Strategic plan

Transcriptie

1 Strategic plan 2015 (or: on being lean and meaningful) Mission: The Hunger Project collaborates with grassroots people, organizations and networks to influence governments to implement effective, integrated, bottomup, genderfocused programs which empower people to end their own hunger and poverty

2 Ending Hunger The Hunger Project believes that the end of chronic hunger is entirely possible. We also know that we have developed truly meaningful, sustainable and tailormade strategies to end hunger. 1 However, we cannot end hunger on our own. In order to contribute to the end of hunger as effectively as possible, in the years 2015 The Hunger Project aims to 1) do the things we do even better; 2) to prove the relevance of what we do; and thus to 3) convince others, preferably national governments, to replicate our strategies. 2 What do we mean by this? 1) a) Strengthen the implementation of our grassroots empowerment, genderfocused programs so that each is an outstanding example of effectiveness and sustainability for largescale replication; b) Incorporate action in all our strategies to effectively reduce child malnutrition in the first days (from conception to age 2); 2) 3) Forge partnerships with multiple governments or other relevant actors to integrate the essential elements of THP strategies into national plans What have we achieved so far? To date, the Hunger Project as a worldwide organisation has developed meaningful strategies and strategic programs, in twelve programme countries, in order to prove that the end of hunger is possible. This work is supported by fundraising and awareness building activities in ten partner countries. 3 THP estimates that in 35 years, it has impacted the lives of 35 million women and men, by empowering them to end their own hunger. 4 The Hunger Project in the Netherlands (THP NL) was founded in It remained largely a volunteer movement aiming at creating awareness of the possibility to end hunger, until the raising became increasingly important when THP started implementing its own strategic interventions, to prove that the end of hunger is possible. An inspired Dutch entrepreneur enabled THP NL to attract one paid staff member in 2005, sparking off a successful fundraising strategy aimed at attracting corporate investors and entrepreneurial foundations. THP NL has grown Run (both entirely volunteerorganised and growing), as well as the Katakle investment group for ending hunger in Benin. Between 2007 and 2010, the income from fundraising stabilised at around 1.5 million Euros, then grew to 2.3 million Euros in In 2010, THP NL was awarded a CBF license in recognition of its increased professionalisation, and awareness raising activities. End 2011, THP employs 4.4 FTE professional staff, who work closely with a very committed group of skilled volunteers and pro bono service providers. 1 annex. 2 These choices were jointly defined by the Hunger Project as a global organisation. Input to these choices was provided through a series of intense stakeholder discussions and a thorough analysis by teams across the world, including in the Netherlands, of THPs current strengths and weaknesses, opportunities and threats, theory of change, the trends in our national and international working and policy environments, and so on. The relevant background documentation for THP NL is included in the annex to this strategic plan. 3 A list of the THP programme and partner countries is included in the annex. 4 A more detailed account of the achievements to date are to be found in the annual reports of THP global and THP Netherlands, or through our websites and

3 What is missing? The Hunger Project recognises that to date, we have not been able to deliver the best possible results through our strategies. Because we did not sufficiently fund them, and because we do not yet have the optimal planning, control and learning systems that we need in place. There is also a need to introduce some new elements, building on our experiences. We aim to address these needs in the years ahead. Furthermore, The Hunger Project needs to build or expand our partnerships with universities or other knowledge institutes and national governments (or those agencies that work with them). And finally, the strategies of The Hunger Project still seem to be a wellkept secret. The Hunger Project will therefore actively seek and promote recognition of our approaches from relevant audiences. In order to contribute to achieving these strategic goals, we estimate that we need to roughly double our global income (as compared to 2010). What will THP Netherlands contribute? 1.4 million in 2010). Furthermore, in support of these strategic aims, THP Netherlands will seek to mobilise relevant expertise from the Netherlands to strengthen program implementation, to prove impact and to reach out to national governments or other relevant actors; and raise awareness amongst relevant audiences in the Netherlands about the possibility of the end of hunger, and the role that the strategies of THP can play to reach that goal. How will THP Netherlands do this? which are not easily mobilised from a volunteer movement. In order to do all of the above, THP NL therefore needs to attract and retain a core body of dedicated professional development staff and board members. In 2011, we have already begun to take steps in this direction. THP NL is willing to invest what it takes to take the strategic steps outlined above. This means that THP NL is moving beyond its previous identity as a primarily volunteer and low cost movement to a costeffective and efficient lean professional development organisation. Core tasks are carried out by a sufficient number of paid, qualified professionals, who work closely with a group of dedicated, flexible and skilled professionals free of charge. That way, we can continue to send the maximum amount possible to programs. We aim to maximize the incomecost ratio for THP NL expenses at 15%, preferably lower (10% in 2010, 15% in 2011). Target revenue of THP NL per investor type (2010) (2011) (1.8 5 ) (2.5) Institutional Corporate Individual

4 Furthermore, THP NL will focus its investments on a limited number of programme countries to maximise impact and minimise tracking, tracing and reporting needs (2011: Benin, Malawi and India, possibly expanded when globally agreed upon targets per country are met, or sufficiently significant opportunities arise). And THP NL aims to maintain its current healthy, balanced mix of different investor types, preferably through longterm, multiannual relationships. We aim to increase the number of individual investing partners through events and actions; to increase the number of corporate partners by building on the ng partners, or multiannual grants from entrepreneurial foundations and governments. Building on our key strengths as well as aiming to overcome our weaknesses (detailed in the annex), THP NL will need to address: fundraising, awareness and partnerships. Each is specified here below. 6 Reaching these targets will make the contribution of THP NL to the meaningful enclose a more detailed list, including the activities and outputs per year. Objective 1: Increase income from fundraising to 5 million Euros per year by Functional corporate fundraising strategy achieves growth to at least 2 million Euros per year by Functional institutional fundraising strategy achieves growth to at least 2.5 million Euros per year by Functional individual fundraising strategy achieves growth to at least Euros per year by Functional communication strategy to support fundraising targets 1.5 Maintain a balanced mix of investor sources Obj 2: B Mobilise relevant expertise from the Netherlands to strengthen program implementation, Objective 3: Functional communication strategy for each relevant target group in order to be recognised as an expert and thought leader on hunger and poverty, with proven approaches 6 The necessary improvements to our internal organisation which we identified in the course of the strategic planning process leading up to this document will be addressed in our annual working plans.

5 ANNEXES / BIJLAGEN 1. Objectives, targets, activities and outputs THP NL Proces formulering Strategie THP NL THP NL SWOT 4. Kernvragen en antwoorden consultatieproces 5. 6.

6 1. Objectives, targets, activities and outputs THP NL 2015 Objective 1 Increase income from fundraising to 5 million Euros per year by 2015 Target Activities and output Year 1.1 Functional corporate fundraising strategy achieves a. Build on success of current investor relationships by mapping needs and expectations, tighten connection, and investigate possible new leads and entry points from within existing investor network b. Write coherent, concise corporate fundraising strategy including a map of potential new investor tribes, and apply growth to at c. Develop, implement and finetune ways to stimulate involvement of least 2 million (personnel of) investors Euros per d. Strategy evaluated, lessons learnt and strategy adapted if need be year by 2015 e. Corporate fundraising grows to 2 million per year in 2015: 1.4 million Euros in ; 1.6 in 2013; 1.8 in Functional institutional fundraising strategy achieves growth to at least 2.5 million Euros per year by 2015 a. Build on strategic advantage that the key messages, approach and current corporate partnerships of THP NL are aligned with the current Dutch development discourse to attract larger scale institutional funding (such as government grants) b. Write coherent, concise institutional fundraising strategy and apply c. Strategy evaluated, lessons learnt and strategy adapted if need be d in 2015, and e (or earlier, if we become a post code lottery beneficiary) Functional individual fundraising strategy achieves growth to at least Euros per year by Functional communica- tion strategy to support fundraising targets a. Seek and develop partnerships with entrepreneurs, clubs and societies programme countries (e.g. twinning alliances such as organisations of wives; rural city councils; elected women leaders and so on) b. Initiate a yearly public THP fundraising campaign and evaluate relevant recent actions and events to draw lessons c. Write coherent, concise individual fundraising strategy and apply d. Strategy evaluated, lessons learnt and strategy adapted if need be a. Build on strategic advantage that the key messages, approach and current corporate partnerships of THP NL are aligned with the current Dutch development discourse to attract media attention and increase visibility and brand recognition b. Develop coherent, concise communication strategy targeting different (potential) investor audiences, including a branding strategy and key messages, in line with the global communications and branding strategy, and apply c. Strategy evaluated, lessons learnt and strategy adapted if need be

7 1.5 Maintain a balanced mix of investor sources a. Each investor type corporate, institutional, individual does not become larger than 65% of the total revenue, nor less than 10% in order to reduce dependency risk 15 Objective 2 B Target Activities and output Year Mobilise relevant expertise from the Netherlands to strengthen program implementation, improve and prove a. Write coherent, concise partnership strategy and apply b. Evaluate (and terminate, continue or intensify) current formal and less formal partnerships (Eén campagne, Agriprofocus, strategic targets and partnership strategy c. Mobilise additional expertise as per gap analysis d. Focus THP NL intervention on specific programme countries to maximize impact (2011: Benin, Malawi, India, to be expanded if globally agreed upon targets per country are met) d. Strategy evaluated, lessons learnt and strategy adapted Objective 3 Target Activities and output Year Functional a. Define relevant target audiences; write coherent, concise communication strategy for each relevant target communication PR strategy for each group and apply (including developing appropriate new materials and information tools) group in order to be b. Initiate pilot campaign to communicate about results and recognised as an achievements, possibly around leadership theme expert and thought leader on hunger program countries 15 and poverty, with proven approaches d. Pilot and strategy evaluated, lessons learnt and strategy adapted if need be e. Plan, implement and evaluate yearly awareness campaign 15

8 2. Proces totstandkoming strategie 2015: Consultatieavonden stakeholders intern en extern, team en bestuursleden (janfeb) Terugkoppeling kernkeuzes aan bestuur (mrt) Terugkoppeling kernkeuzes aan RvA (mrt) Input kernkeuzes aan GO en Global Board (april) Discussie draft strategische keuzes GO met THP Europa, team en bestuursleden (mei) Discussie draft strategische keuzes GO met programmalanden (zomer) Input THP NL team aan GO uitwerking strategie (augsept) Vaststellen en discussie uitwerking strategie THP wereldwijd en PCAC (oktober) Definitieve strategische keuzes uitwerken met nieuwe THP NL team (november) Strategisch plan THP NL vaststellen met bestuur (22 dec) Uitwerken gedetailleerde onderdeelplannen: o.a. fondsenwerving, communicatie (begin )

9 3. SWOTanalyse THP NL Kracht Klein, flexibel en hoogwaardig Niet afhankelijk van dwingende subsidiestramienen (zoals MFS); eigen prioriteiten leidend Positief, optimistisch en mediageniek verhaal Meerjarige support van betrokken bedrijven (ook als ambassadeur) en zeer diverse groep enthousiaste en betrokken individuen (o.a. rondom MNF) Sterke professionele ondersteuning belangeloos geleverd door professionele partners (vormgevers, webbeheer, PR, notaris, administratie,, sociale media, etc) houdt de kosten laag THP is efficiënt, je krijgt veel rendement per geïnvesteerde Euro Zwakte Relatief kleine en onbekende speler Onderfinanciering Onvoldoende externe focus en profilering Onvoldoende focus in en ondersteuning van activiteiten van vrijwilligers Kansen up processen, Opkomst nieuwe vormen van filantropie impact investment Goede ervaring met financiering via private sector (niet overheid) Mogelijkheden van inzet van sociale media voor bewustwording en fondsenwerving Bedreigingen Perceptie dat THP geen serieuze partner is Economische crisis Meer concurrentie om investeerders, met name in de zakelijke markt, van andere OS sector NGOs door teruglopende subsidies, vaak met stevige budgetten voor naamsbekendheid en campagnes

10 4. Vijf kernvragen uit stakeholderconsultaties THP NL (en de antwoorden) 1. Ieder voor zich of samenwerkingspartner? concluderen we van niet. The Hunger Project gaat zich meer inzetten voor samenwerking op alle terreinen. Samen met vrijwilligers, samen met het bestuur en de Raad van Advies en samen met relevante partijen in het veld. Er zit meer kracht in meer verbinding. Om uit te werken: hoe kunnen we op een nieuwe, interactieve manier verbinding maken met voor ons relevante partijen raagt ook om een duidelijker afbakening van wat een goed idee is. Tegelijkertijd willen we klein en wendbaar, ondernemend blijven. 2. Identiteit The Hunger Project is ontstaan als vrijwilligersbeweging, volstaat deze vorm nog? We professionele NGO. Om echt impact te hebben in programmalanden is dat nodig in deze tijd. 3. Zelf opschalen of inzetten op reproductie THPmethode door andere partijen? Om impact te hebben op het leven van meer mensen, zullen we moeten opschalen. Kernvraag was of we dat zélf moeten doen of ons juist volledig zouden moeten inzetten op reproductie en integratie van onze werkwijze en methode door andere partijen in het veld. Conclusie: we zullen eerst onze aanpak beter moeten documenteren, en bewijzen wat onze impact is, voordat die kan worden overgenomen door anderen. Per programmaland werken we dit uit in een stappenplan. 4. Groei in fondsenwerving: ja of nee? In de bijeenkomsten hoorden we vaak terug of het wel nodig was om te groeien naar de in de vraag is of we voor meer mensen impact willen hebben. Nu hebben we diepe impact op het leven van een relatief kleine groep mensen. Indien we dezelfde impact willen hebben op een grotere gevallen ook opschaling nodig. Daarvoor hebben we meer financiële middelen nodig. 5. Nieuwe rollen voor The Hunger Project maken? Of blijven wij ons vooral concentreren op de basis van de gemeenschap: de kracht van mensen zelf? Stevig en voor ons bindend advies was: doe vooral dat waar je goed in bent, nog andere relevante organisaties. Maar maak daar niet je hoofdtaak van. Bewijs je aanpak en laat dat zien.

11 5. Werkwijze van The Hunger Project armoede, en daar wordt vervolgens aan gewerkt. Hierdoor is in de loop der jaren per regio, land en per locatie een gedifferentieerde aanpak ontstaan, die aansluit bij de cultuur en behoefte van de bevolking. De aanpak onderscheidt zich door de kracht van lokale gemeenschappen te benutten. Door een verandering van denken bij mensen met chronische honger kunnen zij problemen en obstakels zelf aanpakken, en maken zij zelf een begin met het beëindigen van hun honger. Mensen veranderen van slachtofferdenken en afhankelijkheid, naar het nemen van onafhankelijk eigenaarschap over hun eigen ontwikkeling en het inzetten van hun eigen creativiteit daarbij. Op de ene plek betekent dit het trainen en coachen van vrouwen die een rol spelen in de lokale politiek. Op een andere plek trainen en verenigen we kleine boeren om markten te ontsluiten. De twaalf programmalanden waar THP werkt zijn (in Azië:) Bangladesh en India, (in LatijnsAmerika:) Bolivia en Mexico, en (in Afrika:) Benin, Burkina Faso, Ethiopië, Ghana, Malawi, Mozambique, Oeganda en Senegal. Onder de gedifferentieerde aanpak in deze landen ligt een methodiek met drie elementen: Mobiliseren van mensen om zelf in actie te komen; Empowerment van vrouwen; Samenwerking met lokale overheden. Voorbeelden van activiteiten in de programmalanden, en de omvang van de organisatie: Epicentrumstrategie in Afrikaanse landen: 122 epicentra met een bereik van ruim 2 miljoen kleinschalige boerenproducenten (2011); in Afrikaanse landen: ruim mensen ontvingen in 2010 een lening; sinds de start al ruim mensen; 20 door de overheid erkende, zelfbestuurde rurale banken opgezet vanuit de epicentra; Vrouwen en leiderschap in de Panchayats (gekozen dorpsraden) in India: vrouwen getraind en gedurende 5 jaar gecoacht; Aantal mensen in programmalanden die vanaf de oprichting van The Hunger Project met bereikt zijn: 35 miljoen; Aantal getrainde vrijwilligers: ; Aantal medewerkers: 300 in programmalanden (uitsluitend lokale medewerkers, geen inzet van expatriates); 47 in fondsenwervende landen; 6 in Nederland (4.4 FTE). De fondsenwervende 2011): Verenigde Staten, Nederland, Australië, Zweden, Duitsland, Zwitserland, Verenigd Koninkrijk, Nieuw Zeeland, Canada en Japan. Daarnaast wordt er in toenemende mate ook in de programmalanden zelf fondsen geworven.

12 6. Theory of change of The Hunger Project