strategic framework review

8/13/2019 Strategic Framework Review

http://slidepdf.com/reader/full/strategic-framework-review 1/9

Strategic Framework as approved Sept 13 PB

Strategic Framework 2013 – 2015

“The hungry nations of the world cry out tothe peoples blessed with abundance. Andthe church, cut to the quick, asks each of

us to hear the plea and respond lovingly.”

1

Introduction

SCIAF was set up by the bishops of Scotland to enable the Scottish Catholiccommunity to respond to the cry of the poor. As an agency of the church, SCIAF’sapproach to development is shaped by the Gospel and the Church’s social teaching,especially her teaching on development. In “Caritas in Veritate” , Pope Benedictunderlined the urgency of the task and highlighted the complex and interconnectedsocial, economic and political factors which need to be addressed. He reaffirmed theChurch’s approach to international development, and the Christian obligation to

address the causes of poverty. In his first encyclical, “Lumen Fidei ”, Pope Francisreminds us that our service is grounded in faith.

“Faith reveals just how firm the bonds between people can be when God is present in their midst”.2

The meaning of development

Development is about the whole person.

“Authentic human development

concerns the whole of the person in

every single dimension….Such

development requires a transcendent

vision of the person, it needs God.” 3

“Progress of a merely economic and

technological kind is not sufficient.” 4

True development makes us more human and more aware of our own and others’dignity, especially those who are poor and vulnerable. Development is aboutaccompanying people on their journey “from less human to more human conditions.” 5

The Church’s approach to international development

Poor people, in keeping with their dignity and the fact that they are the subject, notthe object of development, must be involved in planning and shaping thedevelopment programmes which affect them. They are not to be “locked into a stateof dependence” 6 nor must they be the recipients of “humiliating handouts.” 7 SCIAF’srole is to strengthen the efforts of poor people, working in partnership with them,

1 Populorum Progressio 32 Lumen Fidei 503

Caritas in Veritate 114 ibid 235 Populorum Progressio 206 Caritas in Veritate 587 Novo Millennio Ineunte 50




providing practical support, and taking responsibility for the ways in which wecontribute to the unjust political and economic structures which cause their poverty.

Addressing the causes of poverty

Poverty is not inevitable.

“It is caused and kept going by decisions taken by us or in our name.” 8

Justice, and the obligation to work for the common good, requires us not only to givedirect support to poor communities, but also to address the causes of their poverty.Pope Benedict called this “the political path of charity, no less excellent and effectivethan the k ind of charity which encounters the neighbour directly.” 9 SCIAF providesthe means and opportunity for the church community to express its solidarity andfulfil its obligation to walk this path by raising awareness of the causes of poverty,and campaigning for change.

Being church

SCIAF is part of the global Caritas network which witnesses to the universality of theChurch in its concern for the poor. Present among the poorest communities acrossthe world, and able to raise their concerns at the highest levels, the Church fulfils itsobligation to speak out on issues of justice and development. In its understanding ofdevelopment and the range of its work, SCIAF reflects the breadth and depth of theChurch’s teaching. Not to do so would be to betray the vision of SCIAF’s foundersthat SCIAF “arouse among the Catholics of Scotland a lively awareness of theobligations arising from Christian charity.” 10

“Faith does not draw us away from the world or prove irrelevant to the

concrete concerns of the men and women of our time… Faith is truly a goodfor everyone; it is a common good. Its light does not simply brighten theinterior of the Church….it helps us build our societies in such a way that theycan journey towards a future of hope.” 11

Our VISION is of :

a world in which all people,

especially the poor and oppressed,

have the means and opportunity tolive life, and live it to the full.

Our MISSION STATEMENT directs all that we do:

Inspired by the Gospel call to build a just world, SCIAF

challenges injustice by strengthening poor and oppressed

8 Pastoral Letter of the Bishops of Scotland on the 40 th anniversary of SCIAF, 20059 Caritas in Veritate 710

SCIAF’s constitution 196511 Lumen Fidei 51




people and by stimulating the Scottish public to share in our

common struggle for human dignity.

The VALUES which guide our work are:

Dignity: We believe in the intrinsic dignity of every person and theirhuman rights regardless of gender, ethnicity, religion or politics.We see this diversity as a strength that helps us to respond to arapidly changing world.

Common good: We will work not only for the good of individuals and theircommunities, but also for the wider good of society in the beliefthat our efforts are a requirement of justice and charity.

Solidarity: We stand with poor and marginalised communities making theircause ours and uniting with them in prayer. We share ourresources and skills with them in order to challenge the policiesand structures that keep people poor, so that all of humanitymay flourish.

Partnership: We strive to build equitable relationships with our internationalpartners through cooperation that is built around shared valuesand clear goals. We give those responsible for the differentareas of our work the support they need to achieve these goalsin a creative and flexible way.

Sustainability: We recognise the intimate relationship between protecting andsustaining the environment and promoting human development.We strive to take proper account of ecological, social andeconomic sustainability in our work and lifestyle.

Stewardship: We are committed to the highest professional standards. Westrive to be good stewards of the resources entrusted to us,cost-effective in our activities, accountable for our work,transparent in decision making, systematic in evaluating oureffectiveness and demonstrating our impact.

Our STRATEGIC AIMS for 2013- 2015

1. We will engage in authentic partnerships to deliver effective andsustainable programmes and projects that contribute to reducingpoverty and injustice.

2. We will develop and deliver effective advocacy work that directlyaddresses the root causes of poverty and injustice.

3. We will build partnerships with the Catholic community, includingparishes, schools, religious and lay associations, and with the widerScottish public, to work for a more just world.




Strategic Aim 1:

We will engage in authentic partnerships to deliver effective and

sustainable programmes and projects that contribute to reducing poverty

and injustice.

Strategic objective Intermediate Result

Indicator

Impact indicator

To increase foodsecurity, income, assetsand employment forpoor and marginalisedpeople.

% of target grouputilising knowledge,skills and resources toimprove theirlivelihood.

% of target group whohave increased income,food security and assets.

To support peopleaffected by conflict toexercise their right to justice and to participate

in building a lastingpeace.

% of targeted survivors ofconflict who reportsatisfaction with the qualityof services delivered.

% of targeted survivors ofconflict who report at least2 benefits from acomprehensive care and

support package.

Increased accessto education formarginalisedgroups.

% of targeted groupenrolled in school,vocational training andeducational courses.

% of targeted group whosuccessfully complete theschool year and/orvocational training oreducational course.

A timely and effectivecross-organisationalresponse tohumanitarian crises in

collaboration with ourlong term partners andCaritas Internationalis.

Timely implementationof emergencyresponse policy anddecisions on appeal

process.

Example ofcontribution to largeemergency projectsand emerging CI

appeals, where basicneeds have been met.

Prompt & efficientprocessing ofdonations & responseto supporter queries.

Annual cross -organisation reviewson emergencyprojects.

Maximise income inline with emergencyguidelines.

Timely management ofrestricted funds andreserves withinregulations.

To build the capacity ofpeople affected byconflict and naturaldisasters to prepare forand cope with futureemergencies.

% of target group whoreceived conflict andnatural disasterpreparation training.

Examples of increasedcapacity &institutionalisation ofknowledge ofinternationally acceptableminimum standards in

disaster response &management by partners.




To build the capacity ofpartners and peopleliving in poverty indeveloping countries toadvocate for their rightsand achieve structural

change to overcomepoverty and injustice.

Partners requiringcapacity buildingidentified andsupport/training/financeprovided as appropriate.

No. of partnersreporting improvedcapacity.

Number of partners

engaged in advocacynationally andinternationally.

Evidence of partner

advocacy leading topolicy and behaviouralchange which helps toovercome poverty andinjustice.

Strategic Aim 2:

We will develop and deliver effective advocacy work that directly

addresses the root causes of poverty and injustice.

Strategic objective Intermediate ResultIndicator

Impact indicator

To empower poor andmarginalisedcommunities andincrease theaccountability ofdecision-makers,especially in thecorporate sector.

Examples of buildingrelationships withstakeholders, includingcoalitions and decisionmakers.

Evidence of influence onScottish, UK and EU policyto increase businesstransparency andaccountability.

Examples of engagementwith other departments in

advocacy cycle.

Evidence of influence onUK and EU policy on land

governance and rights.To promote actions anddecision-making whichpromote environmentalsustainability throughgood stewardship of theearth’s resources.

Examples of buildingrelationships withstakeholders, includingcoalitions and decisionmakers.

Evidence of influence onScottish and EU input intoclimate changenegotiations.

Examples of engagementwith other departments inadvocacy cycle.

Evidence of influence ondomestic policy.

Examples of promotion of

behavioural change.

Evidence of advocacy

leading to policyimplementation andbehavioural change whichhelps to overcome povertyand injustice.

To clearly reflect theviews and voices of ourpartners and peopleliving in poverty inpolicy and campaigns.

Evidence of joint analysisand planned activitybetween programme andadvocacy staff.

Examples of a variety ofnew forms of partnerengagement in advocacyactivity.




To respond effectively tonew advocacyopportunities, tocontribute to moreeffective integral humandevelopment.

Evidence of influence ondebates on futureinternational developmentpolicy in Scotland, UK andglobal level, especially inthe context of the post-

2015 process.

Evidence that outcomes ofpost-2015 processesreflect objectives andprinciples of SCIAF andthe lessons of Catholicsocial teaching.

Examples ofimplementation of globalagreements or nationalpolicies which bring aboutpositive change for peopleliving in poverty.

Strategic Aim 3:

We will build partnerships with the Catholic community, including

parishes, schools, religious and lay associations, and with the widerScottish public, to work for a more just world. Strategic objective Intermediate Result

IndicatorImpact indicator

To increase generalincome to £4.1m by end2015, maintain a healthybalance betweeninstitutional andvoluntary income and

raise appropriate levelsof restricted income.

Growth in key incomeareas.

Income targets met in allareas. Institutional funding30-40% of income.

New opportunities forgroups and individualsupporters to raise funds

for specific projects.

% increase in new andactive donors.Maintenance of low

attrition rates.

To maximise theeffectiveness of ourawareness raising andeducation work byproducing excellentresources for use byparishes, schools andindividuals and byoffering opportunities

for more direct contactwith our work.

Range and reach ofresources including parishmaterials, educationresources linked toCurriculum for Excellence,prayer and campaigns.

% increase in visits to andfrom parishes, schools,church and educationalbodies.

Number and range ofsupporter engagementactivities.

Evidence of increasedunderstanding ofinternational developmentwithin our audience.

To maximise our profileas the official aid agencyof the Catholic Church inScotland, workingalongside and with thesupport of the variousagencies of the Church.

A clear plan of co-ordinated online & offlinecommunications, withclear and consistentmessages.

Evidence of increase ofour reach and positiveresponse.

Evidence of theeffectiveness of our 50th anniversary activities.

Evidence of newopportunities forsupporters to engage inour work.




Examples of appropriateand effective joint workingto promote SCIAF’smission.

To inspire and empowerpeople within schools,parishes and the widerScottish community tobecome more activelyinvolved in working for a just world.

Evidence of a plannedrange of ways formore people tobecome activelyinvolved.

% increase in volunteers,parish contacts & Ambassadors, activecampaigners

Evidence of improvedknowledge of advocacythemes in differentaudiences.

Increased awareness ofSCIAF and positiveresponse to our work.

Key messages areincorporated into allexternal activities.

Examples of behaviouralchange in supporters’lifestyles.




Supporting Strategies

In order to achieve our strategic aims, we haveIdentified four partnership values which buildorganisational capacity, competence and

performance, based upon Caritas principles.

A learning culture

Respect, equality and mutuality

Transparency, openness, honesty, accountability and trust

Stewardship and professionalism

A learning culture Impact indicator

To strengthen culture and

communication.

To be a dynamic learningorganisation, acknowledging ourneed to build our knowledge,capacity and cross-organisationalteam working based on CatholicSocial Teaching, and all of thosewith whom we work in partnership.

All staff are able to define SCIAF’s

niche and theory of change. All staff receive monthly performance anddevelopment reviews with an annualreview of year just ended, to be completedby January of the following year.

All new staff undertake Catholic SocialTeaching training within the first year ofemployment and all staff offered annualrefresher training.

A skills and training matrix establishedwhich recognises the available skills and

development needs of staff, enablingcapacity to be built and cross-departmental working to be increased.

SCIAF meets the standards of a nationallyrecognised quality accreditation by theend of 2015.

% of SCIAF’s partners that haveincreased capacity.

Respect, equality & mutuality Impact indicators

To embed the Caritas principles into

our working practices and leadershipof the organisation.

To ensure that there is a strongpartnership culture throughoutSCIAF which continues to achievehigh levels of satisfaction fromsupporters and partners.

Caritas principles and language are

evident within the competency frameworkby the end of 2014.

SCIAF’s Service Standards are updatedby the end of 2013 and then annually.

SCIAF’s Supporter Charter is reviewedannually.

Evidence of CST being mainstreamed intoSCIAF’s work.




Transparency, openness,honesty, accountability andtrust

Impact indicator

To continue to develop anorganisational monitoring anddevelopment framework whichenables SCIAF to understand,demonstrate and improve the impactof our work.

To refine and communicate clearlyour niche and added value toincrease profile and hone ourmessaging.

SCIAF’s niche is reflected in 100% ofwritten communications by end of 2015.

Feedback from supporters and partners isreviewed on a quarterly basis withlearning points taken on board to improvesupporter experience.

Design, Monitoring and Evaluation and

Technical Officer in place by end of 2013.

Stewardship & professionalism Impact indicator

To exercise stewardship of human,financial, natural and materialresources that are entrusted to usfor the benefit of the poor and insolidarity with the whole of creation.We acknowledge that stewardship isintrinsic to our practice ofpartnership and intimately linked tobuilding competency and capacity.

To ensure SCIAF meets highstandards in all relevant areas ofcompliance, regulation andmanagement information.

To strengthening SCIAF’sgovernance including boardcomposition, advisory groupmembership and the governance/management relationship.

Organisational policies and proceduresreviewed annually and are compliant withcurrent legislation.

Fully compliant with all relevantregulations and standards.

Board composition and subcommittees inplace by end of 2013. Ongoingobservance of the agreed Terms ofReference and governance framework.

Organisational administrative costs are

reviewed on an annual basis and do notexceed 10%.

Gift Aid income maximised.

Observance of union voluntary recognitionagreement for good quality employeerelations.

strategic framework review

Documents