More results through specialisation and cooperation! Foundation Terre des Hommes Netherlands Strategy 2011/2015
20 June 2011
TABLE OF CONTENTS
Preface Chapter 1 Vision, mission, values and goals
5
Chapter 2 Programmes
11
Chapter 3 Corporate Identity
18
Chapter 4 Funding strategy
20
Chapter 5 Structure and HRM
25
Chapter 6 Long-term budgeting
28
Appendices 1 External analysis Terre des Hommes 1A Analysis general environment through DESTEP-method 1B Porter's five-force model 1C Financial competition analysis 1D Client analysis 1F Main topics in WRR-report 1G Future scenarios 2 Internal analysis Terre des Hommes 2A Organisation study Terre des Hommes 3 SWOT analysis Terre des Hommes 3A SWOT and confrontation matrix 4 Positioning frame 5 Organisation chart 6 Budgeting 2011/2015
3
Strategy Terre des Hommes 2015 More results through specialisation and cooperation!
Terre des Hommes faces a big challenge. The organisation wants to achieve what it strives for in a dynamic environment with a critical audience and many competitors. The ambition is to offer a safe environment to more vulnerable children in which they can explore their potential. By using a focused strategy that is sufficiently flexible to play into current developments, but having a clearly set final goal, Terre des Hommes directly wants to help 500,000 children and over 2,000,000 people in their surroundings in 2015. To achieve this mission goal, making a large jump in revenues is necessary. In 2015, Terre des Hommes wants to raise â‚Ź 30,000,000. By express specialisation and by differentiating ourselves from other organisations and through cooperation with other organisations, we will help more children to get a just future. The strategy memorandum was created after research, analysis and several talks with interested parties of the organisation. The strategy process has started in the middle of 2010 and has been accentuated and made more definitive in the spring of 2011. When achieving the strategy, a new organisation will have been created by 2015. Terre des Hommes Netherlands in 2015 In 2015 Terre des Hommes will be the most well-known and reputed Dutch organisation that helps to protect children from exploitation. Because of its great expertise, Terre des Hommes is the first organisation to be contacted by the media, institutions and other organisations when children's rights are at issue. Terre des Hommes specialists lead the debate. Terre des Hommes has a lot of impact through its focused programmes. Companies are more aware of children's rights and what is meant by exploitation through awareness campaigns. In the countries where we work, more children are safe. Local organisations take a lot of initiative and are broadly based. The approach to child exploitation works. Through captivating and rallying campaigns, more than 100,000 people in the Netherlands are willing to support Terre des Hommes. Individuals and local organisations also support us in the countries where we work. A large portion of the donators is directly involved with the supported projects; they raise funds and are adequately informed about the results of the programmes. Thousands of volunteers are happy to put effort into the organisation, using a large network of charity shops and events. On Facebook, Terre des Hommes has an endless list of friends who inspire one another with their activities for Terre des Hommes. Donators and professionals are deeply involved in the work of Terre des Hommes. They put effort into the battle against child exploitation. They do this with conviction and know their efforts are valued by the organisation and good results. Terre des Hommes is one of the most desired employers; the working conditions are in line with the market standards, but the possibilities for development and influence on what one is working on are without peer. Employees in the Netherlands and in the programme countries have greater passion for their work and are result-driven, more than in other organisations that offer higher pay. The management consists of inspiring leaders; they stimulate the employees who show above-average competence in their work, they are creative and enterprising and they think in terms of opportunities.
Thanks to an innovative and high-quality ICT and performance system, the employees have current and relevant information and results at their disposal at all times. Other organisations see Terre des Hommes as an influential and trendsetting organisation; they affiliate themselves with Terre des Hommes. As a result of the increasing importance of local regions, the stress of the organisation is no longer on the head office. The regional offices are all but independent within the international policy framework.
Chapter 1. Vision, mission, values and goals
Who we are Terre des Hommes started in 1963 in Switzerland on an initiative of Edmund Kaiser, who was inspired by the book Terre des Hommes by Antoine de Saint-ExupĂŠry. It pleads for a world of solidarity and living from your heart. In 1965, Dutch volunteers created Terre des Hommes Netherlands, initially as an organisation for emergency aid. Later on, the organisation moved its area of operation to structural developments to fight child exploitation. Terre des Hommes has grown into a prominent and independent child support organisation. We fight for the rights of children and against child exploitation. The United Nations Convention on the Rights of the Child forms the basis for our work. We offer support, irrespective of race, religion, gender or political alignment. Our vision Millions of children are exploited by way of child labour, children trafficking, and child prostitution. The rights of these children are seriously violated. We want to end child exploitation. We swing into action for these children, because they too have the right to grow up in a safe, exploitation-free environment. Terre des Hommes works to create a world in which all children can have a humane existence and can grow up to be independent adults. Our mission The mission of Terre des Hommes is that the rights of vulnerable children and their families are respected, so that these children can properly develop their potential in a safe environment. Terre des Hommes prevents children from being exploited, removes children from exploitation situations and makes sure these children can develop themselves in a safe environment. Target group The target group is vulnerable children up to 18 years of age. Vulnerable children are children who have been marginalized socially, economically, physically or culturally, like children who are the victim of exploitation, violence or abuse (for example working children, child prostitutes, child soldiers), extremely poor children, handicapped children and children belonging to ethnic minorities, street children and children directly or indirectly affected by HIV/AIDS. There are millions of vulnerable children world-wide. How do we work, what is our approach? Direct aid has our greatest attention. We strengthen local project partners (capacity building) through knowledge and expertise and by setting up informative campaigns. We influence policies with the goal to create awareness and conformance to children's rights (advocacy). By actively cooperating, transferring knowledge and financial support, we make sure that local project partners work result-oriented and cause positive change.
In our approach to have vulnerable children grow up in a safe environment, we work as follows: Adequate tackling of exploitation situations by putting children in a safe environment and to support them psycho-socially in their building of a new life. Social and economic support by offering educational, savings and credit programmes, so that people are able to fully and properly support themselves. Pre-school relief for children and offering quality primary education. Improving mother and child care We actively raise funds to achieve these goals and give shape to these programmes.
Our core values Passion We believe that we can make a difference for children who are being exploited. We do this with heart, soul and mind. We go full force for the result, but remain realistic about it. We are pro-active, have an open mind and enjoy our work. Our enthusiasm is so infectious that is convinces others to work together with us to stop child exploitation. We involve others as well as one another in our challenges and successes. We grasp every opportunity for this.
Result Getting results is paramount for us. We operate with no-nonsense and set concrete and measurable goals. We always aim for these. Making efficient choices and taking responsibility are something we take for granted. We are open about our achievements and aim for high quality in our work. If things run less smoothly, we can be held accountable for it and we learn from our experiences. We improve constantly and make sure that our (knowledge) development is never at a standstill. In short: We make good on the trust vested in us.
Our goals The Terre des Hommes strategy is worded in three strategic goals, namely in the areas of programmes, corporate and fundraising. Each ambition has its own sub-goals. The figure below reflects Terre des Hommes' goals.
I. Programmes
II. Corporate
In 2015 we support 500,000 children who are direct victims of child exploitation. Indirectly, we offer support to 2,000,000 children and adults.
In 2015, Terre des Hommes will raise € 30 million in revenue.
In 2015, Terre des Hommes will be the expert of choice regarding child exploitation The familiarity of the name has risen to 80%. The value and willingness to donate have increased from 7 to 8. Brand knowledge has increased to 60%. The 'is fitting for me' ratio has increased from 13% to 20%. Visible, concrete results Specialist in the area of that make a difference in child exploitation. the fight against child Building and sharing exploitation. knowledge through Capacity building, to intense cooperation with guarantee the quality of NGOs, institutes and own service to our target research. groups. Concrete results, clearly Awareness and Advocacy communicated by us to to improve policies and to our stakeholders by achieve a positive change actively generating in attitude. We reach publicity and to be millions of people with present in the media. our information campaigns. At least 70% of all
III. Fundraising
The CBF cost percentage is not more than 18%. At most 30% of all expenses concerns MaCo and office expenses. Increasing diversity of sources of income, as well as income from the developing countries themselves. Transparent checks on expenses and risks.
expenses are programme expenses.
General choices The mission, vision and values of the organisation are the basis of our work. The goals and strategy are primary. At the same time, Terre des Hommes is an enterprising organisation that plays on current affairs and develops new programmes and concepts. The activities we support and organise have to contribute to our goals. We don't support activities that don't contribute to pushing back child exploitation, improving our corporate identity, or our fundraising. The goals for 2015 are primary in everything we do. We want to continuously improve and do the good things correctly. Programme partners are (also) initiators and have to be trained to become self-sufficient and independent of Terre des Hommes. We focus on concrete results and durability. We supply emergency aid in an environment where we know and can use the infrastructure directly or indirectly. Practically speaking, this means in countries where we, the members of Terre des Hommes International Federation (TdHIF), or our development aid partners are active. Terre des Hommes is fully capable to reach its goals without governmental aid and, where possible, will see the cooperation with other organisations. We increase cooperation both in the developing countries themselves (project partners, networking, businesses and government) as in Europe (forming strategic alliances with businesses, scientific institutions, the government and other relief organisations). As such, Terre des Hommes can act as initiator, executor or intermediary. The relationship with TdHIF is intensified. Our means are used efficiently and effectively and we meet the requirements of the most important charity hallmarks. We want to offer quality service at as low a cost as possible and want to achieve success in the short and long term. Terre des Hommes has a competent and motivated team of employees who constantly want to improve and are result-oriented and involved. There is room for personal development. Through own research and by playing into external research results, the organisation responds to changed and new insights. The stress of the organisation moves more and more towards the regional. The head office supports the regional offices, there where it is still leading and initiating. More initiatives are taken from the regions and the regional offices are more leading in strategy and execution. There are differences in what is stressed for each region.
Programmes The goal is to support 500,000 vulnerable children, who are the victim or are in danger of becoming the victim of child exploitation, in 2015. Indirectly, we offer support to 2,000,000 children and adults. The organisation wants to focus more on areas; work there where the impact and outcome are the largest. Terre des Hommes wants to make the difference for more children and their families. With child exploitation we mean child abuse, child prostitution, child labour and child trafficking. We choose to specialise by putting the focus on stopping child exploitation. The specialisation will not only be done through programmes and project partners, but also through profiling on the charity market.
In 2015, 70% of our programmes are aimed at offering direct aid. 20% is aimed at capacity building and 10% at advocacy.
Corporate We strive for a stronger position in the area of child exploitation and result-orientation. By disseminating more often in the market that Terre des Hommes is involved closely with the projects and, because of this, manages the entire chain from revenue to expense and executes this management efficiently and transparently. The work of Terre des Hommes leads to concrete results. We increase our external focus by giving more of a view on the work of Terre des Hommes by way of free publicity. But, also by looking outward more ourselves and by being more alert regards external developments and immediately respond to them. The distance between giver and receiver is lessened further. The giver chooses its own project and generates the funds itself. The giver experiences what their contribution or investment does and feels involved and valued. Custom work and storytelling are crucial. The range of products for donator/company/volunteer is simplified, more original and more personal. Generic public awareness campaigns make way for specific fundraisers. In the developing countries, however, we will initiate public campaigns to achieve more awareness about child exploitation.
Fundraising The goal for total fundraising in 2015 is € 30 million, including a contribution of the Ministry of Foreign Affairs (BuZa). Total office costs including marketing costs are no more than € 9,000,000 (= 30%). CFB cost percentage is less than 18%. In the consumer market, the focus for fundraising is more aimed at people of 50 years or over, without repulsing other target audiences. In the business market, the focus is on capital funds in NL, the USA and the countries where we operate. In 2015, Terre des Hommes wishes to have a supporting base of 100,000 donators who donate at least € 10 per month. Working with volunteers is greatly expanded by setting up new charity shops. We strive for more spreading of the revenue by investing in opening up new financial sources in the form of institutional donators, like the European Union (EU), United Nations (UN) and fundraising with foreign companies and capital funds. New forms of financing are in use and in development. Terre des Hommes looks for partners who are willing to invest in programmes with the aim for social yield. These partners invest in the development of people and programmes yielding results, from donating to investing. The regional offices have their own, independent fundraising strategies and raise funds in their region that amount to 10%-20% of the total expenses.
Indicators for 2015 Number of children direct Number of children and adults indirect Total revenue Income own fundraising Number of donators Number of volunteers CBF cost percentage Number of FTE head office Number of FTE regional offices Programme expenses Total MaCo and office expenses Own income - MFS II Consumer market - business market Continuity reserve Capital including continuity reserve
500.000 2.000.000 € 30.000.000 € 20.250.000 100.000 2000 < 18% 32 79 70% max. 30% 85-15 85-15 max. € 4.000.000 max. € 6.000.000
The above choices and goals are, amongst others, based on extensive analyses of the surroundings in which Terre des Hommes is present; the so-called external analysis (appendices 1 through 1G). This takes into account general trends and developments, as well as the market and competition. An internal analysis has also been performed (appendices 2 and 2A) which takes a closer look at the organisation, marketing and the financial situation. The choices respond to the opportunities for and threats to the organisation. Strengths are further expanded upon and weaknesses of the organisation are mitigated (appendix 3 and 3A: SWOT analysis).
Chapter 2. Programmes
The children's rights treaty of the United Nations, the treaties 138 and 182 of the International Labor Organisation (ILO) about the "worst forms of child labor" and minimum age and achieving the Millennium goals are primary for Terre des Hommes. For the period 2011-2015, the organisation will focus further on specialisation, concentration and professionalization. The general goal of our programmes is to provide for the basic needs of vulnerable children in concentration areas where we work so they can fully develop themselves in a safe environment. To reach this general goal, four strategic goals and sub-programmes have been created following 4 themes, namely child exploitation, education, mother and child health care and socio-economic development.
2.1
Target group and goal
Target group The target group of Terre des Hommes is vulnerable children up to 18 years of age. Vulnerable children are children who have been marginalized socially, economically, physically or culturally, like children who are the victim of exploitation, violence or abuse (for example working children, child prostitutes, child soldiers), children belonging to ethnic minorities, street children, children directly or indirectly affected by HIV/AIDS, extremely poor children and girls in general. In the period 2011-2015 the focus will be on exploited children and vulnerable children with a big chance of becoming exploited. The number of children we help in 2015 In 2015, Terre des Hommes wants to directly support 500,000 children and supply them with their basic needs so that they can grow up in a safe environment. We want to liberate at least 25,000 exploited children from their situation and help them with education, healthcare and socio-economical support. We want to help prevent that at least 400,000 vulnerable children end up being exploited; 50,000 families are helped with improving their income; 200,000 (soon-to-be) mothers receive mother & child care. Indirectly, we support 2,000,000 people by making them aware of their rights (and how to claim them), the rights of children, child exploitation, child protection, health (like food and hygiene), etc.
2.2 Themes See also chart on page 6 2.2.1. Child exploitation Regarding specialisation, the organisation has a broad base to focus more on the theme of child exploitation. Therefore, the current programme is expanded to achieve this further specialisation and to strive for achieving the central goal of eliminating the most serious forms of child exploitation, at least in those area where Terre des Hommes is active. The
main points of attention are child prostitution, child trafficking, child sex tourism and child slavery, but also child abuse – the ultimate form of exploitation of the power adults have over children. Regarding the "worst forms of child labor", ILO estimates this concerns about 215 million children world-wide, and – also judging by the observations in the countries where Terre des Hommes is active – there is an increase, also due to the economical crisis and continuous migration of people from the country to the big cities. The theme of child exploitation will be primary in the period covered by this strategic plan. The knowledge of the theme will be deepened with employees of the head office, regional offices and country offices and this has already been put in motion this year. A policy memo for this theme has already been created and the plans of action to tackle the issues in the countries Terre des Hommes is active in are currently being made. The strategy is threefold: Prevention, Protection and Prosecution. Regarding prevention, this involves education, professional training and socio-economical development of vulnerable groups in society, children in danger of ending up in exploitation situations. These three parts of the programme will also be applied to support children who have been the victim of exploitation in building up a new life. Part of protection is activities to provide psychological support to children to help cope with their negative experiences. Prosecution comprises, among other things, legal aid to victims of serious forms of child labour, strengthening the bonds with the police and prosecutors in the countries in question and giving special trainings to, for example, hold hearings for victims of sexual abuse, a specialisation that is unfortunately not present yet in many countries. Even though most countries have adapted their legislation based on international treaties, the enforcement of those laws and upholding them is unfortunately still lacking. Child trafficking is very often an international phenomenon. In the region of South East Asia, for example, large numbers of children and adolescents travel (often alone) from Cambodia, Burma and Laos to richer countries like Thailand and Malaysia to escape poverty. In Laos, Terre des Hommes supports projects to provide shelter and support for victims of trafficking who have been deported again from Thailand. There is also the resolution to extend activities – for example education – relating to child exploitation to Burma, where children's rights are violated on a large scale. In the Netherlands, Terre des Hommes is already regarded by colleague child help organisations as a specialist in the area of child exploitation and the organisation has been asked to become part of the Child Rights Collective ("Kinderrechtencollectief") to contribute to the NGO report about the compliance of the government regarding the child rights treaty, when talking about exploitation. This so-called counter-report and the official Dutch reporting will be processed by the international child rights committee n Geneva in 2013.
2.2.2 Mother & Child care A shift will be made in the healthcare programme from curative to preventive, especially in the area of mother and child care. According to UN data about the progress of the Millennium goals (MDGs), these are most notably behind in the areas of infant mortality rates and maternal mortality rates in the sub-Sahara parts of Africa and in South Asia. About
350,000 women die from avoidable complications in pregnancy and delivery every year,. In India alone more than 400 thousand babies die within 24 hours after they are born. In 2011, a management document will be created as well as an action plan for these two regions where Terre des Hommes is active and has gained much experience in pre-natal and post-natal care by, amongst others, training midwives and volunteers. Considering the seriousness of the situation and the call by the international community to put in extra effort, it is justified to take up this theme in a number of geographical concentration areas where Terre des Hommes is active and where the organisation can really make a concrete contribution to achieving these MDGs. The goal is to offer these vulnerable children and their mothers better physical and mental health, so they are better equipped to make a positive contribution to society. 2.2.3 Socio-economical development (SED) For the SED theme, Terre des Hommes uses the sustainable livelihood approach. This means that by improving the social, human, financial and physical capital, the vulnerability of people decreases and families are better able to care for their children and to stimulate them in all aspects of their development. Herein, the focus will not just be on economic development through training and offering financial services, but stress will also be put on social development aspects making the "voice" of the poor heard and so they can lay claim to their rights. Vocational training will be part of the socio-economical development programme, starting 2011; the goal is a higher income through vocational training. Socioeconomical development is an important intervention to pull children out of an exploitation situation and to prevent exploitation. 2.2.4 Education Education is seen as an important strategy to combat child exploitation. With a proper education, children can develop into independent civilians with a high chance of getting a good income later on and building a humane existence. In addition to providing access to education (including pre-schools) to our target group, the quality of education remains an important spearhead, retaining the importance of teacher training as an important aspect of the programme. We want to prevent children from dropping out of school by improving access to and quality of education. In addition, more attention will be given to durability of the educational programmes. Parents and governments will be involved more in the programme.
2.3 Programme Child & Development / MFS II The Child&Development ("Kind&Ontwikkeling") alliance formed by Terre des Hommes, the Liliane fund and Children Stamps ("Kinderpostzegels") targets five countries: Nicaragua, Ethiopia, Uganda, Kenya and Tanzania. Only so-called profile 1 countries (accelerated MDG achievement) are involved; four countries where two alliance members are active and one country where all three organisations finance projects. For Terre des Hommes this means that a choice has been made to concentrate the MFS II activities in the East Africa region, to improve both effectiveness and manageability. The Child & Development programme aims to supply children's basic needs so that they can fully develop themselves in a safe environment. Strategic goals in the area of education, healthcare and socio-economical development will together contribute to reaching the
central goal. This programme, too, is mostly aimed at vulnerable groups of children in the countries in question like, amongst others, street children, AIDS orphans, handicapped children and extremely poor children.
2.4 Emergency aid The current policy that emergency aid will only be given where Terre des Hommes has a network and infrastructure will be maintained. In addition, emergency aid projects may be supported outside these regions, if they are executed by colleague organisations of Terre des Hommes, like what is being done at the moment in Haiti with Terre des Hommes Foundation Switzerland. This cooperation will be intensified and formalised. Talks are already underway with Terre des Hommes Foundation Switzerland about a common emergency aid policy in which agreements will be made about further specialisation in, for example, water sanitation and/or shelter and psycho-social support for children who have been traumatised as a result of natural disasters or war. Terre des Hommes is also a member of the cooperating aid organisations ("Samenwerkende Hulporganisaties" SHO/giro 555) and has the resolution to start playing a more active role in this cooperation. Terre des Hommes Netherlands is registered with ECHO, the emergency aid branch of the European Committee. This makes it possible to make emergency aid proposals for financing in the future. Terre des Hommes Italy and Terre des Hommes Switzerland are also registered, meaning they can act as a consortium to get emergency aid funding from Brussels. Both sister organisations can also call upon resources in their own country for emergency aid and rebuilding projects, as is done currently for a rebuilding project of Terre des Hommes Netherlands in Padang, Indonesia. 2.5 Countries Terre des Hommes wants to continue to offer aid in the countries where we are active, and, through our programmes, contribute to improve the living environment of vulnerable children. Terre des Hommes operates in the least developed countries and profile 1 countries where special attention is required to reach the Millennium Development Goals (MDGs) in 2015. A context analysis is done in each country. The overall living conditions of the populous are looked at in the context analysis. Several interested parties are involved in the analysis to see which investment strategies can be applied to which programme components. Terre des Hommes is active in 15 countries, namely: Philippines, Indonesia, Cambodia, Laos, Burma, Thailand, India, Sri Lanka, Bangladesh, Kenya, Uganda, Tanzania, Ethiopia, Peru and Bolivia. In Latin America, the projects in Brazil will be finished up in 2011, making the future activities related to child exploitation in the Latin America region take place in Bolivia and Peru.
In East Africa, the number of countries is expanded with Ethiopia being part of the MFS II programme Child & Development. The alliance partners Kinderpostzegels Nederland and Liliane Fonds are already active in Ethiopia. Ethiopia, as a programme country, fits well with the current region, which further consists of Kenya, Uganda and Tanzania. In the region South East Asia, the programme to combat child trafficking is extended to Burma, where children's rights are violated on a large scale. In Thailand most of the activities are finished and the attention will mainly shift to the fate of Burmese refugees and illegal immigrants who are very often the victim of exploitation. No changes will be made in South Asia. In Sri Lanka, the activities are finished according to plan. The Nationale Postcode Loterij (NPL) supports a refugee centre in Laos for child labour victims as part of the framework â&#x20AC;&#x2DC;Breaking the Chainsâ&#x20AC;&#x2122; (extra lottery drawing 2008). On top of that, other activities in this area are financed together with the project partner in Laos by the Swiss OAK Foundation.
2.6 Intervention strategies In the fight against poverty, Terre des Hommes focuses on direct aid to specific underprivileged groups of children, families and communities in society. In addition we are working on capacity building of partner organisations to further improve service to the specific target groups and on influencing the policies of local and national governments. Through awareness campaigns, target groups are also pointed to rights and services they can call upon. The three so-called intervention strategies are outlined below.
Since the government cannot sufficiently supply for basic needs in many of the least developed countries, there is a need for direct assistance by the social "midfield" relating to healthcare and education. The socio-economic programme will also, where the market is not accessible enough yet for poor people, provide direct assistance, for example by offering financial services through supported micro-credit institutions. Next to that, society building is used as an important intervention strategy, to group communities, mobilise them and strengthen them. Local NGOs and other stakeholders are also strengthened to develop a powerful voice and to be able to demand respect for the rights of children. Making a stand for children's rights is exactly the way to combat poverty. Leverage on policy will be used as a strategy to change government policies for the advantage of the target group and to hold governments to their responsibilities to protect children's rights and to provide adequate services.
Intervention strategy chart
DIRECT POVERTY REDUCTION
CIVIL-SOCIETY DEVELOPMENT
DIRECT ASSISTANCE
CAPACITY DEVELOPMENT
Increased access to basic services and means for deprived children by: Increased access to quality education Increased access to basic health care Increased access to livelihood opportunities Increased protection of children
Enhanced capacity of local organizations to: Carry out their functions and achieve their objectives; operational capacity Learn and solve problems; learning capacity Assess and react to future needs; adaptive capacity
2.7
INFLUENCING POLICY CHANGES
AWARENESS
ADVOCACY
Increased awareness about the rights of children by: Increased knowledge about the rights of children Increased information-sharing aimed at the prevention of child rights violations Open environments for children to freely speak about child protection concerns and child rights violations Initiated dialogue about child rights which aims to change peopleâ&#x20AC;&#x2122;s attitudes, behaviour and practices
Higher commitments to protect, respect and realize child rights at the local, national and international levels by: Working towards adequate legislation and enforcement Improving policies that favour of the well-being of children
Partner policy
Terre des Hommes usually works with grassroots organisations that represent the poor and vulnerable communities. Since lobbying is also used as an intervention strategy, it is also important to work with large and outspoken organisations who can reach local and national governments and decision makers. We work with a good mix of local southern partners who are experienced in direct services and assistance, community mobilisations and awareness, capacity building and policy influence.
The path of investing in the quality and professionalism of project partners will be continued on in the period 2011-2015. Regarding this, more attention will be given to project partners reaching financial independence where possible,.
Ways of reducing the number of project partners and stimulating mutual cooperation are also looked at, to further improve the efficiency and effectiveness of the programmes this way. The intense guidance, monitoring and checking of project partners, which is typical for Terre des Hommes, is a heavy burden for the head office, regional offices and country offices. Reducing the number of partners will therefore greatly positively influence manageability.
2.8
Durability
One of the leading principles of Terre des Hommes is durability: "Interventions for our target group have to result in long-term impact, structural improvement and continuity, with special attention to the capacity of partners to independently continue their core activities" (Handbook for regional representatives). According to Terre des Hommes, the chance of lasting results for the target group is the biggest if they are closely involved in their own development activities that are carried out by the communities themselves. Next to that, an integral approach is seen as an important prerequisite for durability. A problem like child exploitation cannot be solved with just one intervention. By combining different strategies, like providing vulnerable children with education, facilitating micro-credits for parents and lobbying towards governments, the chance for good and durable results is the biggest. Also, involving and making the different involved parties responsible, like parents, the government and teachers, contributes to durability and lasting results. The local partner organisations play a crucial role in the process of making things durable. An important part of the support to partners is therefore capacity building of the organisation itself. At the start of the partner relationship, it is made clear that the relationship consists of several phases and is not everlasting. The purpose and responsibilities of the partner relationship are made clear beforehand. Capacity activities for making partners independent are set on different levels: ď&#x20AC; Individual level (especially staff training: for example teacher training) ď&#x20AC; Organisation level (functioning of the internal organisation, structures, processes, systems, management, financial administration, marketing & revenue) ď&#x20AC; Institutional level (networking cooperation, coordination between actors, complementation, policy, awareness, political-economical force field) There are several methods for capacity building, for example knowledge exchange, research, training and workshops. Some of these activities are organised by Terre des Hommes, others are outsourced. Partners can be supported in this, both collectively and individually. Depending on the type of organisation and options in the local context, the independence of the partner is worked on in different ways.
At the target group level, the goal for 2015 is that durable results for the target group would have led to demonstrable lasting changes. At the partner organisation level, the goal is to increase the institutional and financial capacity of parts in such a demonstrable way in 2015 that becoming independent is feasible.
Chapter 3. Brand and communication
The positioning of Terre des Hommes Netherlands is primarily defined by the vision and mission as recorded in the statutes of the foundation. Next to that, Terre des Hommes has two core values that take centre stage in its identity and way of working: passion and results. What we think and do happens with conviction and enthusiasm. As such, a realistic estimation of the chances for success is made and everything is put to work to also actually achieve the goals that have been agreed upon. In line of the strategy to further specialise ourselves, Terre des Hommes wants to position itself in the Netherlands as the organisation actually capable of really stopping child exploitation, also giving Terre des Hommes a distinguishing position compared to other child support organisations. The slogan 'Terre des Hommes stops child exploitation' ("Terre des Hommes stopt kinderuitbuiting") will be maintained for the time being. In addition, the specific way of working of Terre des Hommes will also be used to accentuate its brand position: Terre des Hommes Netherlands manages the entire chain from revenue up to expenses and does this efficiently and transparently. The brand level goals for 2015 are: Terre des Hommes is seen as the expert/organisation that stops child exploitation aided name reputation has risen to 80% (do you know Terre des Hommes?) -
brand notoriety has risen to 50% (Terre des Hommes stops child exploitation) the valuation grade has risen to 7.5 20% of the primary target age group of 50+ thinks that Terre des Hommes suits them
To achieve the above goals the following strategies and resources will be used: ď&#x192;&#x2DC; Knowledge expansion and cooperation When claiming a subject or issue, it is important to continue to show your expertise and to keep developing this. Gaining new knowledge and experiences is crucial for this. New (own) research and new cooperative ventures with the press, universities, the business world and other NGOs will help in this. ď&#x192;&#x2DC; Improving the involvement of the supporters The distance between the supporters and the project should be as small as possible. A donator should feel optimally involved in the projects of Terre des Hommes and have the feeling to be indispensable in the battle against child exploitation. Showing results is essential in this case and should be done several times a year. The properties and wishes of the supporters should be properly noted in an adequate customer relation management (CRM) system. ď&#x192;&#x2DC; Generating free publicity To charge the expertise of Terre des Hommes regarding child exploitation as broadly as possible, more and better responses are needed to current events surrounding child exploitation. The keyword here is: free publicity.
On one hand, by offering news and field results ourselves to the Dutch media (pro-active), on the other hand, by latching onto running issues and discussions of third parties (reactive). Both the Programmes department and the Marketing & Communication department play a role in tuning and generating this free publicity. Press trips and press conferences organised by us when presenting new (own) research are important instruments for this strategy. Successful communication Communication will occur in stages. In first-line communication (advertisements/articles/TV and radio productions), the stress is on child exploitation in its visible forms of child prostitution, child trafficking and child slavery. In second-line communication (website, Terre Magazine, newsletters, annual report), a detailing regarding content is done and other programmes are explained and put in relation to child exploitation. After all, the educational and socio-economical programmes prevent children from being exploited. Custom information It is also important in communication that the information is tuned to the specific target audience and that all target audiences in the end feel more involved/connected to the subject of child exploitation. For example, volunteers have different needs than businesses in this respect. No disconnected awareness campaigns The automatism to deploy a large public awareness campaign 2 times a year will be replaced with multiple, focused fundraisers where awareness is never a goal in itself, but services always a fundraising goal. Own imagery It is important to reach out to the different target audiences of Terre des Hommes with consistent and distinguishing imagery (photos and videos). Terre des Hommes finds it important to show the resilience/strength of the child and doesn't shy away from using confrontational images to do this. It is important that a problem or injustice is always shown in combination with a right, solution or result. This strengthens the solidarity of the giver (I know what has happened with my gift) and underlines the rationale and added value that is brought forth by Terre des Hommes in its slogan 'Terre des Hommes stops child exploitation'. When charging the current market position, the position and activities of the TdHIF and other Terre des Hommes organisations need to be taken into account. Charging a new multiyear TDHIF campaign in the area of "children on the move" has to fit with the national campaigns of Terre des Hommes Netherlands. It is important that both campaigns strengthen and complement each other. In appendix 4, the positioning frame of Terre des Hommes is outlined.
Chapter 4. Fundraising To be able to reach the goal of Terre des Hommes, the revenues and the support base need to be generated both inside and outside of the Dutch society. To achieve this, the three departments of the head office will have to cooperate closely and fundraising will also have to be developed in the regional areas. The fundraising in the Netherlands, under the Dutch audience, and the fundraising with (foreign) companies and (foreign) capital funds are the responsibility of the Marketing & Communication department. Institutional fundraising like from the EU, UN, BuZa and the TdHIF is the responsibility of the Programme department. The fundraising goals for 2015 are a growth of the total revenue up to € 30.2 million (average growth of € 1.4 million per year) a growth of revenue from own fundraising up to € 20.2 million a growth up to 125,000 paying relations (80,000 secured donators and 45,000 onetime -
givers)
-
drop of the CBF percentage to under 20%
4.1
Fundraising department Marketing & Communication
To achieve the revenue from own fundraising goals, the following strategies and resources will be used. The base of growth is formed by a large clientele of loyal private donators and volunteers. In 2015, Terre des Hommes will have 80,000 donators who donate at least € 8 per month each . Over 2000 volunteers are active in 50 shops. Aimed fundraisers The era of large scale, mass media and awareness generating public campaigns will end and make way to multiple, small scale, specifically aimed fundraisers. We focus on concrete results and want to ask for more attention for our work through free publicity. Shooting with aim and purposefully sowing seeds and reaping the results. Traditional recruiting instruments like telemarketing and direct mail will remain important next to direct dialogue for the coming years. In addition, we will also need to develop new instruments to bind new target audiences and existing target audiences in different ways. Recruitment through events and online recruitment are tested and deployed if successful. New forms of support, like investments with the purpose of revenue for the 'donator', are being tested. Focus on the target age group of 50+ with higher education In the private sector, we will mainly focus on the target age group of 50 and older with higher education, because of its (growing) size, spending room, involvement, available time and loyalty. This target audience is currently already the most represented among our supporters. Other target audiences are also important, but the target age group of 50+ receives more attention..
More stress on custom work for companies and capital funds For the business sector, new products will be developed to rise above the level of one-sided project sponsoring. On one hand, by entering into a business transaction with companies that are mutually beneficial (for example a paid staff trip to the project that is being sponsored), and on the other hand, by entering into a strategic and lasting cooperation in the field (for example by offering paid training of youths for a production unit in a developing country). Next to companies, a firm effort will be made for fundraising with capital funds both inside and outside of the Netherlands. Especially the American market en surfacing economies in Asia offer interesting opportunities in the area of "foundation funding". No specific actions towards younger people No specific programmes will be started to target the audience of young adults. The work placement programme will be diverted to become a product for the business and/or private sector, in which employees and/or private persons with capital can visit a project and support it with money and/or knowledge. Younger people remain important, but extra investments in this target audience will not give enough return. More shop turnover The target audience of volunteers will be increased by expanding the number of shops from 30 to a maximum of 50, making a net turnover of € 2 million becoming achievable. The number of volunteers will increase from 1,200 to 2,000 as a result. In addition, volunteers will be trained and directed to get attention of the local press and raising of funds with local businesses. More attention for the existing supporters The products offered have to be simplified and be a better match to the giver's needs. The donator/business/volunteer has a need for a more personal bond with the project and own raising of funds. Recruiting new donators remains important, but retaining and developing (upgrading) existing supporters is even more important. The introduction of an own loyalty programme is essential. Development of anchor product Really strong brands have a so-called anchor product: Volkswagen has its Golf, Paris its Eiffel Tower, War Child has its concerts. Something you are immediately linked to as a brand. Terre des Hommes doesn't have a clear anchor product yet, but needs one to accentuate its brand position. The idea is to develop an anchor product that touches the hearts of the target age group of higher educated 50+ people, is relevant in content, links the field and the local market, is permanent, can be expanded upon and has PR value.
ď&#x192;&#x2DC; Local fundraising Fundraising will also be stimulated in the regional areas locally. The institutional part of this (EU, UN, TDHIF and embassies) is the responsibility of the Programme department. The noninstitutional part will be set up in cooperation with the Marketing & Communication department. This includes sponsoring, transactions and cooperation with local businesses in the project countries. This form of local fundraising will focus initially on local businesses and funds and, to a lesser degree, on the local private sector. An important aspect here is that Terre des Hommes should not become a competitor of its own project partners when opening up local funds. This new direction in communication and fundraising also asks for a new mentality and way of working at the department and also outside of it. First of all, fundraising and service/custom work have to be all-determining. Next, fundraising and custom work is a joint task of the head office and field offices. Finally, we have to start being more pro-active and build and express our distinguishing qualities better. To achieve the intended level of growth, the number of FTE at the Marketing & Communication department will be increased from 12.8 in 2010 to 14,5 in 2015.
4.2
Fundraising Programme department
Apart from the Dutch government, the institutional fundraising focuses on: ď&#x192;&#x2DC; European Committee There is consensus within the TdHIF that close cooperation is possible in the future, to open up funds in Brussels by acting as a consortium of several Terre des Hommes organisations. The federation office in Brussels will act as a service bureau for this and will keep a close eye on the developments in the Committee. In addition, the federation office takes care of timely notifications of possibilities to lodge proposals. The Committee has decentralised part of its responsibilities and there are EC delegations in several developing countries that have a mandate to advise about project proposals. For Terre des Hommes, it is important to maintain and expand upon the contacts with several delegations through the regional and country offices in the coming years. Since requesting subsidies is a specialisation, Terre des Hommes employs a specially trained staff member for this who is situated in Brussels. ď&#x192;&#x2DC; Even though there is a resolution to raise more funds every year, it has to be noted that more and more parties (and not just NGOs) draw from the same pool. On top of that, the budget reserved for foreign development is shrinking due to the economic situation in Europe. In addition, a process of reform has been initiated in which the European Parliament, member states, Committee and NGOs will, together, take a detailed look at the question of how to cooperate with the different involved parties in the future to make development aid more effective. The future system will undoubtedly have consequences for the financing of the proposals for projects by NGOs.
ECHO (Emergency Aid EU) Terre des Hommes is by now registered with ECHO, the emergency aid branch of the European Committee. This registration makes it possible to make emergency aid proposals for financing in the future. Terre des Hommes Italy and Terre des Hommes Lausanne are also registered with ECHO, meaning they can act as a consortium to get emergency aid funding from Brussels. On top of that, both of those organisations can call upon resources (somewhat comparable to the SHO in the Netherlands) in their own countries to finance emergency aid and rebuilding projects. This has already been given shape in 2010 and both Terre des Hommes organisations are financing a rebuilding project in Indonesia. UN organisations In the coming years, many financing proposals will also be lodged with UN organisations, like UNICEF (in the area of child exploitation), UNDP (development aid), WFP (food aid) and the ILO (worst forms of child labour). In Q1 of 2010 an exploratory study has been done to see what options there are. Just like with the European Committee, the different UN organisations are also decentralised and the regional and country offices can therefore play an important role to build contacts with delegations in developing countries. Here, too, the cooperation with other Terre des Hommes organisations can bear fruit. Terre des Hommes Italy and Terre des Hommes Lausanne have a lot of experience in obtaining funds from the UN, especially UNICEF. Thanks to the membership of the TdHIF, Terre des Hommes Netherlands can also use this expertise and these contacts. Dutch government Next to the subsidy that is available through the Joint Finance Framework ("Medefinancieringstelsel", MFS), there are other possibilities to obtain financial means from the Dutch government. For emergency aid, for example, one can call upon the resources of the Humanitarian Aid department of BuZa (Foreign Affairs). It may also be possible to call upon the Human Rights department of BuZa for specific projects in the area of the violation of children's rights. Next to the subsidies from BuZa, subsidy options are also researched with other ministries, like WVS (Sport & Development cooperation) and Defence (safety trainings).
4.3
Innovation
It is certain that model projects like the hospital barges Shapla and Abaré, the medical plane Uzima in Africa, the education and sport project MEC, but also the child rights campaigns in South East Asia, are important for third party sponsoring, including businesses and capital funds. It has been observed that, since Terre des Hommes has gained access to the subsidy programme of BuZa, innovation through new programmes (model projects) has been put on the backburner. In recent times the focus has necessarily been more on management affairs. If we still want businesses and capital funds to play a role in the future when it comes to fundraising, we will have to thoroughly look at the changed relationships between Corporate Social Responsibility (CSR) and development aid. The wishes of businesses (who would rather not donate cash, but prefer creating a win/win situation) and the projects offered by
Terre des Hommes will also have to be taken into account. In short, a supply and demand have to be better tuned to each other. The conclusion that a project is sponsor-friendly is no longer enough. Especially those projects that are possibly not yet finished and missing a part may provide a recruiting character for external parties. A company may possibly give shape to the missing link.
Chapter 5. Organisation structure and HRM 5.1
Organisation structure
The organisation has a flat hierarchy (appendix 5: organization chart). The head office has three departments, namely Programmes, Marketing & Communication and Finance and a staff department Management. These departments account themselves directly to the executive director. Together the managers of the three departments form the management team. The four regional offices account themselves to the Programme department. Terre des Hommes works according to the integral management principle. This means that a department or regional office is fully responsible and authorised for its own area of operation, goals, work process, employees and resources. Monitoring the total â&#x20AC;&#x201C; integral â&#x20AC;&#x201C; result and providing frameworks within which freedom can be given is the main responsibility of management. Management answers to the Supervisory Board. In the period 2011-2015, as far as can be seen at this time, there will be no big changes in the organisation structure at head office. However, in 2011 the organisation will be made more decisive and "lean" by letting a number of supporting roles at the head office lapse and to invest in roles in the area of fundraising. The goal is to end up with a stable number of employees at head office of approximately 32 FTE. There are also changes relating to the regional offices starting 2011. As part of cost management, there will be no regional manager for the region South America (Bolivia and Peru) from 2011 onwards. A self-directing team of 4 ultimately responsible persons (in the areas of finance, marketing and communication and programmes in Bolivia and the country coordinator Peru) has been assigned, that will be directly guided by the head office, Programme department. Halfway through 2010 this way of working has already been started and the experiences are positive. The same way of directing will possibly be applied in the region South Asia in 2012. The three country coordinators in this region (India, Bangladesh and Sri Lanka) will also start to answer to head office directly. The regions South East Asia and East Africa will continue to exist in their current organisation structure. East Africa will have its local staff expanded as a result of extra work relating to MFS II in the period 20112015. The MFS II programme of Terre des Hommes will be concentrated fully in this region. The goal is to end up with a stable number of employees at the regional offices of approximately 79 FTE. In the coming years, more uniformity in the different regional offices with regards to working processes, quality and staff policies will be strived for. There will also be as much support as possible from head office. Additionally, the influence of regional offices on the (strategic) policy will be better embedded in the organisation, in the form of more structured talks between head office and the regional offices. The exchange of knowledge and ideas within the entire organisation will also be given more space.
It is also intended to have a member of the Supervisory Board who is from the region in future, so that the link between the Netherlands and the region in question is also strengthened in the supervisory entity.
5.2
HRM
General Up to 2011 there has been no strategic HR policy in the organisation. Things were picked up ad hoc. HR instruments are also available in a limited fashion. The focus of the organisation has been on other aspects in the last few years and not very much on employees or HRM. This will change in the period 2011-2015. After all, the effort of people and using their talents is crucial for the organisation's success. With an HR policy that is tuned to the organisation strategy and the right HR instruments, it is possible to play into performances and personal development of employees strategically and efficiently. This makes that the organisation can anticipate changes in its environment better and faster. The organisation does not have an all-encompassing personnel information system. Terre des Hommes does not follow a CAO (collective workers agreement) and therefore uses its own working condition policy. Each region uses its own working conditions for local staff, based on the local legislation of the country in question, and uses its own personnel policy. In the period 2011-2015, the working conditions in the entire organisation will be made in conformity with the market, using the average in the own segment as a base. It is a conscious choice by Terre des Hommes not to pay above average. Where possible, regional personnel policies will be harmonised more. A personnel information system will be set up, making digitization a priority. The move to an E-HRM system is currently not made, considering the high costs involved and the limited size of the organisation. There will be made more room for employee development by making a fixed education/development budget of 2.5% of the gross wage sum of the organisation available. This percentage is average in the branch.
Strategic HR-plan 2011-2015 A strategic HR-plan has been drawn up in which it is detailed in which way HRM can contribute to the performance of the organisation, considering the strategic ambitions in 2011-2015. A zero-level measurement of the current organisation relating to HR has also been done. The following four dominant themes will need to get attention in the coming period. These are crucial questions that are crucial to the success of an organisation and â&#x20AC;&#x201C; because they involve a human component â&#x20AC;&#x201C; ask for a contribution from personnel management. The themes are derived from critical success factors (CSF) and the strategic goals of the organisation. The themes for Terre des Hommes are: ď&#x192;&#x2DC; Management development (leadership) Expanding knowledge and skills of the management team and regional representatives in the area of human-focused leadership and providing direction by inspiring and motivating employees and stimulation of (social) innovation.
Culture change Become more businesslike and effective in the organisation by having more attention for the desires of sponsors (donators), reducing the distance between fundraising and projects, an open culture, more cooperation, better internal communication and expanding on the external focus. Quality Increasing the competence and skills of employees, increasing of the learning organisation, increasing of knowledge sharing/knowledge exchange. Supplementary to the dominant themes mentioned above there is another dominant theme for Terre des Hommes, seen specifically from the HR perspective, namely: Setting up HR performance management Management currently has a hard time responding to the performance of employees due to the lack of HR performance management within the organisation. Sound HR systems and measurement values (core and direction figures) regarding this are only sparsely available. To achieve a dominant theme, specific (HR) instruments can be put into action next. Different personnel areas contribute to the dominant themes mentioned before. These are: Ad Leadership/management development: management development, training, personnel assessment, job profiles Ad Culture: organisation development, personnel assessment, job profiles, internal communication Ad Quality: organisation development, training, career development, personnel assessment, designing working conditions, internal communication and personnel planning Ad HR performance management: personnel assessment, personnel information, personnel planning. The previously mentioned personnel areas are important for the dominant themes. Of these, four personnel areas are not present in Terre des Hommes and six of them need to be improved. Therefore, professionalization in the area of strategic HRM will be put into motion. In this respect, the terms “acknowledge” (there is a base of support for HRM in the organisation and willingness to (financially) invest in this), “understand” (Terre des Hommes understands what it needs as an organisation) and “do” (planning and action) are guiding. Introducing strategic HRM does not have any considerable consequences for the organisation. The current organisation structure doesn't have to be adjusted. Some adjustments in culture will, however, have to be done. This is logical, considering culture is one of the dominant themes. Next to attention for people, the proper use of resources also needs to be looked at.
Because there has never been a specific HR budget reserved up to 2011 and because there have not been any large expenses in the past few years for HR, with the exception of limited expenses for training, introducing a strategic HRM to the four dominant themes means an investment of maximum € 25,000 in the five years to come.
Chapter 6. Long term budgeting 2011 - 2015 The targets and core figures mentioned in chapter 1 are the starting point for the long-term budgeting of 2012 - 2015. 6.1
More work with fewer people
Head office There is one open position at Terre des Hommes at the time of writing this document. This is the position of fundraiser major donors. As soon as this position has been filled the Terre des Hommes head office has a staff of 31.8 FTE. This number is distributed as follows over the different departments. Management 3.3 Marketing & Communication14.5 Programmes 6.9 Finances / ICT 7.1 Total 31.8
FTE FTE FTE FTE FTE
The long-term budgeting assumes that employee salaries at head office will increase with a maximum of 2% every year (inflation compensation).
Regional offices At the four regional offices, the number of FTE, with regards to programmes, is 71 FTE. The long-term budgeting assumes that employee salaries at the regional offices will increase with a maximum of 5% every year (inflation compensation). Currently, every regional office has an additional 4 FTE for communication. To be able to raise an amount of € 1.5 million in local funds in 2015, local fundraising employees will be hired in the period 2012 - 2015. Every year, one fundraising employee will be hired for one regional office, making it so that every regional office has a fundraising employee in 2015. In 2015, the four regional offices will have 4 FTE for communication and 4 FTE for fundraising, 8 FTE in total. The costs per FTE are € 20,000. Including the direct expenses for communication and fundraising, the costs per FTE are € 40,000. The costs of the 71 FTE relating to programmes are accounted for as costs for aid. The costs of the 8 FTE of Marketing & Communication are accounted for as costs Marketing & Communication.
6.2
Programme expenses
The most important core figure that is mentioned in chapter 1 is the percentage of expenses that is spent on programmes for children. Terre des Hommes puts a standard for itself that this percentage needs to be at least 70%. The graph below shows that this percentage will be all but reached in 2015 (69.7%).
6.3
Capital
The capital of Terre des Hommes comprises a freely disposable capital and a continuity reserve of â&#x201A;Ź 4 million. Terre des Hommes has set a standard for itself that the capital, including continuity reserve, needs to be at least 70% of the annual expenses of head office, the regional offices and costs for Marketing & Communication. The graph below shows that this standard will be met in 2012 and 2013, however in 2014 and 2015 the capital will drop below the standard. This is necessary to reach the desired level of programme expenses in 2014 and 2015.
6.4.
Long-term budgeting 2011 - 2015
To achieve the desired percentage in programme expenses compared to total expenses (70%) and to maintain capital, the revenue from own fundraising will increase by an average of 20% every year. The costs for Marketing & Communication will increase by an average of 11% every year. For the percentage of costs for own fundraising compared to expenses own fundraising (CBF percentage), Terre des Hommes has set a standard of 18% for itself. In 2013, 2014 and 2015, Terre des Hommes will remain below this threshold.
6.5
Other core figures
Own contribution It is unsure if there will be another subsidy framework after MFS II that ends in 2015. Terre des Hommes takes this uncertainty into account and sets a standard for itself that revenue from resources other than MFS II have to be at least 85%. The graph below shows that this standard will be reached in 2015.
Management & Administration Terre des Hommes puts a standard for itself that expenses for management & administration are at most 5%. In the period 2012 - 2015, Terre des Hommes will remain below this threshold.