Board of Morgen, 2013-2014 · Morgen Organisation Strategy 2014 Board of Morgen, 2013-2014 ....

Morgen Organisation Strategy 2014

Board of Morgen, 2013-2014

Organisation Strategy Morgen | 2014 | page 2

Table of contents

1. Student Network ............................................................................................................................................................. 5 1.1 Current situation ............................................................................................................................................... 6 1.2 Targets ............................................................................................................................................................... 7 1.3 Tools .................................................................................................................................................................. 7

1.3.1 Consolidation of the ties with and between our members ........................................................................ 7 1.3.2 Active recruitment of members ................................................................................................................. 8 1.3.3 Initiation of working groups or ‘think tanks’ ............................................................................................. 8 1.3.4 Cooperation with non-members ................................................................................................................ 8 1.3.5 Duurzame Introductie Stunt (Sustainable Introduction Event) .................................................................. 8

2.1 Current situation ............................................................................................................................................... 9 2.2 Targets ............................................................................................................................................................. 10 2.3 Tools ................................................................................................................................................................ 10

2.3.1 Rijksdienst voor Ondernemend Nederland .............................................................................................. 10 2.3.2 SURF ........................................................................................................................................................ 11 2.3.3 NJR ........................................................................................................................................................... 11 2.3.4 GroeneGeneratie ..................................................................................................................................... 11 2.3.5 Urgenda ................................................................................................................................................... 11 2.3.6 SustainableMotion .................................................................................................................................. 12 2.3.7 FossilFreeNL ............................................................................................................................................. 12 2.3.8 VVM ......................................................................................................................................................... 12

3. Higher education ......................................................................................................................................................... 13 3.1 Current situation ............................................................................................................................................. 13 3.2 Targets ............................................................................................................................................................. 14 3.3 Tools ................................................................................................................................................................ 14

3.2.1 VSNU & VH .............................................................................................................................................. 14 3.2.2 Cooperation TU Delft Industrial Ecology ................................................................................................. 14 3.2.3 Intense cooperation with education institutions ..................................................................................... 15

4. Communication ............................................................................................................................................................ 16 4.1 Current situation ............................................................................................................................................. 16 4.2 Targets ............................................................................................................................................................. 17 4.3 Tools ................................................................................................................................................................ 17

4.3.1 Morgen website ....................................................................................................................................... 17 4.3.2 Morgen newsletter .................................................................................................................................. 17 4.3.3 Morgen social media ............................................................................................................................... 18 4.3.4 Personal networks ................................................................................................................................... 18 4.3.5 DuurzameStudent website ...................................................................................................................... 18 4.3.6 DuurzameStudent social media ............................................................................................................... 18

5. Continuity ....................................................................................................................................................................... 19 5.1 Current situation ............................................................................................................................................. 19 5.2 Targets ............................................................................................................................................................. 19 5.3 Tools ................................................................................................................................................................ 20

1.3.1 Adopting of a CRM-system (Customer Relationship Management System) ........................................... 20 5.3.2 Adapting the process of the board transfer ............................................................................................ 20

6. Finance ............................................................................................................................................................................ 21 6.1 Current situation ............................................................................................................................................. 21 6.2 Targets ............................................................................................................................................................. 22 6.3 Tools ................................................................................................................................................................ 22

6.3.1 Project financing ...................................................................................................................................... 22 6.3.2 Diversify structural income sources ......................................................................................................... 22

Implementation of organisation strategy ............................................................................................................... 23


Dear reader,

The 2013-2014 board of Morgen hereby presents its Organisation Strategy for

2014. This document starts with the organisations’ aims and vision, resulting in

general targets. These targets are backed by six themes, both external as

internal. Each theme consists of a status quo, specific targets and tools on

how to achieve those targets.

The division in themes is different from the previous set-up of the

organisation strategy. We believe that this new structure will aid us in setting

more effective targets, enabling us to focus more strongly on the visualized

future. The chart below shows the outline of the report.

We would like to invite you to join in our plans, and if you have any

suggestions or ideas, please share them with us. Co-operation is, in our

opinion, the key to move forward. We look forward to working together in

creating a more sustainable world!

Kind regards,

The Board of Morgen, 2013-2014


Aim

The aim of Morgen, as stated in its Statutes, is:

a. to promote awareness of sustainable development among students

and all others involved in higher education;

b. to promote the integration of sustainable development within

education, research and operational management in higher

education sector;

c. to inform and support local student organisations and individual

students in the field of sustainable development in higher education

and student life;

d. to advance the collaborations, especially between local student

organisations in the field of sustainable development.

Vision

Morgen is both a national student network and a partner for higher

education institutions, which aims to integrate sustainability into higher

education and to increase awareness regarding sustainability among

students.

According to Morgen a desirable future implies all higher education

institutions having integrated sustainability in all their practices, in such a way

that graduating students apply this knowledge in their daily practices. This

cannot be achieved without student-driven initiatives, through local student

organisations, who play an important role in the mindsetting process.


1. Student Network


1.1 Current situation Morgen is the centre of a network of student organisations, which aim to

make society more sustainable. The characteristics of these organisations vary

broadly. Among the study related organisations, some are directly affiliated

with universities. These organisations, Green Offices, aim to make the

universities more sustainable, rather than solely focusing on students.

Currently the network consists of fifteen members from cities across the

country. Throughout the years, Morgen has provided its members with

knowledge and support. Via social media, e-mails and the monthly newsletter

Morgen updates her members regularly. Projects organised by Morgen allow

members to participate in sharing knowledge and increasing their network.

Vice versa, it is because of her members that Morgen has the potential to

reach out to and inspire those who would like to participate into making

society more sustainable.

Although Morgen proclaims to be a nationwide network organisation,

not all cities are covered. Expanding the number of member organisations in

the Morgen network is required to boost knowledge sharing among

sustainable-minded people.

Nowadays Morgen is an organisation that mostly puts its effort in

reaching a group of like-minded people: people who believe that

sustainability should be integrated in society and its challenges. The

disadvantage is that Morgen hereby is not able to reach a large part of

society. Therefore, Morgen should not only expand its network among like-

minded people, but instead continue inspiring "ordinary" people as well. This

can lead to a much larger gain on a societal level. Thus, Morgen should try to

find a balance between easy green and deep green.


1.2 Targets Consolidate and intensify ties with and between members;

Elaborate on the convergence of Morgen and its members, in terms of

knowledge and support;

Connect to student sustainability organisations that are currently not

part of Morgen network, without compromising the future needs of the

current members of Morgen;

Reach out to all students who might have or develop interest in how

they can make society more sustainable.

1.3 Tools

1.3.1 Consolidation of the ties with and between our members 1. Have a board member Student Network, previously named General

board member, in charge of the realisation and maintenance of the

contact with member organisations;

2. Make appointments with boards of member organisations to identify

the needs and wishes of the members concerning the role of Morgen;

3. Make an effort of visiting events organised by member organisations;

4. Organise member-oriented events at least ten times per year, e.g.

‘regular’ events, symposia, workshops regarding FossilFree, Green

Offices, etcetera;

5. Organise workshops, invite keynote speakers or ask members to present

events/projects during the general assembly;

6. Professionalise e-mails to members by using free internet services such

as Mailchimp or MadMimi;

7. Focus on listening to and processing feedback from members in order

to optimize network function;

8. Update members via social media and e-mails with the latest events of

Morgen and its members, strengthening the network;

9. Involve members for specific events, such as the Day of Sustainability, in

the process of preparing and evaluating to strengthen ties.


1.3.2 Active recruitment of members The board will make an effort of expanding the Morgen network by searching

for potential members. Morgen will look for better ways to locate these

organizations, for example via existing contacts with organisations and

education institutions.

1.3.3 Initiation of working groups or ‘think tanks’ Initiate a ‘think tank’, consisting of representatives of (active) member

organizations. This could be very useful when trying to tackle issues or spark

innovation (workshops, network opportunities, etc.).

1.3.4 Cooperation with non-members The organisational structure of Morgen does not offer membership to

organisations that do not have sustainability as their core activity. Within those

organisations however, there is a lot to gain. Therefore, we aim to assist these

organisations regarding sustainability topics in three ways:

1. The Morgen website will provide information about how student

organisations can incorporate sustainability in their own organisation;

2. The board will look for other student networks in order to establish

potential partnerships. Furthermore, the board will visit more events to

increase the network outside the sustainability world;

3. Morgen aims to invite more non-members to participate in the events

and workshops organized by Morgen.

1.3.5 Duurzame Introductie Stunt (Sustainable Introduction Event) The Duurzame Introductie Stunt is a contest aiming to pass awareness

regarding sustainability to a wide student audience. During the Duurzame

Introductie Stunt, local student organisations challenge each other to

organise the most sustainable introduction event in three categories: highest

impact, highest creativity and most sustainable. This project, that was

previously organised by campaign office EEN, will this year be organised in

cooperation with Morgen.


2. Professional network

2.1 Current situation Outside the network of student organisations, Morgen has a large network

within the sustainability movement. As the power of sustainability lies in an

integral approach, cooperation with actors outside the academic world is

required. Morgen can be the connecting actor between the higher

education sector and other sustainability actors.

Morgen is a member of the National Youth Council (NJR), where over

30 youth organisations discuss topics regarding the involvement of youth in

the future of the Netherlands. Furthermore, Morgen works together with SURF,

Urgenda, SustainableMotion, GroeneGeneratie (GreenGeneration) and the

VVM. A cooperation with the Rijksdienst voor Ondernemend Nederland

(Netherlands Enterprises Agency, former AgentschapNL) is an ambition. Also,

Morgen is in touch with the VH and VSNU (umbrella organisations of higher

education institutes) in order to integrate sustainability top-down into higher

education institutes.

Regarding financial support, Morgen has for years been dependent on

AgentschapNL. The structure of the subsidy program DuurzaamDoor, which

was the primary source of project funding for Morgen, is changed in 2014.

There is a stronger focus on long-term cooperation, and a shift away from

supporting singular projects.

Morgen has an Advisory Committee and a Committee of

Recommendation. The Advisory Committee advises the board of Morgen on

long-term strategy, the Committee of Recommendation supports the mission

of Morgen in public. The members of these committees also carry a large

amount of knowledge.


2.2 Targets Form a bridge between the higher education sector and other actors

regarding sustainability;

Use external network in order to increase effectiveness of actions and

projects;

Increase incentive to join Morgen for potential members;

Retain knowledge and continuity of Morgen over multiple boards

through collaborations.

2.3 Tools Keep in touch with external organisations on a regular basis;

Meet with the Advisory Committee at least four times per year;

Meet with members of the Committee of Recommendation at least

once per year and involve these members in Morgen activities;

Sign cooperation agreements with two external actors, in order to

ensure long-term cooperation with obligations from both sides. For now,

this can be done with the Rijksdienst voor Ondernemend Nederland

(Netherlands Enterprises Agency) and SustainableMotion;

Intensify cooperation with SURF in order to integrate the yearly SURF

Sustainability Congres and the SustainaBul award ceremony.

2.3.1 Rijksdienst voor Ondernemend Nederland It has been Morgen’s strategy for years to cooperate more intensely with the

Rijksdienst voor Ondernemend Nederland (Netherlands Enterprises Agency,

former AgentschapNL). In the start of 2014, investigations will be made if a

cooperation agreement can be reached between Morgen and RVO.

Morgen could then receive yearly financial support in return for achieving

certain targets regarding sustainability.


2.3.2 SURF SURF provides ICT services for all higher education institutions. Their focus

shifted from greening in ICT to greening with ICT, as ICT is ideally fit for

increasing sustainability within education institutions. Morgen and SURF intend

to combine the SURF Congres on Green ICT & Sustainability with the

SustainaBul award ceremony in 2015. Already for 2014, there is intense

cooperation on the SustainaBul award ceremony. A partnership agreement

with SURF could ensure more continuity for Morgen’s future, but is not yet

required due to excellent cooperation.

2.3.3 NJR Morgen is a member organization of the national youth council (NJR), a body

representing Dutch national youth. The NJR provides two Youth

Representatives on Sustainable Development to the United Nations. Morgen

works together with the NJR on project basis. Regular contact is essential, as

the NJR also has a large and valuable network.

2.3.4 GroeneGeneratie Morgen works together with GroeneGeneratie on reaching a political, party-

transcending agreement on integrating sustainability in all education, from

kids to post-doc. This process started in 2012. In cooperation with the Youth

Representatives on Sustainable Development and GroeneGeneratie, Morgen

aims to close this agreement in the spring of 2014.

2.3.5 Urgenda Urgenda promotes a fast transition to a more sustainable economy, and is an

organisation that is mainly action- and media-oriented, putting less effort in

continuous projects. Continuous contact can have both an added value for

Urgenda – Morgen can promote and potentially participate in their projects –

as well as for Morgen, using the Urgenda network.


2.3.6 SustainableMotion SustainableMotion is the platform organisation between graduate students

and the labour market. SustainableMotion offers (internship) vacancies,

information on sustainability education, and organizes the Sustainability

Career Event and the SustainabilityChallenge. All these projects have

students as their main target group. Therefore, structural cooperation

between Morgen and SustainableMotion can lead to a win-win situation.

2.3.7 FossilFreeNL The FossilFree campaign is the new name for the Divestment Campaign,

which was initiated in the USA by 350.org. FossilFree was previously adopted

by Urgenda, but is now an independent organisation within the Netherlands.

One of the focus areas of FossilFreeNL is higher education institutions. There is

already a large network within the higher education sector, and several

institutions have already declared to become fossil free. For 2014, Morgen

aims to facilitate knowledge on FossilFree to member organisations, who want

to get this campaign started locally.

2.3.8 VVM The VVM is the national association for environmental professionals. Morgen

cooperates with the VVM through placing articles from the magazine Milieu

on DuurzameStudent.nl. This aids VVM in their publicity and aids Morgen in in-

depth content for DuurzameStudent.nl.

http://350.org/


3. Higher education

3.1 Current situation The playing field of Morgen is the higher education sector. Besides students,

Morgen explicitly focuses on higher education institutions, as half of the Dutch

students pass through such institutions. Through a more intense integration of

sustainability in the threefold of education, research and operational

management, higher education institutions can have a significant

contribution towards a more sustainable society.

The focus on sustainability within education ensures that students take

this acquired knowledge into their career. Students will gain positions from

which they have more clout to pay attention to sustainability. Students with a

sustainable spirit are therefore future solvers of contemporary problems.

The research departments of universities are also essential for the higher

education sector. Morgen encourages more research on sustainability issues

in society, as business indicates they miss this aspect in newly graduates.

The third pillar of sustainability in higher education is operational

management. The higher education sector is an important role model for

students. In addition, improvements within large institutions actually contribute

on a larger scale and provide a role model for smaller institutions.

Morgen believes that exchanging best-practices is essential in growing

towards a higher sustainability level for the sector as a whole. The College

voor Morgen on October 10th 2013, the national sustainability day, was an

example. Morgen keeps providing the platform to exchange best practices.

Next to best-practices exchange, Morgen ranks institutions on their

sustainability performance. The SustainaBul, the higher education

sustainability ranking, is the ideal way to do so. The questionnaire is based on

a variety of topics, spreading the whole range of sustainability: both people,

planet and profit as education, research and operational management. The

ranking is presented during a large sustainability event for the higher

education sector. The results and the questionnaire offer handles for

education institutes to improve their own practices and policy strategies.


3.2 Targets ● Have all universities and all ‘large’ universities of applied science

participate in the SustainaBul;

● The SustainaBul will become the standardized ranking for all higher

education institutes, accepted and supported by the VSNU and the

VH;

● Extend the SustainaBul to provide full coverage of all important aspects

of sustainability, both in education, research as operational

management;

● Exchange best practices on a more frequent scale then only at the 10th

of October event; at least three times per year.

3.3 Tools

3.2.1 VSNU & VH Efforts are made to pass a note through the steering committees of the VSNU

(university umbrella organisation) and the VH (universities of applied science

umbrella organisation) to let the SustainaBul become the standardized

ranking for sustainability for all higher education institutions. This will provide

both institutional support to all participants, and financial support to ensure

the continuity of the project.

Frequent contact with both the VSNU and the VH can both raise

awareness regarding sustainability within those organisations, and create

support for Morgen and its projects.

3.2.2 Cooperation TU Delft Industrial Ecology A cooperation is set up with TU Delft master students in order to research how

qualitative policy on integrating sustainability in education and research can

be transformed into quantitative outputs, i.e. the influence of the sustainability

integration on society. This research, which will be conducted in the first half

of 2014, will provide input to the SustainaBul 2015.


3.2.3 Intense cooperation with education institutions Cooperation with higher education institutions is required to be able to host

events on site, thereby reducing costs for Morgen. Last 10th of October was

hosted by the Hogeschool Utrecht, 10/10 2014 will be hosted by Wageningen

and 10/10 2015 by the Hogeschool Leiden. The SustainaBul award ceremony

2014 will be hosted by Radboud University Nijmegen. It remains of key

importance to invite board members of higher education institutions.

3.2.4 Involve member organisations

The results of the SustainaBul offer food for thought for Morgen member

organizations, as they can become motivated to get in touch with their own

university to discuss possible improvements. Involving member organisations

of Morgen more deeply in the preparations of the SustainaBul by

brainstorming on the questionnaire therefore seems to have much potential.

This can be achieved through a workshop with representatives of individual

member organizations.


4. Communication

4.1 Current situation Public Relations & communication are key to Morgen. Effective

communication is firstly the way Morgen connects with its network, and is

secondly a way of branding the organisation, thereby increasing the reach of

Morgen’s message and her activities. It remains important to distinguish

between Morgen as a network organisation and Morgen as a national

(project) organisation.

Online communication has become the most important way of

external communication. The main lines of communicating that are currently

used are the Morgen website, the Morgen newsletter, the lifestyle website

DuurzameStudent (SustainableStudent; DS) and social media. The network of

Morgen consists of its member organisations, newsletter subscribers and

followers on social media, and is an estimated 3000.

Communication with member organisations works two ways. Morgen

facilitates its communication channels to member organisations, for which in

return Morgen can use the communication channels of members for its own

activities. By creating a synergy in Morgen communication and that of

members throughout the year, reach can be optimized.

The largest potential regarding sustainability lies in the general public:

those who are not (yet) aware of sustainability or its importance. To reach

those students, Morgen mainly uses its lifestyle website DuurzameStudent.nl.

Central to communication are the Morgen and DuurzameStudent

images, defined by their visions. In case of Morgen, this is about being both a

national project organisation and a network organisation. In case of DS, this is

about a sustainable study, career and/or lifestyle. To ensure that Morgen and

DS both retain their own, clear, message, no content is duplicated. Mixing

these messages in order to increase reach seems attractive in the short term,

but leads to a diffused message and an overload of content (spam) in the

long term.


4.2 Targets Identify & increase the online network of Morgen to 6000 (with possible

overlap)

o 3500 via newsletter

o 1500 Twitter followers

o 1000 Facebook likes

Increase the network of DuurzameStudent.nl to:

o 4000 unique visitors / month

o 3500 Twitter followers

o 1000 Facebook likes

Maintain difference in communication by Morgen and DS, defined by

separate image and aims;

Develop a long-term strategy for DS, strengthening the website by

generating structural content;

Strengthen the network function by informing member organisations

about activities of other member organisations.

4.3 Tools

4.3.1 Morgen website Morgen currently has an outdated website. A new website will help to find

information about the Morgen organisation more easily. Also, on the new

website Morgen strives to include information on why & how organisations

can include sustainability into their daily practices. A professional website is

crucial for a professional organisation image.

4.3.2 Morgen newsletter The Morgen newsletter updates subscribers on Morgen or sustainability-

related events, and gives an overview of trending topics at

DuurzameStudent.nl. This newsletter thereby increases the ties between

Morgen and DS. At the moment, the newsletter is published monthly and the

number of views and clicks is still increasing.


4.3.3 Morgen social media Morgen social media is used to update followers on Morgen or member

organisation projects and/or activities. Morgen social media is used in various

ways. Twitter is used on an ad-hoc, and not a regular basis. Facebook is used

at least once a week, often more.

4.3.4 Personal networks To increase the Morgen network, much potential lies at the personal network

of individual board members. Friends, relatives and colleagues have an

incentive to keep up to date with what Morgen does by knowing the board

member. Stimulating the interest of these people can create a snowball

effect, thereby strengthen the Morgen branding. Ideally, board members

should Twitter and Facebook regularly, sharing Morgen content.

4.3.5 DuurzameStudent website The website DuurzameStudent.nl targets on inspiring and reaching students

about sustainability topics in a wide sense. Efforts are made to enlarge the DS-

team in order to create more, structural content and a more active website.

Current categories are e.g. in-depth interviews, vegetarian recipes, columns

and an event calendar. Cooperation with external actors (VVM,

SustainableMotion) is being set up in order to gain more in-depth content.

4.3.6 DuurzameStudent social media To enlarge the number of visitors on DuurzameStudent.nl, using social media is

essential. Mentioning new articles via Facebook or Twitter leads to more traffic

to the website. The social media thereby have a supporting role towards the

website, and do not generate unique content. A way to increase reach

could be by using paid Facebook advertisements.


5. Continuity

5.1 Current situation The internal organisation is the backbone of Morgen. The internal organisation

functions well, however there is room for improvement. In order to maintain

continuity, it is required that board members remain aware of each other’s

responsibilities and support each other when necessary.

For an organisation proclaiming to be a network organisation, a well-

structured and easily accessible “customer database” is vital. Contact

information should be registered and kept up-to-date throughout the year.

This is however presently not the case: databases with contact information

are incomplete or lack.

Momentarily there are some projects of which only one board member

is in charge. Experience has taught us that limiting responsibility for a project

to just one person is not enough to optimize the potential of that project.

One of the biggest challenges every year is finding suitable candidates

for the Morgen board. This should receive early and significant attention.

5.2 Targets Adopt and maintain a CRM-system and have a board member in

charge of maintaining the database;

Improve preparation for the board transfer;

Improve communication between board members with regard to their

responsibilities, especially when it concerns projects;

Assure proper evaluation per project;

Continue and update monthly report of Morgen practices.


5.3 Tools

1.3.1 Adopting of a CRM-system (Customer Relationship

Management System) Morgen will adopt a CRM-system in order to structure and bundle network

contact data. This system will be integrated into the website of Morgen, in

order to combine data of newsletter subscribers and visitors who subscribe for

events. Thus, subsequently finding volunteers for events such as symposia or

workshops will become easier.

5.3.2 Adapting the process of the board transfer 1. Selection of the Interview Committee has to start in

November/December in order to inaugurate the members of the

Interview Committee during the second general assembly in

January/February;

2. The vacancies should be written by one person, with one other board

member monitoring the progress and providing feedback if necessary;

3. Publish vacancies for board positions by the end of February. More time

will thus be available for all other parts of the procedure, which should

increase the number and quality of applicants;

4. The introduction period of three weeks will be maintained and starts in

the beginning of June;

5. The board transfer document will be revised and updated. Besides

organisation information, it should contain the responsibilities and tasks

of board members.


6. Finance

6.1 Current situation The income of Morgen, essential to run the organisation, consists of three

parts. Firstly, Morgen receives €20,300 per year from DUO. Secondly, all

member organisations pay a member fee equaling a total of €200 per year.

Thirdly, the interest on the savings account equals €300.

The structural overhead expenses, without projects, of Morgen consist

of the board member fees, travelling expenses, office rent, PR &

representation and other costs. The board member fees equal €12,600 per

year. The chair receives €300 per month and the other board members

receive €150 per month. The full budget is published separately.

The expenses and income are equal (both €20,800), but Morgen faces

a tight budget. It is hard to increase buffers by making profit on the structural

affairs (excluding projects) of the organization. Moreover, Morgen is very

dependent on the remuneration from DUO. If this were to be cancelled, the

organization would be financially bankrupt. Assets on the savings account

could be used in financially difficult times, but provide no structural solution.

The current way of financing projects is faced by two challenges. Firstly,

Morgen mainly finances projects on an ad hoc basis, meaning that Morgen is

required to find financing for each individual project. This has proven to be

difficult and increases the uncertainty about the feasibility of a project.

Secondly, Morgen makes a structural loss on projects, as financing

actors compensate up to a fixed amount of expenses. If the granted amount

is larger than the actual costs, Morgen has to repay the difference. However,

if the actual costs are higher than the granted amount, financing falls short

and Morgen makes up for the loss. The net result of a single project will

therefore be zero at most, and structurally negative for a series of projects.


6.2 Targets The three largest projects – Duurzamestudent.nl, SustainaBul and the

annual event on 10/10 – should enhance their financial continuity and

start to generate more stable sources of income. This provides financial

security and continuity and saves time;

Ensure that Morgen will consist of volunteers for a 100%;

Increase the diversity of the structural sources of income.

6.3 Tools

6.3.1 Project financing 1. Improve contacts with higher education institutions regarding

sponsoring (hosting) of the SustainaBul ceremony and the 10/10 event.

2. Reach a long-term agreement with Rijksdienst voor Ondernemend

Nederland (Netherlands Enterprises Agency);

3. Approach commercial firms for structural sponsoring of projects;

4. Advertise on Duurzamestudent.nl through signing a contract with

AdFab;

5. Structurally apply for the NJMO-fund for project financing.

6.3.2 Diversify structural income sources Implement the donation system Vrienden van Morgen (crowdfunding), which

is expected to generate income starting the first three months of 2014. This will

increase and diversify the structural income of Morgen.

Cooperations with external companies could form another source of

income. This has however been proven to be very difficult in the past. Morgen

is not necessarily an interesting partner for companies (on a structural basis)

because of only getting in touch with potential customers during projects.


Implementation of organisation strategy

Describing the organisation strategy is one thing. Implementing the described

strategy, however, is far more important. We, the board 2013-2014, will use this

organisation strategy as a guideline for all our activities. New activities that we

come across will be checked for feasibility and must to fit within the

organisation strategy, before we make a decision to participate.

The key to making this organization strategy a success is the division in

six themes. All board members will carry primary responsibility for one theme,

in which way the division of tasks becomes easier and the organisation will

work more efficient. We believe that this organisation strategy can contribute

to a stronger Morgen and thus to a sustainable environment for us all. And we

need you, our members and network, to achieve this.

Thank you for your past, present and future support.

Kind regards,

Board of Morgen, 2013 - 2014

Sybren Bosch Chair

Timo Boekel Secretary

Marijn Bolhuis Treasurer

Nelleke Hijmans Public Relations board member

Kaja Sariwating Higher Education board member

Henriëtte van der Kwast Student network board member

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