (ADPs). The community-based business model of microfinance and its focus on children’s needs complement WVES Negative trends for Financial Growth and Sustainability

include: 1.WVES has not generated strategic relationships causing many businesses to associate with more politically convenient NGOs.

4. Employees and volunteers with World Visionâ&#x20AC;&#x2122;s ADPs need to know more about FUNSALDE policies and operations.

5. WVES employees arenâ&#x20AC;&#x2122;t familiar with strategy and positioning, and there are many administrative de2. Changes in government leadership causes changes in, mands that limit time spent doing fieldwork. and disintegration of alliances. INNOVATION IDEAS: 3. Savings that have been generated are not recorded, resulting in lost information. Primary, secondary and wild innovation ideas proposed by team members include:

THEMATIC AREA 9 MONITORING AND EVALUATION Facilitator: Sharon Boyle Although the terms “Monitoring and Evaluation” (M&E) are generally used together, M&E are actually two organizational activities that are related, but distinct. “Monitoring” is the systematic collection and analysis of the information of the project’s performance. It is used to improve the efficiency and effectiveness of the project or the organization, in order to maintain or readjust the work that is being done. Similarly, it is used to indicate if there is something wrong with the project, to determine availability of resources and proper allocation, as well as to track if the work plan is being followed. Monitoring data is also used to create a baseline for evaluation.

board, National Office’s Performance Agreements, and Annual Operative Plan working appropriately? How can WVES comply with the Program Capability Review indicators? What is the ideal location for the M&E capacity in order for it to be neutral, unbiased and objective?

How can M&E provide cost-benefit information (a systematic process used to calculate and compare ben“Evaluation” is the comparison of the achieved impacts efits as well as costs in cash) and cost-effectiveness inwith the agreed strategic plan, and can be “formative” formation (an economic analysis that compares relative (during the life of the project with the intention of im- costs and results of two or more activities) of WVES proving the strategy or organization) or “summative” programming? How can a General Dashboard be cre(at the end of the project to determine the achieve- ated and characterized in order to measure WVES’ performance in an integrated fashion? How can WVES ments and gather lessons learned). demonstrate more evidence of program and project What M&E have in common is that both are keen to results in a more tangible and measurable way? learn about how and what is being done by focusing on: TREND IDENTIFICATION RESULTS: 1. Efficiency: if inputs match results, What is the trend that WVES is riding on that gives 2. Effectiveness: if the targets established have been purpose to the ministry including its enabling, success factors or disabling, failure conditions? met, and 3. Impact: if what has been achieved will make a difference. M&E is best used when there is appropriate planning against which progress and achievements can be measured. In other words, monitoring is the medical check-up, and evaluation is the autopsy. How can WVES best train its staff to carry out M&E? What strategies and changes are required to measure and report efficiency, effectiveness and impact? How can WVES best monitor and evaluate the registered and non-registered children? How can M&E integrate with planning and decision-making? How can WVES keep its Key Sponsorship Indicators, Regional and Global Dash-

Positive trends for Monitoring and Evaluation include: 1. There is a monitoring and evaluation tool in place that enables timely decision making (every 6 months). 2. There are human, technological, material and financial resources in the community to implement Horizon. 3. WVES partners and shares its monitoring and evaluation processes and methodology with local ADP teams and community members. 4. The monitoring and evaluation process involves the community, which provides local stakeholders with ac-

cess to information.

knowledge.

Negative trends for Monitoring and Evaluation include: 3. The execution of the contingency and follow-up plan is not verified by the national office or the LDPs. 1. Monitoring tools collect quantitative but not qualitative data. 4. In some technical areas, insufficient staff limits the quality of monitoring and evaluation. 2. Lack of staff training on monitoring and evaluation; not all departments within the national office partici- INNOVATION IDEAS: Primary, secondary and wild inpate in the field monitoring process, which limits their novation ideas proposed by team members include:

THEMATIC AREA 10 STEWARDSHIP AND ORGANIZATIONAL EXCELLENCE Facilitator: Willy Figueroa Stewardship is an ethical principle that is composed of the responsible planning and administration of human, physical and economic resources. The stewardship concept can be applied to diverse disciplines including the environment, economy, health, property, information and religion. It is also linked to sustainability, ef- responsibility, and accountability to the CAY, commufectiveness, productivity and organizational excellence. nities and sponsors? What standards should WVES adopt to improve its efficiency and financial effectiveStewardship is also a Christian principle. In the Bible, ness? What measures should be taken to improve inthe following teaching is found in Matthew 25:12: His ternal controls, financial decision-making and resource master replied, “Well done, good and faithful servant! management? How can WVES correct and avoid the You have been faithful with a few things; I will put you in deficiencies and errors reflected in different audits charge of many things. Come and share your master’s and improve follow-up? How can purchasing, expenditures, budgeting, resource allocation and reporting be happiness.” improved? How can WVES prevent and avoid irreguThis principle is also found in the followings scriptures: larities and financial risks? How can the Finance and “Proverbs 14:35: A king delights in a wise servant, but Administration Division become a Strategic Business a shameful servant arouses his fury. Proverbs 28:20: A Center that multiplies the WVES resources and negofaithful person will be richly blessed, but one eager to tiates more effectively to achieve 10% to 20% in proget rich will not go unpunished. Luke 16:10: Whoever curement savings resulting in increased resources for can be trusted with very little can also be trusted with field offices and ministry? much, and whoever is dishonest with very little will also be dishonest with much. Luke 12:44: Truly I tell TREND IDENTIFICATION RESULTS: you, he will put him in charge of all his possessions. Luke 22:29: And I confer on you a kingdom, just as my What is the trend that WVES is riding on that gives purpose to the ministry including its enabling, success Father conferred one on me”. factors or disabling, failure conditions? The WVES Restructuring & Revitalization Program, based on the reorganization of corporate functions, Positive trends for Stewardship and Organizational exstructures and services (Restructuring) and the creation cellence include: of a culture of excellence, high performance and accountability (Revitalization), represents the strategic ap- 1. World Vision has strong financial and operational stewardship that facilitates resource development proach to: amongst local and international donors including the United Nations Development Program (UNDP), US1. Increase ministry performance and impact AID and the Inter-American Development Bank (IDB). 2. Reach the highest possible level of ministerial effec- 2. World Vision periodically discloses its operational experiences to demonstrate public investments vertiveness and success sus outcomes, increasing organizational credibility and 3. Strengthen and improve the transformational devel- encouraging potential partners to come together and opment efforts to ensure a Life in all its Fullness for the achieve common goals. Children of El Salvador. 3. World Vision has developed processes to educate staff on internal controls, thus supporting proper opTherefore, how can WVES improve its transparency, erational and financial principles.

4. World Vision is innovating and updating its policies, financial handbooks and other operational processes in order to make them more decentralized, streamlined and efficient.

atic and continuous disclosure, it will waste staff efforts and resources, and hamper financial opportunities. 3. Lack of a culture of internal controls and systems that negatively affect World Visionâ&#x20AC;&#x2122;s accountability and growth. Negative trends for Stewardship and Organizational 4. If World Vision operates with highly centralized Excellence include: processes, obsolete procedures and outdated policies, processes will remain slow and inefficient. 1. Failure to agree on operational and financial processes hinders the organizationâ&#x20AC;&#x2122;s ability to maintain existing INNOVATION IDEAS: donor relationships and attract potential donors. 2. If World Vision operates without a culture of system- Primary, secondary and wild innovation ideas proposed by team members include:

THEMATIC AREA 11 PARTICIPATION AND MOBILIZATION Facilitator: Isau Chávez WVES aims to influence public policy and decisionmaking regarding resource allocation among public, economic and social institutions. WVES plans to carry out this advocacy work by using diverse communication strategies including media campaigns, political discourse, publications, advocacy, civic engagement, and networks? What strategies, interventions or network mobilization or collective action. models should be implemented? How can the CAY networks be empowered and mobilized to promote Life This type of advocacy work requires a Volunteer Work- in all its Fullness (defined as CAY that are protected force that is “disinterested” (parties involved do not from violence, and act as change agents that promote seek benefits or gratification for their efforts), “deliber- a more just and safer society)? How is the centrality ate” (parties involved pursue a positive goal: improve of CAY in the political, social, economic and religious the living situation of others), and “legitimate” (parties arenas being established? involved must be in agreement in order to help). TREND IDENTIFICATION RESULTS: WVES needs to develop the following efforts to carry What is the trend that WVES is riding on that gives out effective advocacy work: purpose to the ministry including its enabling, success 1. Organize, structure and coordinate CAY networks factors or disabling, failure conditions? to promote the reduction of inequality, injustice and Positive trends for Participation and Mobilization inviolence through: clude: a. The development and empowerment of thousands of promising youth leaders with clear Christian values, 1. WVES enjoys credibility and influence with local stakeholders, families and CAY. b. The consolidation of a well-coordinated network of specialized, committed volunteers across the coun- 2. WVES has developed strategic alliances with local stakeholders. try, and 2. Mobilize public, private and non-profit partners and 3. Political spaces exist for WVES neteworks to exnetworks to combat injustice, inequality and violence. press and manifest ideas and priorities. 3. Reach the national master goal of creating a just and safer society that contributes to the protection and sustainable well-being of 1.2 million CAYs through the empowerment, participation and mobilization of more than 122,000 CAYs by 2016.

4. Transformation and increased knowledge among CAY involved in WVES programs.

Therefore, what is the best way to create CAY, municipal, departmental, regional and national networks that contribute to these goals? How will a volunteer staff of over 122,000 CAYs be trained to improve individual, family, and community development?

Negative trends for Participation and Mobilization include:

5. WVES has a mechanism that promotes CAY participation through involvement in Municipal Councils.

1. Stigma due to social status and religious preferences prevents some CAY and their families from participating in WVES programs.

How can the WVES networks be linked to partner

2. Politization of social movements and demands.

5. The state is not allocating adequate resources to encourage spaces of community participation.

3. Young people are responsible for contributing to their families limiting their abilities to participate and INNOVATION IDEAS: mobilize. Primary, secondary and wild innovation ideas proposed 4. Nationwide proliferation of gangs. by team members include:

Thematic Area 12 CORPORATE SECURITY AND EMERGENCY RESPONSE Facilitator: José Nelson Chávez El Salvador has been declared the second most violent country in the world after Honduras. The homicide rate was 55.8 homicides per every 100,000 inhabitants, in 2008 and it reached 72/100,000 by 2011. The figures from El Salvador are higher than those from Iraq, Mexico and Afghanistan. The World Health Organization has declared that any figure greater than 9 deaths per 100,000 habitants is considered an epidemic. This situation affects the WVES programs, staff and CAY in many ways, i.e. robberies, extortion, assaults, threats, rape, etc. In response to this situation, WVES has a Corporate Security Committee and three representatives that act as Focal Points. El Salvador was ranked #1 in the Climate Risk Index in 2011, according to the German Watch NGO. 88.7% of the country’s surface and 95.4% of the population are located in risk areas. The National Disasters Economic Losses Index (NDELI) ranked El Salvador in the #6 position in terms of extreme risk among 178 countries. The WVES Humanitarian and Emergency Affairs (HEA) Department focuses on disaster relief during earthquakes, volcanic eruptions, landslides, tropical storms and droughts.This Department also focuses on building resilient communities through emergency preparedness and response, in-kind donations and local capacity building. In regards to Corporate Security: How does WVES improve its efforts to provide corporate security for its programs, staff and CAY? Which areas should be prioritized in the security plan? How could the WVES Communication Plan be improved for emergency situations? How can WVES assure the well-being of staff and protect programs, equipment and property in a violent context? How can WVES programming be extended to urban areas given the current levels of violence? How can WVES corporate security efforts become proactive as opposed to passive and reactive?

grams, special projects, partners and the government? How can HEA be converted into a Strategic Business Center that multiplies ministry resources, networks and support? How can WVES capacity be strengthened and consolidated to prevent and respond effectively to natural disasters and social disruption? How can WVES become more established in the community, municipal, departmental and national disaster relief networks? TREND IDENTIFICATION RESULTS: What is the trend that WVES is riding on that gives purpose to the ministry including its enabling, success factors or disabling, failure conditions? Positive trends for Corporate Security and Emergency Response include: 1. Risk assessments and risk map are completed before intervening in a new territory. 2. World Vision has credibility and responsibility with donors, communities and local government. 3. On-going coordination with city and community leaders. 4. WVES has a team that prepares and assists program staff and communities in emergency management. 5. An emergency fund and material resources are available for use in case of emergencies. Negative trends for Corporate Security and Emergency Response include:

In regards to Humanitarian and Emergency Affairs: How can WVES improve efforts to build communities that 1. The Ministry of Humanitarian and Emergency Affairs are resilient to disasters? How can in-kind donations receives limited resources. be fully taken advantage of by Area Development Pro- 2. Staff is not trained to handle outbreaks of violence.

3. Lack of public education and awareness about disasters, emergencies and crime. 4.Teams are not equipped with appropriate early warning systems or budgets.

INNOVATION IDEAS: Primary, secondary and wild innovation ideas proposed by team members include:

CHILDREN, ADOLESCENTS AND YOUTH PRESENTATION: SUMMARY OF PROPOSED INNOVATIONS

IX. OVERALL SUMMARY

X. KEY LEARNINGS AND CHALLENGES

The innovative proposals generated and positive momentum felt among 423 participants after the workshop (333 staff, 58 children and youth, 32 internal and external guest speakers and contributors) serve as a testimony to the culture of innovation and creative engagement that is growing throughout World Vision El Salvador.

As the formal inaugural event for innovation for WVES, the following important “lessons” were learned:

• Invaluable Participation of Children, Adolescent and Youth: 58 boys, girls, adolescents and youth participated in the full conference. These young leaders, representing a National Children and Youth Network comprised of twenty councils, were chosen by The hard work and dedication of the WVES National their networks and communities and they contributed Office to create a high-impact conference with mo- significantly. Though they were younger and lacked tivating presentations, critical technical content and professional qualifications, their creative and inspiring multidisciplinary innovation exercises resulted in an contributions were beyond expectations. Because they inspired and energized national staff and many innova- were not constrained by organizational boundaries or tive proposals to investigate and implement in the days structures, they generated some ideas that surpassed ahead. Even though the ideas are important, WVES is those of the WVES staff. focused on the broader goal of creating an organizational culture conducive to progressive innovation and • Multi-Disciplinary Teamwork: Utilizing self-dichange leading to transformation within WVES that rected multidisciplinary work teams during the innovaextends throughout El Salvador rather than periodic tion exercises not only fostered broader and stronger or one time events. Consequently, the key primary, trend identification, problem solving and innovative secondary and wild ideas that came from the 2012 ideas, it also enabled staff members from different NaInnovations for Impact Workshop-Seminar are the tional Office Divisions, Area Development Programs foundation upon which WVES’ divisions, programs and and Child and Youth Representatives, to experience microfinance institution will enhance ministry perfor- different ideas, backgrounds and approaches. Practicmance, achieve national impact and reach 50% to 100% ing diversity in group-problem solving is critical in deof children in El Salvador with transformational devel- veloping high performing, self-directed work teams in opment efforts in conjunction with public, private and order to deliver incremental or radical innovation that non-profit partners and stakeholders. fosters a culture of innovation within the organization.

• Multi-National and External Participation: This unprecedented World Vision event drew a crowd of critical international partnership leaders who provided solid curricula and presentations that gave credibility and authority to the event. Other external guests included musicians, board members, children and pastors who helped broaden the scope and challenged participants to extend innovation beyond the WVES walls. • Diversity of Teaching and Learning Methods: The workshop integrated a diversity of effective learning methods to allow different learning techniques for different people. These included “visual or spatial learning style” that used images and pictures to transfer knowledge and information; “auditory learning style” using sounds or music to teach and reinforce leadership concepts and skills; “logical or mathematical learning style” that transferred information using logic and reasoning; “social or interpersonal learning style” which assimilated information transferred in a group environment; and “verbal or linguistic learning style”, which assimilated information through speech and written form.

criticism to benefit from the responses of others.

• The Music Paradigm: The March 2012 World Vision International President’s Summit held in London, England offered a leadership development program entitled The Music Paradigm. Created by Maestro Roger Nierenberg, the author of the 2009 Best Leadership Book “Maestro: A Surprising Story about Leading by Listening”, The Music Paradigm explores the challenges and opportunities faced by organizations in times of rapid change by displaying organizational development issues through an orchestra. Based on this novel concept, an 8-piece band was used as a metaphor for WVES in order to raise its performance to a new level. The musicians were led through a series of exercises • Safe and Rich Learning Environments: Teaching that illustrated key qualities and practices of high-pertechniques included “lectures” to convey basic body of forming teams and organizations. Participants experiinformation, “self-directed learning” to study specific enced a high-impact learning experience on effective reading topics, “audio-visuals” to showcase specific leadership, teamwork, communication and innovation themes, “peer education” to share knowledge, skills in an exciting, instructional, entertaining and interactive and experiences among participants, “case analysis” to environment. reinforce learning objectives, and “team discussions” for in-depth reflection, questions and responses. This • Integration of Spiritual Nurturing into the teaching approach recognized the central role of cre- Curriculum: An essential component of WVES’ sucativity and engagement of participants to explore ideas, cessful leadership development and innovation is intechallenge traditional assumptions and status quo, solve gration with spiritual formation. The Bible is a treasury complex issues, and generate new ideas and knowledge. of wisdom and guidance for leaders and leadership An atmosphere of mutual trust and safety was created development. The biblical people, events, and teachings where participants felt free to take risks, explore their provide superb material to create Christian leaders at own thoughts and feelings, and practice constructive every level, work with multi-disciplinary staff, engage

multi-sectoral stakeholders, and conduct innovation and change. Lars Gustavsson’s book “Spectrum of Providence: Twelve Bible Lessons in Innovation: An Innovation Primer” was crucial therefore to achieve the learning outcomes of the workshop-seminar. Continual spiritual nurturing of staff by mixing biblical messages and applications with executive leadership skills was an effective way to deliver key leadership lessons. The participation of reputable pastors further applied the spiritual application of innovation principles.

well as to generate promising concepts and potential funding streams to promote and sustain a culture of innovation. XI. NEXT STEPS AND CLOSING STATEMENTS WVES is now better positioned to drive further strategic, functional and organizational institutional changes to challenge the status quo and plans to:

On the other hand, there are also “challenges” ahead in building a transformative culture of innovation. The 1. Establish an innovation strategy and organizational following are the key issues WVES must address on the structure to set up a sustainable process journey of innovation: 2. Decide how to strengthen programming and follow • Increasing Staff Buy-In: WVES is developing lead- up on the best innovation ideas to develop further ers at every level and also managing individual, team and all-staff performance against new paradigms and 3. Develop an innovation tool kit to assist others interleadership attitudes. Ultimately, only staff that are on ested in joining the innovation journey board with a culture of innovation and change, particularly with developing a culture of excellence, high 4. Develop a resource and funding strategy to secure performance and accountability aimed to produce sustainable income for innovation extraordinary results in an increasing and sustainable manner, will fit and thrive effectively within the orga- 5. Hold follow up meetings with key Global and Renization. gional Collaboration and Innovation leaders • Many Ideas But Few Executed and Implemented: An organizational strategy and structure must be put in place to enable the process to move from ideas to products. Following this workshop, WVES must proceed to vet ideas, try beta tests or prototypes, and then fully implement and scale some products. This will require resources, capacity building, and change management communication strategies to view change as inevitable if WVES wants to be successful, market and build momentum with early adopters, natural allies and strategic partners, and let progress unfold as other WVES members join in.

6. Link to the international bodies, and seek a convergence of academia and private sector ideas with nonprofits toward innovations

WVES has proven the expertise to plan and launch world-class conferences in several forums either within or outside of World Vision. However, the motivation goes beyond entertaining events and WVES has utilized these forums to grown and develop participants with effective techniques like communications, teamwork, innovation thinking, preparation, and overall leadership. Staff and other attendees have developed and put into practice public speaking skills, created inspirational • Sufficient Resources to Sustain Innovations: and motivational messaging techniques, developed new WVES has to work with the Global Center, Regional knowledge, innovative ideas, and helpful tools that can Office, Support Offices, the private sector, and other be applied elsewhere. external local and international agencies to secure adequate human, economic and physical resources as In summary, the 2012 Innovations for Impact Work-

shop-Seminar achieved the intended outcomes and set the foundation for creating an organizational culture conducive to progressive innovation and change that will allow WVES to reach national and international impact through innovative, value-added and replicable business models to ensure fullness of life for Salvadorian children. XII. REFERENCES

3. Innovaciones para Impacto: Ejercicio de Innovación: Presentaciones de Jóvenes. PowerPoint Presentation. World Vision El Salvador. Salinitas, El Salvador. July 24 – 28, 2012. 4. Innovative Initiatives. “Thinking Outside the Box.” World Vision El Salvador. San Salvador, El Salvador. February 2012.

5. Personal Interviews. 2012 Innovations for Impact 1. Christian Leaders At Every Level – A Paradigm In- Workshop-Seminar. Salinitas, El Salvador. Jones, Holly. novation. The World Vision El Salvador (WVES) Lead- July 24 – 28, 2012. ership Development Program FY2010 - FY2014. San Salvador, El Salvador. 6. Personal Digital Recordings. 2012 Innovations for Impact Workshop-Seminar. Salinitas, El Salvador. Jones, 2. Impact Innovations. Innovation Exercise: Doce Áreas Holly. July 24 – 28, 2012. Temáticas – Final Consolidado. PowerPoint Presentation. World Vision El Salvador. Salinitas, El Salvador. July 24 – 28, 2012.

XIII. APPENDIX 1: PROGRAM AGENDA

WORLD VISION EL SALVADOR CHALLENGE 3

WORLD VISION EL SALVADOR CHALLENGE 4

BE CREATIVE

DO GREAT WORK

• “God created man in His own image, in the image of God He created him; male and female He created.”

• Truly, truly, I say to you, he who believes in Me; the works that I do, he will do also; and greater works than these he will do; because I go to the Father. “Whatever you ask in My name, that will I do, so that the Father may be glorified in the Son.”

Genesis 1:27

John 14:12-13

WORLD VISION EL SALVADOR CHALLENGE 5

HAVE FAITH “Now faith is the assurance of things hoped for, the conviction of things not seen.”

Visión Mundial El Salvador

Hebrews 11:1