Forum Syd. Overall Plan for Operations 2014-16

Forum Syd Overall Plan for Operations 2014-16 2014

Contents Vision and values... 3 Vision... 3 Values - our internal priciples... 3 Present situation... 4 Purpose... 6 Success factors... 7 Goals... 8 Operational goals... 8 Forum Syd s goal structure... 8 Priorities... 9 Quality... 9 Profile... 9 Member organisation... 9 Internal cooperation... 10 Financing... 10 Competence... 11 Relations... 12 Organisation... 13 Forum Syd s organisation... 13 Financial consequences... 14 Follow-up... 16 Abbrevations... 17 Forum Syd, Overall Plan for Operations 2014-16 2(17)

Vision and values Vision - How do we want things to be in our world? A just and sustainable world where all peoplehave the power to effect change. Values - our internal priciples - How are we to treat each other? Our values determine how we treat each other within the organisation and in relations with people outside the organisation. They pertain to Forum Syd s staff and all other associated people, such as the board when representing Forum Syd. We shall treat each other in the spirit of: Professionalism We do our work with a high degree of competence and quality, and strive for continual improvement. We share our knowledge in a way that inspires trust and that is adapted to the needs and abilities of the recipient. We operate from and contribute to the organisation s goals and identify fully with its vision of a sustainable and just world where all people have the power to effect change. We are dedicated, team-minded, receptive and responsible. Respect We show respect for each other s knowledge, skills, time, responsibilities and duties within the organisation. We trust each other and we respect decisions taken and views expressed. We show respect for everyone s underlying capabilities and defend the concept of the equal value of all people. Openness We solve problems and develop the organisation by being open to new ideas, prepared to re-evaluate old ones, and ready to see things from a new vantage point. We give and receive constructive feedback and support each other through thick and thin. We endeavour to preserve an open dialogue in which we listen to each other and take an interest in different perspectives. Our operations and processes are transparent. Forum Syd, Overall Plan for Operations 2014-16 3(17)

Present situation How is Forum Syd doing? Where are we today and why? What insights have we gained? What does the future hold? A fundamental basis for the following insights and subsequent plan is the challenges of Forum Syd s subgranting role to Swedish organisations and the expected increased competition for Civsam funding, both likely to reduce the volume of funding received through Forum Syd s framework grant with Sida for the coming three-year period (2014-16). At the same time we see an increased demand on interventions geared directly to local organisations and programmes, which is a driver of growth in Forum Syd s international programmes. Both these trends are likely to shift the focus of operations in Forum Syd in the forthcoming period covered by this plan. Insights after analysing current situation: We have almost 20 years of experience of sub granting. We must continue to focus on the development of grant administration, focusing on simplicity, flexibility and cost effectiveness. It is crucial to show good results. Therefore we need to harmonize between project support and international programme, improve the way we present and analyse results. We should think lean and adapt our processes. Forum Syd should take advantage of the recommendations in the evaluation of the frame organisation system made by The Swedish Agency for Public Management. We should advocate for our evident role as sub granter, ask Sida to define the criteria for applying organisations and try to extend the agreement periods with Sida Civsam. Depending on a revised CSO-strategy from the Ministry for Foreign Affairs we could consider investigating having a special member channel. Forum Syd has an obligation to work and strengthen development effectiveness, putting principles into practice. We still need the courage to be more selective and focused. The chosen profile areas are highly relevant but they need to be defined, described and communicated/branded. Member organisations should be involved to a higher extent in the branding and communication of our thematic areas. We need an edge to our profile as an organisation. An idea is to define a rights based approach to a combination of the three areas. The strength of Forum Syd is what is happening between the three profile areas. We will not be experts in the three separately but in how to work with them in a combination. We need to define goals and activities for the three areas. We should be leading in networks in our profile areas and also link members and staff within these areas. Capacity must be strengthened generally in the organisation, in our three profile areas. Our advocacy work is currently performed on the right topics but disconnected from our operational work in our country offices, i.e. not organised in the right way, and is not strategic. Current advocacy issues are connected to persons/staff rather than to strategic decisions. The role of advocacy in our country offices is unclear. We should emphasise advocacy within our profile areas. We should have a solid strategy, stronger steering and a clear structure for the communication. A policy group should suggest a yearly campaign plan which should be discussed in the management group and decided by the board. This plan should be connected to our country strategies and to members. We should continue to develop the value of being a member based organisation. We should make better use of members different knowledge and experiences. The members expectations on Forum Syd are high, especially regarding advocacy, although resources for membership activities are few. We should investigate the possibility to adjust membership fees and of developing joint applications together with members, for example on advocacy issues. We need active members. Forum Syd should be a playing field, not a provider. By having more active members working in different thematic areas we could increase the benefit of the member organisation and work more efficiently. We could organize the members according to our three thematic areas. The number of member organisations gives Forum Syd its legitimacy. At the same time there are many members who do not participate in Forum Syd or have incorrect perceptions of what membership offers, making the organisation s governance structure more complex and problematic. We can include the country offices to a higher extent in contacts with members and their partner organisations. Forum Syd, Overall Plan for Operations 2014-16 4(17)

Members want information early on political issues. We can provide members with up to date information from meetings with ministers, parliament, Sida, networks etc. Forum Syd should investigate the possibility to offer members reduced fees within Forum Syd s frame agreements with service providers such as travel agencies and conference facilities. We could also, for a member fee, offer support in for example financial and communication issues. We should offer seminars and capacity building activities at special rates for members, to a higher extent. Internally, we must work with all staff to develop a process and attitude that includes members. There is still a need for improved cooperation between head office and country offices. English should be our common language in all documents and in e-mails. We must increase collaboration between the international programme department and the project support department. We should start with sub-granting programmes (project support, FOS-fund in Colombia, Somalia-programme). We need to open up the boxes within Forum Syd in order to be more effective and efficient, have a clear identity and to be able to be clear and comprehensible to the world outside. We need to focus on fundraising and become less dependent on one donor. We should develop our partnership with the private sector and actors beyond our traditional sphere. We should prepare for other subgranting calls, for example from EU. Sida will welcome more frame organisations and wants more competition between organisations applying from Forum Syd. Thus, Forum Syd will probably receive fewer funds for sub-granting to Swedish organisations. Sida advices us to consider the cost effectiveness of small scattered grants and questions if it is realistic to fund Swedish organisations that do not have enough administrative capacity. Forum Syd needs to show the benefits of having both sub granting and own programmes. The ministry for foreign affairs wants a more dynamic system, although it is yet unclear what this means. They are afraid of stagnation and they welcome new organisations. Forum Syd has to show that we are ready to change and adapt to new circumstances. Forum Syd, Overall Plan for Operations 2014-16 5(17)

Purpose For whom and why, will we do what in order to contribute to our Vision? We strive to achieve our vision by: - strengthening marginalised people around the world who organise to claim their rights - advocate for changes that contribute to a just and sustainable world. Primary stakeholders The member organisations Forum Syd serves as a forum for experience-sharing and method development in development cooperation, and as a platform for advocacy. Other stakeholders For partner organisations in our partner countries Forum Syd shall offer long-term collaboration and capacity development as well as advocacy towards decision-makers and other power-holders in Sweden, EU and the rest of the world. For civil society organisations in Sweden Forum Syd shall provide a forum for experience-sharing, administrate grants and contribute to capacity development. For donors and clients Forum Syd shall be a legitimate civil society actor in development cooperation that contributes to lasting change and democracy. For the Swedish public and decision-makers Forum Syd shall be a source of information and inspiration regarding global development issues and civil society development cooperation. Forum Syd, Overall Plan for Operations 2014-16 6(17)

Success factors Within our Purpose, what will we focus on in order to be appreciated and successful? Competence o Democracy and rights issues o Gender and environment/climate from a rights perspective o Effective development cooperation methods o Being a skilled advocate o Demonstrating lasting results o Member organisations with broad, in-depth knowledge of development issues, cultures and countries o Bottom-up perspective on development Simplicity o Comprehensible application and reporting procedures o Being a straightforward partner to work with o Clarity in what we stand for and everything we do o Complex messages expressed simply Presence o Having a presence in tough or challenging places and working often with under-resourced organisations o Advocacy and maintaining a high profile in the public debate o Credibility in our way of working with partners. Being a receptive, active partner that operates on equal terms Forum Syd, Overall Plan for Operations 2014-16 7(17)

Goals What will we therefore achieve? Forum Syd has five operational goals for the period, which together contribute to fulfilling our purpose to...strengthen marginalised people around the world who organise to claim their rights...form opinion towards change that contributes to the building of a just and sustainable world. Operational goals Operational Goals Quality Profile Member organisation Internal cooperation Financing Description Forum Syd s operations achieve visible results and are cost effective. Forum Syd is acknowledged by both donors and partners to be a reliable and straightforward organisation to work with. Forum Syd is known as a rights-based organisation combining democracy and rights, gender and environment and climate. This profile defines all our development cooperation and advocacy. Forum Syd is appreciated by members for being a meaningful, stimulating forum around the world, contributing to mutual exchange and influence on development issues. All Forum Syd staff identify themselves as part of ONE organisation in which we cooperate between departments and countries in an efficient and strategic way. Forum Syd is more independent through increased funding from diverse sources. Forum Syd s goal structure Forum Syd, Overall Plan for Operations 2014-16 8(17)

Priorities What will we do in order to reach our goals? Quality Description Forum Syd s operations achieve visible results and are cost effective. Forum Syd is acknowledged by both donors and partners to be a reliable and straightforward organisation to work with. Assignment Implement a strategy to make processes more efficient, for example by LEAN & COSO, for whole of Forum Syd. Develop grant administration focusing on simpilicity, flexibility, cost effectiveness. Revise and harmonize current overall objectives framework especially according to our profile areas. Develop a model and reassure resources for sharing results with different stakeholders, visualization of results Continue the decentralization of head office to country offices within the International Programme Department Profile Description Forum Syd is known as a rights-based organisation combining democracy and rights, gender and environment and climate. This profile defines all our development cooperation and advocacy. Assignment Apply Forum Syd s developed rights-based approach model, in which democracy and rights, gender and climate and environment are interrelated. Define a model to mission our profile. Create a language everybody understands. Work strategically with competence management Develop and implement annual campaign planning. Integrate advocacy in our profile areas Develop sub-granting of Sida CIVSAM funds strategically, depending on revised CSO-strategy. Take lead in strategic networks in which Forum Syd participates within our profile areas Member organisation Description Forum Syd is appreciated by members for being a meaningful, stimulating forum around the world, contributing to mutual exchange and influence on development issues. Assignment Invite relevant members to participate in annual campaigns. Investigate membership fees and benefits Review the criteria for membership Country offices create annual plans for how to include members at country level Identify funding application activities with members Forum Syd, Overall Plan for Operations 2014-16 9(17)

Assignment Involve members in trainings Continuous information about Forum Syd activities, development cooperation policy, etc. Internal cooperation Description All Forum Syd staff identify themselves as part of ONE organisation in which we cooperate between departments and countries in an efficient and strategic way. Assignment Prepare and present plan annually to Management Group for all Forum Syd advocacy activities, including at country level Increased coordination between all sub-granting within Forum Syd. Focus on simplicity. Follow up and use the lessons from the evaluation of the Project Support Africa Office Plan and implement project with aim to create institutional learning rather than individual competence. Implement English as our working language. Ensure common Forum Syd knowledge among all staff Financing Description Forum Syd is more independent through increased funding from diverse sources. Assignment Install capacity for institutional fundraising. Clarify the role of fundraising staff, how to work with head office and country offices Prepare the organisation for calls for sub granting from other donors than Sida. Implement a strategy for private fundraising and allocate resources Forum Syd, Overall Plan for Operations 2014-16 10(17)

Competence What competence do we need and how do we secure it? The following areas are identified as competences needed to be strengthened to implement the PfO 2014-16. These are to be taken into account in the currently on-going competence management project. Increased competence in our thematic areas: democracy and rights, gender and environment and climate from a rights based approach Management Fundraising, both institutional and private Advocacy, campaigning and lobbying skills and strategies Increased competence on funding modalities, including sub-granting, core funding Project methodology for internal work Planning, monitoring and evaluation of development interventions English Internal control Law/legal competence, including audits and contracts LEAN competence Forum Syd, Overall Plan for Operations 2014-16 11(17)

Relations With whom will we cooperate and how? Relation What? Responsible DONORS Sida Civsam Sida POLITICAL ACTORS Swedish Ministry for Foreign Affairs Swedish political parties CIVIL SOCIETY Network for Secretary Generals CONCORD Likeminded Nordic CSO platforms Eurodad Tax justice Network Maintain good relations with the program officer responsible for Forum Syd and Sida Civsam s Head of Unit in order to increase predictability. Maintain relation with other departments for fundraising purposes. Establish relations with relevant key persons in the MFA Establish a Forum Syd relation with representatives of the Swedish political parties, independently of the Network for Secretary Generals. Maintain high profile in the network. Important for strengthening Forum Syd s role as a platform organisation. High participation in CONCORD network as this is an important forum for many of the strategic international and EU processes. i.e KEPA, Bistandstorget, CISU Exchange of experiences Continue to receive information on capital flight, debt, aid, IMF-, and Worldbank issues through Eurodad's mailinglists, newsletters, reports and conferences. Meet potential new Southern partners through the network, and look for EU-financing through common applications in the network. Maintain membership. Continue to receive info on capital flight and tax havens through the mailing lists and reports of the network. Look for new potential partners in the network. Use our position on the European Steering Committee to make sure that the work done by the network is useful for Forum Syd and our partners. Maintain membership. Head of Project Support Dep is responsible for the first and Secretary General for the latter Head of the International Programmes Dep, Head of Project Support Dep. Secretary General Secretary General Secretary General Head of the International Programmes Dep. Head of Project Support Dep, Head of the International Programmes Dep. Head of the International Programmes Dep. Head of the International Programmes Dep. Forum Syd, Overall Plan for Operations 2014-16 12(17)

Organisation Who is to be responsible for what and how do we secure a co-creative culture? Organisation and areas of responsibility are described in Forum Syd s Responsibilities and Delegation Principles. It is evident that the Plan for Operations 2014-16 requires adjustments to the organisation, and will consequently be the main focus of the planning process in October 2013. One identified measure is the need to make the transition to a more project-oriented organisation, for example with interdepartmental project groups in our three profile areas. Forum Syd s organisation Forum Syd, Overall Plan for Operations 2014-16 13(17)

Financial consequences What revenues, costs and investments do we expect? What are our financing needs and how can we satisfy them? The Plan for Operations 2014 foresees a budget frame of 245-337 MSEK. New investments The following items in the plan, all critical to long-term goal achievement, are expected to have budgetary consequences that need to be highlighted: Continuation of the investment in private fundraising and the strengthening of institutional fundraising. The latter might require additional funding, depending on the strategy chosen. Continuation and expansion of LEAN initiative to include other parts of the organisation requires resources for consultants and staff training. Strengthening of the competence within identified areas will require an expanded budget. Economic scenarios and priorities The economic scenario on which we base our planning is highly dependent by the development of Forum Syd s framework grant from Sida Civsam, and the volume which is managed by the International Programmes Department and financed by several different donors. [1] Internally, we ve seen a decline in the number of project applications funded by Sida Civsam within the project support. The total granted volume has however not decreased. Externally there are indications of increased competition within the CSO-grant and demands on increased efficiency. Also, Sida Civsam s current process for selection of new frame organisations will likely result in changed status for several organisations which now receive their grants from Forum Syd. The existence and development of the information grant continues is still shrouded in uncertainty. Based on the above, our basic scenario for the coming period therefore includes a significant reduction of the Forum Syd framework grant from Sida Civsam. A reduction in volume might be partly offset by acquiring new tasks within the subgranting. [2] In our international programmes we ve experienced a significant growth in handled volumes and interventions over the last few years. As a consequence the contribution of the international programme department to Forum Syd s overhead costs has increased. We see a strong potential for further growth during 2014-16, expanding for example the sub-granting directly to local organisations in the global South and East, focusing on diaspora groups, conflict and post-conflict areas, and countries where civil society is under pressure, such as Belarus. A pre-condition for growth depends utterly on a strengthened capacity for institutional fundraising. Finally, at the end of the period, we count on increased revenues from private fundraising, reaching breakeven in the third year of investment. ------------------------------------------------------------------------ [1] For example by the EU and other Sida departments. [2] The framework grant is comprised of the funds Forum Syd subgrants to other Swedish organisations, funds for our own external operations, and finally the funds received for administration and quality assurance. Forum Syd, Overall Plan for Operations 2014-16 14(17)

Budget frame Forum Syd s programmes on information and methods development. Includes programmes Globalportalen and Global Development Issues, Environment & Climate program Development interventions International Programme Department Sub-granting to Swedish CSOs. Includes sub-granting of funds from Sida Civsam and the Swedish Council for Higher Education Forum Syd s costs for administration, quality assurance and fundraising Total 2014 5-7 MSEK 60-100 MSEK 145-185 MSEK 35-45 (Of which IP contributes 4-7MSEK) 245-337 MSEK These costs will mainly be financed through funding from: Sida (different departments and embassies) Sida Civsam Swedish Council for Higher Education EU Membership fees Forum Syd Membership fees & sales from Globalportalen Other revenue (private fundraising, sales of services & publications, etc) Contingency planning The economic outlook for the period of 2014-16 is affected by a high degree of uncertainity, which is also reflected in the very large span in the budget frame for 2014. With the purpose to prepare Forum Syd s operations for possible budget cuts, all Heads of Departments are obligated to prioritize their operational plans and budgets according to the relative importance to achieving the set objectives. Forum Syd, Overall Plan for Operations 2014-16 15(17)

Follow-up What will we monitor, how and when? How and when will we update this plan? Interim reports: What we follow up: Forum Syd s PfO and departmental PfO s Focus: Follow-up of activities, focus on deviations from plan. Annual reports: What we follow up: Forum Syd s PfO & departmental PfOs, and the result of grant administration, information campaigns and international programme activities. Focus: Indicators at a goal level and the follow-up of completed activities. In addition to key indicators and the qualitative analysis of development results, Forum Syd complements its follw-up system with specific evaluations. This Plan for Operations is updated October annually under the direction of the Secretary General. Forum Syd is constructing a monitoring framework based on key indicators. Intended indicators are shown in the table below. Indicator definitions and methodologies are under development. Operationa l Goals Description Indicator Start reporting Outcome Quality Profile Member organisation Internal cooperation Financing Forum Syd s operations achieve visible results and are cost effective. Forum Syd is acknowledged by both donors and partners to be a reliable and straightforward organisation to work with. Forum Syd is known as a rightsbased organisation combining democracy and rights, gender and environment and climate. This profile defines all our development cooperation and advocacy. Forum Syd is appreciated by members for being a meaningful, stimulating forum around the world, contributing to mutual exchange and influence on development issues. All Forum Syd staff identify themselves as part of ONE organisation in which we cooperate between departments and countries in an efficient and strategic way. Forum Syd is more independent through increased funding from diverse sources. Total project administration costs per disbursed million SEK in project support Applicant organisations satisfaction with Project Support project handling (Index) 2013 2013 Donor perception index 2013 Attitude survey of target groups journalists and opinion-formers 2014 Number of members 2012 Member satisfaction index. 2013 Number of organisations which participated in Forum Syd course and seminar acitivties last year Employee survey - specific questions Internal service satisfaction (specific questions) Funding from principal financier as % of total revenue. 2013 2013 2013 2013 Number of significant donors 2013 Total funding for Forum Syd 2013 Forum Syd, Overall Plan for Operations 2014-16 16(17)

Abbrevations Abbrevations found in the text. Com Communication Department (on Forum Syd) COSO Committee of Sponsoring Organizations of the Treadway Commission FOS Civil society fund for peace, human rights and democracy in Colombia LEAN Lean production CSO Civil Society Organisation IP International Programmes Department (on Forum Syd) MFA Ministry for Foreign Affairs PS Project Support Department (on Forum Syd) PfO Plan for Operations Forum Syd, Overall Plan for Operations 2014-16 17(17)