HEKS Strategy 2013–2017

Swiss Interchurch AidHilfswerk der Evangelischen Kirchen Schweiz

Big changes start small.

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Preamble

Swiss Interchurch Aid (HEKS) was founded in 1946 by the churches of the Federation of Swiss

Protestant Churches (SEK) and became a foundation in 2003. HEKS acts on behalf of the Church

Federation as an independent organization. Article 2 of the Constitution of the Foundation lays out

the HEKS mandates as follows:

Art. 2, Purpose2.1 The mission of the Foundation is to assist people in economic and social need in Switzerland and

abroad, particularly in the areas of inter-ecclesiastical aid, development cooperation, deaconate

(diaconia), assistance to refugees and emergency aid. Public relations work and lobbying on social

policy issues are undertaken to further these goals.

Under Article 8.2 of the Constitution of the Foundation, the HEKS Board of Trustees is responsible

for the strategic implementation of the statutory mandates:

Art. 8, Board of Trustees: Terms of reference(…)

2. It (the Board of Trustees) deliberates and decides on matters of fundamental importance. In

particular, it decides

a) on the strategies to be adopted to implement the various mandates;

(…)

The present strategy for the years 2013 to 2017 shows how HEKS engages in interchurch coopera-

tion, development cooperation, humanitarian aid (Chapter 3), pastoral work in Switzerland and

advocacy on behalf of refugees (Chapter 4). Chapter 5 describes how HEKS utilises lobbying on social

policy issues and public relations work to further the aforementioned goals.

The HEKS Board of Trustees approved the 2013-2017 Strategy on 5 October 2012.

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Content

Foreword 5

1 The strategy at a glance 8

2 The strategy at a glance 12

3 International cooperation 18

4 National activities in Switzerland 30

5 Public relations and

lobbying on social policy issues 36

6 Communication 39

7 Fundraising 43

8 The organisation as a whole 45

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Foreword

Continuity: The HEKS strategy for the coming years

endorses the approach we have already taken. Much that

was developed over recent years has proven its worth in

practice and will therefore be continued. The focus will be

shifted slightly in some fields and particular aspects of our

work – such as lobbying on social policy issues – are de-

scribed in greater detail. On the whole, this document con-

tinues and builds on the strategy now drawing to a close.

As before, the central focus continues to be our efforts to

achieve a more just world and a life of dignity for all.

Structure: The strategy paper for the years 2013 to 2017

has a clear structure. At the start of each chapter we

generally review and highlight in summary form what we

have achieved over the past five years. The review is limited

to selected milestones that are good examples of the con-

crete outcomes of our work.

We then briefly outline the most important contextual

factors and framework conditions affecting our work. We

deliberately avoid global analyses and discourses, concen-

trating instead on those aspects that are likely to influence

or even shape our activity.

We then close by showing through concrete examples how

the overall HEKS strategy orientation is reflected in con-

crete goals and projects in the coming years.

Preparatory process: The new strategy was developed in

a broad-based process between summer 2011 and autumn

2012. Our representatives from some 20 countries, staff in

Switzerland, the Executive and the Board of Trustees col-

laborated in the preparation of this document. A dialogue

was also held with a delegation from the Board of the Swiss

Federation of Protestant Churches (SEK) on the strategic

direction of our aid organisation.

Target audience: The new strategy paper is intended both

for a broad audience and for our personnel. Our aim is to

present in a clear and understandable manner the strategic

considerations that guide our practical work. It is our wish

to familiarise partner organisations throughout the world,

private donors and institutional sponsors with our concerns

and aspirations for the years ahead. The strategy is ex-

pected to help our staff members better identify with the

aims of the organisation. It is not least of all with them in

mind that the “we” form is often used in the text.

SwissInterchurchAid

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1 The strategy at a glance

1.1 Our profile We are the aid organisation of the Protestant churches of

Switzerland and are in constant communication with

churches and church parishes.

Our work is guided by Christian values and the universal

human rights. They also inspire our organisational culture.

Priority topics: Our international cooperation work focuses

on development cooperation, humanitarian aid and inter-

church cooperation. Our work in Switzerland centres on

social integration and advocacy on behalf of underprivi-

leged people.

Our work as a whole is shaped by closeness to people. We

cultivate dialogue with beneficiaries, donors and working

partners. Even people without specific expertise on the

topics central to our work are able to understand and grasp

them.

Outcomes and transparency: We contribute visibly to

improving the living conditions of socially disadvantaged

people and highlight how will we bring about lasting

changes with the resources entrusted to us. We develop

suitable methods for verifying this. We report transparently

on the progress of projects and the use of resources.

1.2 International cooperation We promote the development of rural communities by sup-

porting them in their non-violent struggle for fertile land.

On the strength of our extensive expertise and practical

knowledge we are striving for leadership on the issue of

land. Furthermore, we help to improve agricultural pro-

duction, the processing and marketing of agricultural

produce and hence to raise the incomes of smallholder

families.

We support communities in preventing, transforming and

overcoming conflicts and foster peaceful coexistence. We

mediate between groups in tense relations with one

another. We devote special attention to this aspect in our

rural community development projects.

We provide humanitarian aid after natural and environ-

mental disasters as well as during and after armed conflicts

and in so doing set clear priorities in those fields in which

we have the requisite expertise and in places where we

have reliable partner organisations.

Interchurch cooperation: In concert with the Church Fed-

eration we support churches and church organisations in

Eastern Europe in their pastoral work, in building up church

parishes, in continuing education for their personnel and

in the theological dialogue.

1.3 National Activities in SwitzerlandSocial integration: We endeavour to ensure that all people

living in Switzerland have the same opportunities and are

able to structure their lives independently. No one should

be at a disadvantage on account of gender, social or eth-

nic background, religion or nationality. We empower peo-

ple to draw on and build up their own resources, to assume

responsibility and to structure their lives independently. The

goal is for everyone to participate in and help shape social

life in Switzerland.

Protection: We provide asylum seekers and refugees as well

as socially disadvantaged Swiss nationals with legal advice

and, if necessary, legal representation. We accompany asy-

lum seekers during hearings with the migration authorities.

We strive to ensure that proceedings are fair and that the

affected people are protected against erroneous decisions.

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1.4 Public relations and lobbying on socialpolicy issues

We complement and reinforce both our national and

international project work for the benefit of the socially

disadvantaged by means of targeted and well-founded

advocacy and public relations work.

In development cooperation, we are stepping up our

lobbying on social policy issues for the benefit of disad-

vantaged and vulnerable population groups and for the

advancement of our developmental goals.

To complement our project work in Switzerland, we draw

public attention to social and social policy issues and

endeavour to influence legislation and the administration

of justice. Our legitimacy rests on the experiences and in-

sights gained from our project work. As part of an annual

campaign we work for equality of opportunity and build

public awareness of the concerns of the socially disadvan-

taged.

1.5 Communication Our communication is designed to inform and sensitise the

public and to mobilise public interest in our causes and

project work. We reach a number of target groups in a lan-

guage understandable to them and via their preferred

channels. We convey consistent core messages and pres-

ent a clear profile of the organisation. In this way we also

enhance our name recognition and mould our image.

Our style of communication is honest, understandable and

practice-oriented. We convey positive messages, cultivate

dialogue with our stakeholders and place people at the

centre of our communication.

1.6 Fundraising Our fundraising is meant to secure the financing of our

project work and our lobbying on social policy issues. We

strive for a highly diverse range of donors and we stand

out from our competitors thanks to our innovative and cre-

ative initiatives. In an ever more competitive environment,

we adhere consistently to ethical principles and do not

allow donors to restrict our independence. We publicly

state the purpose of fundraising drives. Donors can be as-

sured that their contributions will go towards the purpose

they specify.

1.7 The organisation as a whole We are meeting the institutional challenges facing us in the

years ahead with pragmatism and sound judgement. HEKS

gears its personnel policy to the needs of beneficiaries. Em-

ployees are able to engage in meaningful activities under

progressive working conditions. We set financial priorities

and ensure that our aid organisation has a sound financial

basis. We are keen to have a strong presence in western

Switzerland. We will be paying particular attention to the

quality and sustainability of our work in the years ahead.

Christian Valuesand

Human Rights

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2 Our profile and self-understanding

In the strategy for the years 2008 to 2012 we had defined the positioning of HEKS in terms of the

following five characteristics:

> Aid organisation of the Protestant churches

> Christian values and human rights

> Focus on specific issues

> Closeness to people

> Professionalism and effectiveness

Over the past five years we have endeavoured to entrench this profile firmly through our activities in

general and our communication in particular. Our aim is to make it visible, perceptible and tangible

both within the aid organisation and in our external relations.

To gauge our success in that regard, we asked ourselves, on the one hand, which steps had helped

to enhance the profile we aspire to and where we need to redouble our efforts in the future.

Furthermore, we also wanted to find out how we are perceived from the outside. A survey1 was

conducted to show us how the features of our profile are reflected in our communication and what

impression they have made on donors. A semantic analysis was made of important publications and

texts. We then surveyed HEKS donors and people who support other aid agencies as to their

perception of HEKS. The qualitative evaluation of the answers brought revealing insights that have

fed into the preparation of the new strategy.

Both our own evaluations as well as the survey findings provided us with clear indications that no

fundamental changes should be made to the five principal features of our positioning. They have

raised our profile both internally and externally and will only be minimally adjusted.

Interchurch cooperationFor decades now HEKS has maintained close ties with churchcommunities mainly in Eastern Europe, supporting them in developing and maintaining church infrastructure and inimplementing pastoral projects.

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2.1 The aid organisation of the Protestant churches

Since 2008 we have> made our personnel much more familiar with the genesis of HEKS and with

church structures in Switzerland,

> stepped up contacts with churches and church parishes and expanded services for them,

> placed interchurch cooperation on a new conceptual basis.2

Survey findings

Almost all respondents are strongly aware of our aid organisation’s church roots. Many people view

the church as a kind of guarantor of trust and honesty. Our church connection earns us additional

trust amongst them. The public perception of HEKS is closely bound up with that of the church.

Church roots: The Protestant churches of Switzerland are the founders and benefactors of the aid

organisation. The representative assembly of the Church Federation (SEK) assigns us the mandates

for our work in Switzerland and abroad. As a church-based aid organisation we see ourselves in the-

ological terms as part of the universal Church. Our activities fall somewhere between worldly and

ecclesiastic expectations. We build bridges between these two worlds.

It has not only been since the establishment of the HEKS Foundation in 2003 that we have been

allowed ample room for manoeuvre in the implementation of mandates. This autonomy vis-à-vis the

institutional churches enables us to perform effectively at the practical level.

We will continue to underscore our identity as a church-based aid organisation and play a role of

prophetic vigilance. But we will also be working harder to be perceived as an aid organisation that

merits trust based on the outcomes of its work.

1 Survey “Markenstrategische Profilierung und Positionierung von HEKS” Kastens/Lux (2012)2 “Interchurch cooperation” concept (2011)

«We are the aid organisation of the Protestant churches

of Switzerland and are in constant communication

with churches and church parishes.»

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2.2 Christian values and universal human rights

Since 2008 we have> established values and fundamental convictions to underpin our work and discussed

their significance for day-to-day work with our personnel,3

> made our Christian roots more tangible for our personnel,

> laid out the human rights-based approach to development cooperation

in a background paper.4

Survey findings

HEKS donors hold a strong perception of the basic Christian values and universal human rights as

the underpinning of our values, even though they are interpreted and formulated in widely varying

ways. This emerges for example from statements as to the meaning of community, the concept of

help for self-help, and the provision of direct aid locally.

Christian roots: Our adherence to values is still an important feature of our profile as a church aid

organisation. For people with deep Christian convictions, our Christian roots are decisive. They are

the source of our endeavours to bring about a more humane and just world in which the dignity of

every human being is respected. We see faith as the basis for confidence in self and in the world.

Hope creates confidence in the future. And for us, love is the quintessence of humaneness.

Claiming human rights: Furthermore, we are guided by the universal human rights formulated in

the UN Declaration of Human Rights. The focus of our work in Switzerland and abroad is to make

people aware of their civil, political, economic, social and cultural rights as set out in the UN covenants

and to empower them to claim those rights. We support people in assuming responsibility for shaping

their own lives, irrespective of gender, religious, ethnic, political or social background.

3 “HEKS – Our Values and Core Beliefs” (2010)4 “Human Rights-based Approach Implementation” concept (2012)

«Our work is guided by Christian values

and the universal human rights. They also inspire

our organisational culture.»

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2.3 From focus on issues to competence in issues

Since 2008 we have> drawn up a total of 6 implementation concepts5 on strategic topics,

> we have consistently given visibility to our specific priority issues in our communication

vehicles (“handeln” and “agir” magazines, annual reports, campaign magazines,

project manual, etc.),

> focused project work on the specific priorities issues.

Survey findings

We believed that with the aforementioned measures we had raised our profile as pertains to the

issues on which we focus. Yet the survey showed that HEKS is not perceived in a clear-cut manner

when it comes to its thematic priorities and accomplishments. As there are many aid agencies

active in similar fields, donors find it hard to distinguish what issues individual organisations stand

for. Of the five main features of our profile, the focus on specific issues is by far the least well

perceived.

Independence and expertise: The weak points revealed mainly by the external analysis show that

any entity wishing to do high-quality work and be clearly identified in the public view for its priority

issues in a world that has grown more complex and complicated must narrow the range of its focus

issues. Professional work calls for highly diversified expertise and practical knowledge in order to

meet the multifarious challenges. We therefore allocate the requisite resources for processing our

own practical experiences and fruitfully exploiting scientific knowledge. In this way we enhance our

expertise and gain recognition amongst experts and partners. This allows us to set our own

communication priorities independently, thereby bringing our profile more sharply into focus and

expressing more clearly where our strengths lie and how we distinguish ourselves from other aid

organisations.

Areas of expertise: The focus of our international cooperation is on land law and access to land.

We base our action on concrete experiences gained from project work in numerous countries and we

follow up and document the development and application of the law. The lessons we learn then

feed into our practical work.

In our work in Switzerland, we place special emphasis on securing equal opportunities for everyone

to structure their life independently. We therefore oppose discrimination and exclusion and foster

social integration as well as social solidarity.

5 “Humanitarian aid” concept (2010); “Development of rural communities” concept (2011) “Interchurch cooperation” concept (2011); Konzept “Konflikttransformation” (2012) [Conflict transformation concept (2012)]; Concept “Anwaltschaft für Asylsuchende und sozial Benachteiligte” [Advocacy for asylum seekers and for socially disadvantaged people] (2012);Position paper entitled “Soziale Integration” [Social integration] (2012)

«We concentrate on a limited range of specific issues in our work

in Switzerland and in international cooperation. In international cooperation

we stand out in the realm of land law and access to land. In our work

in Switzerland we are setting new priorities in promoting equal opportunities

and combating all forms of discrimination.»

2.4 Closeness to people

Since 2008 we have> given a face and a voice to our project beneficiaries,

> offered donors numerous possibilities for personal contacts and insights into our work,

> vividly portrayed our closeness to people in our communication.

Survey findings

Our donors hold a very clear perception of closeness to people as an unmistakable HEKS hallmark.

They have been able to observe the regularly communicated closeness to the beneficiaries of our

work and have described their closeness to HEKS personnel as a special quality. Direct contact with

those responsible for project work reduces the distance between supporters and beneficiaries, and

fosters closeness and trust.

Aspects of closeness: Closeness to people must therefore remain a central feature of the organi-

sation’s work and communication in the years ahead. It is evident from our international cooperation

in that we generally work with local grassroots organisations, we employ locals and we take the

needs of the population seriously. In Switzerland, our regional offices and the Secrétariat romand

reflect our local footholds and our proximity to those who award us contracts in cantons and

municipalities.

Our presence in church parishes and at street events creates closeness to those who support or work

spiritually and materially. We specifically intend to create more opportunities for direct interaction

between givers and HEKS personnel.

Closeness to people is perceptible in our communication in that we communicate clearly and

understandably about the content, successes and challenges of our work.

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«Our work as a whole is inspired by closeness to people. We cultivate

dialogue with beneficiaries, donors and working partners. Even people

without specific expertise on the topics central to our work are able

to understand and grasp them.»

2.5 From professionalism and the quest for effectiveness to outcomes andtransparency

Since 2008 we have> produced two reports on the effectiveness of our development cooperation work using

a method we developed ourselves,

> adapted or redefined the criteria for gauging the effectiveness of our work in Switzerland,

on a scientific basis,

> established the basis for improved internal monitoring, for risk management and for

controlling in international cooperation, thereby enhancing our professionalism in the

aforementioned fields.

Survey findings

The aspect of professionalism and the quest for efficiency is well anchored amongst our donors.

They describe in their own language their perception of the effective use of the funds and the

high level of expertise of the personnel as a HEKS hallmark. Amongst the public at large there is a

lingering degree of scepticism about the transparency of aid organisations and the use of the

funds entrusted to them.

Outcomes: We therefore conclude that accountability and reporting on the outcomes of our work

must continue to be given the highest importance. Measuring results or demonstrating their direct

link to our own project work is a challenging task. Frequently, it is visible changes and developments

that cannot be measured precisely but which are fully understandable that improve the living

conditions of individuals or of entire communities. We meet this challenge by setting realistic project

goals and developing suitable indicators and procedures for showing how our activities impact

beneficiaries.

Transparency: Transparency will gain in importance as a feature of the HEKS profile. This takes

account of the fact that public attention has recently been focusing increasingly on the transparency

of charitable organisations. In the years ahead, we will be reporting regularly on our compliance with

our own transparency guidelines as well as with external ones.6

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6 “HEKS Transparency Code” (2012)

«We contribute to the visible improvement of living conditions for the socially

disadvantaged and show how we bring about lasting changes using the

resources entrusted to us. We develop suitable methods for verifying this.

We report transparently on the progress of projects and the use of resources.»

3 International cooperation

3.1 Development cooperation3.1.1 Development of rural communities

Since 2008 we have> supported some 227,000 families in their struggle for land, obtaining access for them

to tens of thousands of hectares,

> supported an average of 110,000 families each year in improving their income through

bigger harvests or paid work,

> commissioned 16 external evaluations of HEKS country aid strategies and taken account

of the lessons learned in pursuing our work.

Our basic premise is that the growing impoverishment of rural dwellers as well as more intense struggles over land and

other natural resources will continue to be of special significance in the work of HEKS in the future.

According to UN surveys, over 70 per cent of those suffering from poverty are currently rural dwellers.

Some 2.6 billion small farmers, or some 40 per cent of the world’s population, are producing the bulk

of the world’s food from tiny plots of land. They face another challenge in the form of environmen-

tal conditions, which are deteriorating steadily owing to climate change. The pressure from large

investors or government authorities through which smallholders are dispossessed of or driven from

their land will intensify. The industrial mining of mineral ores or the creation of gigantic single-crop

plantations are threatening the livelihoods of rural communities and causing serious environmental

damage. International organisations that advocate for local populations and support them in their

struggle for their rights are coming under ever more stringent government surveillance and risk

seeing their activities restricted or even simply being denied access.

We respond to thiswith strategies that we have successfully developed over past years to protect and develop rural

communities.

Access to resources: One key requirement for securing the livelihood of a large part of the rural

population is owning or having long-term entitlement to use a plot of land for food cultivation or

animal husbandry. In many cases this access to land or other natural resources – even where there is

a clear-cut legal basis – must be wrested from large landowners or the government bureaucracy. The

population can only make use of government resources specifically earmarked for rural development

(e.g. promotion programmes or investment aids) if they are aware of them and know how to claim

their rights.

There is often a relationship of tension or outright conflict between newly passed government

legislation and customary rights handed down through generations. It must be attempted on a case-

by-case basis to find mutually agreed solutions, with the participation of government authorities and

the affected population.

It is crucial for the people themselves to take an active part, to know their rights and stand up for

the respect of those rights and share the knowledge thus gained with other communities. Civil society

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has successfully stood up for their rights in numerous countries. This gives us hope and reinforces our

determination to support people in their quest for self-determination and self-responsibility.

Mixed farming: Promoting and supporting ecological cultivation and environment-friendly animal

husbandry are key contributions to strengthening rural communities. Only when small farmers can

meaningfully work the land they have obtained and thereby secure their families’ livelihood will they

refrain from selling it again or migrating to urban centres. We support them by providing agricultural

training and advice as well as material start-up assistance.

Incomes: Rural communities will increase their incomes if they are able to process and sell some of

their produce. If they do so successfully, poverty can be overcome and the living conditions of rural

dwellers improved over the long-term.

These are our strategic goals up to 2017:> We remain committed to the development of rural communities. Our focus is on access

to natural resources, and agro-ecological land cultivation and environment-friendly

livestock rearing as well as the processing and marketing of agricultural produce.

> Supporting rural communities mainly in drawing up strategies and measures to meet the

new challenges arising from climate change.

> Winning widespread recognition for our specialist knowledge in the realm of land law

and access to land.

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«We promote the development of rural communities by supporting them in their

non-violent struggle for fertile land. On the strength of our extensive expertise

and practical knowledge we are striving for leadership on the issue of land.

Furthermore, we are contributing to improved agricultural production, processing

and marketing of agricultural produce and hence to higher incomes

for smallholder families.»

CompetenceinIssues

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3.1.2 Conflict transformation

Since 2008 we have> assisted an average of 54 communities per year in dealing non-violently with tensions

in their everyday life,

> implemented a comprehensive approach to overcoming structural violence in 33 projects,

> systematically reviewed our development cooperation projects to see whether they

contribute to preventing or defusing conflicts, and paid special attention to conflict

prevention and transformation in the implementation of numerous rural development

projects.

Our basic premise isthat in the future, conflicts of all kinds will continue to hamper development or even cancel out

progress already made. Conflicts expose vulnerable and defenceless population groups to direct

physical and indirect structural violence. If their situation is to be improved on a lasting basis, a non-

violent and constructive way of dealing with tensions must be found. The goal must be to create a

climate of trust, reliability and stability in a context plagued by fears, insecurity and distrust.

We therefore commit ourselves totransforming, overcoming and preventing conflicts between communities and making a contribu-

tion towards their development and the shaping of their relations with public authorities.

Non-violence: HEKS is currently working in 20 focus countries. In 18 of them, violent conflicts are

a fact of life with which the people must come to terms. We often work in very fragile and difficult

contexts and therefore see the need to support communities in the peaceful resolution of conflicts.

The goal is to create a basis for peaceful coexistence by raising people’s awareness of their own

values, questioning enemy stereotypes and seeking commonalities. We do not allow ourselves to be

co-opted by ideological, political, religious or cultural movements, but are consistently guided by the

universal human rights.

We distinguish between development cooperation projects that pay special attention to conflict trans-

formation in the rural context and those aimed solely and exclusively at defusing, overcoming and

eliminating conflicts.

We have limited funds and scope for exerting influence. Yet thanks to our expertise and knowledge

gained from experience, we still manage to foster peaceful coexistence amongst communities with

vastly different identities, expectations and conceptions of life.

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These are our strategic goals up to 2017:> Strengthening our commitment to the constructive and non-violent handling of conflicts

over natural resources (land, water, etc.).

> Continuing to ensure that care is taken in all our development cooperation projects to

avoid any undesired impacts on the population concerned and their environment

(“Do no harm” principle).

> Processing and preparing expertise and practical experiences in conflict transformation

and making them accessible to our personnel, to rural communities, our partner

organisations and to public authorities.

3.1.3 Other development projects

Since 2008 we have> reduced the number of projects that are not in line with either of the two priority issues

from 32 to 18, thereby reducing the funds going to projects outside the realm of

the priority issues from 15 to 10 per cent of overall development cooperation spending,

> expanded and deepened our specialised knowledge and practical experience gained from

working with Roma communities.

Also in the futurewe will be focusing on two specific priority issues (development of rural communities and conflict

transformation). However, some 10 per cent of the funding for development cooperation should

continue to be allocated to projects that are groundbreaking or fill a specific need. On the one hand

we are constantly challenged by evaluations and reports on effectiveness to put innovative approaches

to the practical test in our project work, even at the risk of failure. On the other, we also wish to be

able to act in exceptional cases when required to do so outside the realm of our priority issues. To

the extent possible, “other projects” should support and complement our work in a HEKS focus

country.

Roma: Over the recent past we have expanded our involvement in helping Roma communities in

Eastern European countries. In many cases this work does not take place in a rural setting and cannot

be classified as conflict transformation in every case. We will nevertheless continue to work on behalf

of Roma communities, as their integration into society constitutes a major challenge.

«We support communities in preventing, transforming and overcoming

conflicts, and promote peaceful coexistence. We mediate between

groups caught up in tense relations with one another. Special attention

is paid to this aspect in our rural community development projects.»

3.2 Humanitarian aid

Since 2008 we have> undertaken major humanitarian aid projects following the earthquake in Haiti (2010),

flooding in Pakistan (2010), famines in the Horn of Africa (2011) and in the Sahel (2010

and 2012),

> consistently allocated 19 to 25 per cent of annual international cooperation spending to

humanitarian aid.

We expectnatural disasters to become more frequent and severe and to impact the population ever more seri-

ously. Aid agencies engaging in emergency assistance and reconstruction work are under enormous

pressure from donors and the media. It is expected that rapid and coordinated assistance is provided

and that the support reaches the victims directly.

We will thereforeprovide targeted humanitarian aid in selected cases in the future and in so doing focus on tasks for

which we have the requisite expertise and practical knowledge.

Geographic focus: We focus on the countries where we have a long-term presence through our

development cooperation projects or interchurch cooperation. In these cases we generally have

reliable partnership relations that make for rapid action in crisis situations and also facilitate the

implementation of measures as part of our regular work to avert disasters and prepare the popula-

tion for crisis events. In addition, we will be active in selected countries that are experiencing ever

more frequent natural disasters as a result of climate change and in which we have provided

humanitarian aid in the past.

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Conflict transformationHEKS supports communities in preventing, transforming andovercoming conflicts and thus fosters peaceful coexistence.

Focus on content: We take immediate measures following the occurrence of an event (e.g. distrib-

uting food and everyday necessities) and undertake projects to rebuild infrastructure and secure the

livelihoods of the affected people in the short-to-medium term. To be able to act effectively we ensure

that we have the necessary expertise as well as qualified and experienced personnel.

These are our strategic goals up to 2017:> Providing rapid, professional and effective humanitarian aid. Working together with other

organisations to implement major projects.

> Tailoring our reconstruction work after natural disasters such that it contributes to preparing

the population over the long run for climate-related environmental events.

> Allocating between 20 and 30 per cent of our annual spending on international

cooperation to humanitarian aid.

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«We provide humanitarian aid after natural and environmental disasters as

well as during and after armed conflicts and in so doing set clear priorities

in those fields in which we have the requisite expertise and in places where

we can count on reliable partner organisations.»

3.3 Interchurch cooperation

Since 2008 we have> supported 9 partner churches and church organisations in Eastern Europe in preserving

and improving church infrastructures and in their pastoral work.

> under the new concept for interchurch cooperation, drawn up a country aid strategy for

the first time together with the Evangelical Church of Czech Brethren in the Czech Republic,

> provided support for 14 partnerships between Swiss church parishes and church parishes

in Eastern Europe.

Our basic premise isthat our long-standing church partners in Eastern Europe will continue to grapple with demanding

ecclesiastic and theological as well as societal and socio-political challenges. In many cases, the rad-

ical transformation from a totalitarian to a democratic political system is not yet complete. Many

people are unable to cope and are seeking guidance. The churches will have to continually reassess

their role in changing societies and redefine it as necessary.

It is part of our missionto lend our support to our partner churches in coming to grips with future challenges. Since the

major political turnaround they have been taking over a growing number of social tasks. Increasingly

they are caring for fringe groups and minorities (e.g. Roma) and as such are doing considerable social

welfare work well beyond the confines of their own religious communities. We wish to support them

in this endeavour. Our new interchurch cooperation concept7 provides for supporting social welfare

projects, standing by the churches in Eastern Europe in building up their parishes and in providing con-

tinuing education for their personnel, and for facilitating access to the theological dialogue.

In a manner similar to development cooperation, we draw up country aid strategies together with

our partner churches, setting out the frameworks, objectives and resources for project work.

Moreover, we support and facilitate partnerships between church parishes in Switzerland and in other

countries.

These are our strategic goals up to 2017:> Jointly with our partner churches, drawing up 2 to 3 additional country aid strategies

(Romania, Hungary and perhaps Carpatho-Ukraine).

> Stepping up fundraising for interchurch cooperation such that between 8 and 12 per cent

of our development cooperation funds can be allocated annually for this purpose; and

reporting on interchurch cooperation.

> Supporting existing partnerships between church parishes in Switzerland and in

Eastern Europe and facilitating the establishment of one or two new ones each year.

26

«In concert with the Church Federation, we support churches and church

organisations in Eastern Europe in their pastoral work, in building up their church

parishes, in continuing education for their personnel and in the theological dialogue.»7 “Interchurch cooperation” concept (2011)

3.4 Geographic focus

Since 2008 we have > undertaken development cooperation work in 29 countries, provided humanitarian aid

in 15 countries and carried out interchurch cooperation in 12 countries,

> ended our activities in the following countries: Burkina Faso, Lebanon, Bosnia-Herzegovina,

Poland, and Macedonia.

> withdrawn from the HEKS focus country of South Africa.

To enhance the impact of the various projects, we concentrate our development cooperation work

on a small number of countries and regions. In our work in each focus country we are mindful of the

ratio between the costs of actual project work and those of the local coordination office, and also

strive to ensure a balanced mix between small and large projects.

We provide humanitarian aid in countries where there is a HEKS coordination office for development

cooperation (HEKS focus countries) and in countries where we engage in interchurch cooperation.

We also provide humanitarian aid in selected countries that are frequently affected by natural disas-

ters.

Our interchurch cooperation work focuses on Eastern Europe.

These are our strategic goals up to 2017:> In development cooperation, reducing the number of HEKS focus countries or regions

from 20 to about 15.

> Investing about one million francs per focus country or region – distributed over some

10 projects in each case.

27

Development of rural communitiesHEKS supports rural communities with help for self-help

in gaining access to land and in their quest for a secure existence and a life of independence and dignity.

Outcomesand

Transparency

4 National activities in Switzerland

4.1 Social integration

Since 2008 we have> conducted and further developed altogether 54 social integration projects or programmes,

> launched 21 new projects, of which 11 were successful projects taken over from other

regional offices,

> certified 20 projects under a recognised quality label.

Our basic premise isthat Switzerland will continue to face major social policy challenges. The risk of poverty is becoming

greater owing to ever more accelerated social changes, the number of families that are separating,

growing individualisation, the feeling of dwindling social and economic security, or the growing num-

ber of people with psychosocial or other health problems. Those mainly affected are people with

rudimentary schooling or minimal vocational training.

Social security: We will continue to take part in the debate on social justice and participation for all

in life in society. On the whole, the social integration of people who do not readily find their place in

our society is very successful in Switzerland. We have well-developed welfare systems. However,

where these no longer suffice and the family is unable to provide economic and social support, then

the involvement of civil society players becomes necessary.

Migration: The debate on immigration is likely to continue just as intensely in the years ahead. By

comparison with other European countries, the integration of migrants has an above average success

rate. Many have successfully joined the working world and are thus contributing substantially to the

country’s economic prosperity, and with their diverse cultural backgrounds are enriching our social life.

In recent years, immigration has been bringing not only highly qualified workers but also people with

relatively rudimentary academic and professional qualifications to Switzerland. It is the latter category,

who in the event of becoming unemployed, risk dependence on the social welfare system. Swiss

citizens with similar profiles view this not only as a threat to their own jobs but also to the social wel-

fare systems. The exploitation of these fears for political purposes will fuel the misgivings about the

excessive rise in the foreign population and the resulting rejection of migrants within a certain sector

of the local population. It can therefore be expected that political initiatives to control or limit immi-

gration will continue to find fertile ground and to spark off emotional debates.

30

We see it as our mission,as a church aid organisation, to stand up for solidarity with socially underprivileged people and for

equal opportunities. We help foster an objective dialogue and – also at the request of government

bodies – provide special programmes to foster social integration, and we fill existing gaps in the social

security net with groundbreaking projects. Through our work, we support people in taking respon-

sibility for themselves and in the quest for an independent, self-determined existence. We provide help

for self-help.

Participation: We see social integration as a process that paves the way for all members of the

community to share in economic, social and cultural life. The numerous HEKS projects that support

the socially disadvantaged are a package of measures that facilitates this participation by the bene-

ficiaries.

Because social integration impacts a great many facets of life, we limit our focus to a small range of

areas in which we have the required expertise and practical knowledge or are in the process of

acquiring it.

Integration into the world of work: We support people in their quest for a place in the world of

work and hence for a living wage. Our projects target young people who are transitioning from

school to professional life and people who have lost their jobs in their later years and have limited

prospects of finding new employment.

Occupation:We offer meaningful occupation and, by extension, a structured daily routine to people

who, owing to diminished health, personal problems, or their age, are no longer in a position to seek

gainful employment.

Assisted living: We support people who are no longer able to live independently, in regaining the

capacity to cope with their day-to-day lives without assistance.

Language: Knowledge of a national language is crucial to integration in Switzerland. We therefore

offer language courses geared towards the special needs of individual target groups (e.g. women with

children, migrants with rudimentary education). In addition to language skills, our courses also provide

information about life and customs in Switzerland.

Intercultural translation and mediation: It is hard to achieve effective communication between

migrants and specialised staff in administrative offices and in the health, social and educational

services if they cannot find a common language. For a fee, we make available specially trained

representatives from over 50 language zones for intercultural mediation and to provide translation

during conversations.

31

Early childhood development: Parents with limited schooling are often over-challenged when it

comes to preparing their children to enter kindergarten. Without support, their children’s chances are

already diminished at the start of their schooling. We therefore provide targeted support for families

in the development of their pre-school children and at the same time contribute to educating the

parents.

Ageing and migration: An ever-greater number of migrants are reaching retirement age and are

in need of guidance in coping with this phase of their lives. We will therefore be stepping up our

involvement in this area.

These are our strategic goals up to 2017:> Raising our profile as professional providers of social integration projects.

> Increasing our earnings from services, thereby reducing our dependence on

institutional backers.

> Stepping up our activity with respect to ageing and migration.

32

«We endeavour to ensure that all people living in Switzerland have the same

opportunities and are able to structure their lives independently. No one should be

at a disadvantage on account of gender, social or ethnic background, religion or

nationality. We empower people to harness and build up their own resources,

take responsibility and structure their lives independently. The goal is for everyone

to participate in and help shape social life in Switzerland.»

4.2 Protection for the socially disadvantaged

Since 2008 we have> taken over responsibility for running the legal aid centres for asylum seekers in Lausanne,

St. Gallen and Kreuzlingen,

> provided advice for asylum seekers in 61,000 cases and accompanied some

17 000 hearings of asylum seekers,

> opened a legal advice centre for socially disadvantaged people in Aarau and a contact point

in Basle for victims of coercive measures.

We expect,that in the future, there will be a growing number of people no longer in a position to understand,

properly assess and if necessary challenge decisions affecting them. This is also a consequence of the

ever-increasing complexity of legislation over recent years. Those who lack the financial wherewithal

for pursuing their interests with the help of a lawyer are dependent on free or at least low-cost ad-

vice and legal representation.

Apart from migrants with a patchy knowledge of the Swiss legal system, a growing number of Swiss

citizens will also be seeking help in coping with legal problems.

System of asylum: Asylum law is arguably the area of legislation most frequently subject to amend-

ment in Switzerland. The legislative revisions very often introduce tougher conditions for asylum seek-

ers with a view to counteracting abuses or non-uniform practices across cantons. Scepticism is rife

as to whether these changes have brought real improvements. Coming legislative amendments too

will doubtless make for highly contentious debates in the Parliament.

One major challenge remains the elimination of what is considered the greatest weakness in the

application of the asylum law – the rather long average duration of the procedure: As a member of

the Schengen area, Switzerland will also be feeling the effects of developments in the EU even more

keenly in the future.

We respond to this with:Our understanding of the concept of protection, by endeavouring to ensure that the socially under-

privileged too are able to avail themselves of the rights to which they are entitled under the interna-

tional human rights conventions, our Federal Constitution as well as national and cantonal laws.

Accompanying asylum seekers during hearings and providing them with legal advice will continue to

be central to our work in the future. HEKS is now responsible for running seven legal advice centres

for asylum seekers, which makes us the leading provider of this service in Switzerland. The fact

that in recent years several aid agencies have drastically reduced or even eliminated their

33

contributions for the provision of legal advice for refugees poses a particular challenge when it comes

to funding this task. We will therefore continue to make a strong case to the responsible federal

offices for State participation in the costs of legal advice for asylum seekers. We will also be striving

to persuade the churches, as the biggest donors, to continue their long-standing and generous

support for the protection HEKS is providing.

So far we have built up a legal advice service for socially disadvantaged people at one HEKS regional

office. We will be expanding this service in the coming years.

These are our strategic goals up to 2017:> Continuing our commitment to providing legal advice for asylum seekers, securing

the requisite funding and working specifically to build on our leading position in this field.

> Networking the legal aid centres under our responsibility, ensuring that there is

continuous and systematic sharing of experiences and raising the quality of their work

with targeted measures.

> Further consolidating legal aid for socially disadvantaged migrants and Swiss citizens.

34

«We provide asylum seekers and refugees, migrants as well as socially

disadvantaged Swiss citizens with legal advice and if necessary, with

legal representation. We accompany asylum seekers during hearings with

the migration authorities. We strive to ensure that proceedings are fair

and that the people concerned are protected against erroneous decisions.»

4.3 Other projects in Switzerland

Since 2008 we have > consistently devoted between 3 and 8 per cent of expenditure for work in Switzerland

to projects outside the realm of the strategic priorities,

> withdrawn from two projects that were not consistent with the strategy,

> launched three projects for Sans papiers (undocumented people), then discontinued

two of them.

In the futurewe will continue to concentrate on two priority issues (social integration and advocacy) in our work

in Switzerland. This is necessary if we are to continue to offer high-quality project work and remain

competitive in public tendering procedures.

Besides, up to 10 per cent of spending on work in Switzerland could be available for projects that

cannot be classified into one of the two strategic focus areas or which may not be innovative in

nature. Innovativeness has priority in our strategic focus areas.

Sans papiers: We have recently implemented projects for Sans papiers that cannot be clearly clas-

sified under one of the priority topics. People living and working in Switzerland without legal resi-

dence status are particularly vulnerable. First and foremost, their children are growing up in an

atmosphere of insecurity and fear. We will continue in the future to support these groups of people

– who live in hiding and whose precarious situation is not infrequently exploited by employers – in

claiming what few rights they have and in coping with everyday problems.

4.4 Local footholds Our regional offices and the Secrétariat romand facilitate regional networking, proximity to benefi-

ciaries, givers, entities contracting our services, churches and church communities. They play a pivotal

role in cultivating links with local and regional public authorities as well as in fundraising in cantons

and municipalities. They participate actively in developing and implementing cantonal integration

programmes. The shifting of responsibilities and funding from the Confederation to the cantons

means that our local and regional footholds are likely to gain in importance.

35

Humanitarian aidHEKS provides humanitarian aid after natural and

environmental disasters and in times of armed conflict. The main focus is on immediate emergency aid and

on longer-term reconstruction and disaster prevention.

5 Public relations and lobbying on social policy issues

5.1 Development cooperation

Since 2008 we have> built public awareness in Switzerland and in the HEKS focus countries regarding human

rights violations and in so doing supported communities in their struggle for access to land

(e.g. in India, Brazil, Honduras, Israel/Palestine and the Philippines),

> supported the petition for increased development aid funding initiated and coordinated

by Alliance Sud (200,000 signatures),

> participated actively in the “Corporate Justice” campaign supported by some

50 organisations and coordinated by Alliance Sud (calling for stricter legislative provisions

for multinational corporations headquartered in Switzerland).

We are convincedthat it takes ongoing commitment to bring the structural causes of poverty to light and show people

in Switzerland how they can contribute to a more just world. Concrete development cooperation

projects are central to our commitment. Advocacy activities8 are an important complement and

underpinning of project work as they sensitise the population in Switzerland to development issues

and support civil society in the countries of the South.

We therefore draw attention to,the root causes of injustice in this world and ways of eliminating them. The starting point for our

advocacy activities is always concrete project work carried out locally. We weigh up carefully whether

public statements or appearances jeopardise this project work and the people affected by it. We

participate in international networks as this enables us to mobilise large numbers of people and lend

added weight to the demands of beneficiaries.

Our development policy commitment in Switzerland takes the form, first and foremost, of our mem-

bership of Alliance Sud. Furthermore, we make public those issues that may warrant this as a result

of our project work and if in so doing we can achieve something for the beneficiaries in countries of

the South.

36

Social integrationHEKS endeavours to ensure that people in Switzerland haveequal opportunities and are able to structure their lives independently. They should be able to participate in economic,social and cultural life without discrimination.

These are our strategic goals up to 2017:> Continuing to attach great value to mobilising the civilian population in the countries

of the South and, in cooperation with our partner organisations, identifying potentially

successful advocacy activities.

> Complementing the development policy work being done by Alliance Sud if this will create

added value or represent independent positions.

> Continuing to support the network of Christian relief agencies engaged in advocacy work

at the European Union in Brussels.

5.2 Social and societal policies in Switzerland

Since 2008 we have> conducted two separate national awareness-building and information campaigns

on the situation of disadvantaged people under the theme “Change of perspective”

(“Blickwechsel”),

> strengthened our commitment to assisting the Sans papiers by supporting the

“No child is illegal” campaign and participating in national platforms,

> taken stances on 14 national draft laws, communicated our positions, and helped

prepare two reports on the human rights situation in Switzerland.

Our basic premise isthat the societal and social policy debates in Switzerland will continue to be of great importance.

Policy debates can be expected even on those issues that comprise our strategic priorities and in

which we are active with concrete projects (social integration and advocacy for the socially disad-

vantaged). We participate objectively in these discussions and lay out our arguments from the stand-

point of a church aid organisation that works in close proximity to people and from that fact derives

its legitimacy to take public positions.

We intend also in the futureto draw attention to the concerns of the socially underprivileged in Switzerland. The corresponding

activities designed to raise awareness amongst and inform population and politicians reflect a HEKS

mandate and serve to advance our project work. This is the starting point of our lobbying on social

policy issues.

37

8 Conzept Advocacy in development cooperation (2011)

«We are stepping up our lobbying on social and political issues

for the benefit of disadvantaged and vulnerable

population groups and on development causes.»

We take clear positions on proposed legislation and in the run-up to popular referendums. Our

positions are based on concrete experiences gained from our project work. We will therefore continue

to pay special attention to legislation on asylum and aliens, and to the organisation of social welfare

systems. We communicate our views and demands to the responsible entities and make them public

if need be.

As contractors to the government or recipients of government contributions to our work, we operate

in an area of conflicting priorities when it comes to our policy stances. In some instances we criticise

the State, which finances a great deal of our work with its contributions. Our stances are therefore

objective and based on facts and the practical knowledge derived from our work with beneficiaries.

These are our strategic goals up to 2017:� Raising our profile as an aid organisation working on behalf of the socially disadvantaged

in Switzerland by championing equal opportunities and the elimination of all forms of

discrimination.

� Through special activities, affording stakeholders more in-depth insights into our work

and paving the way for dialogue and exchange between beneficiaries and staff.

� When popular referendums, national or cantonal laws affect our strategic priority issues,

we make our positions public.

38

«To complement our project work, we make our social and societal concerns

public, we endeavour to influence legislation and the administration of justice.

Our legitimacy rests on the experiences and insights gained from our project

work. We stage an annual campaign to promote equal opportunities

and build public awareness of the concerns of the socially disadvantaged.»

6 Communication

Since 2008 we have> raised our profile amongst donors as a trustworthy and transparent aid organisation

that communicates in an appealing, imaginative and inclusive manner (Survey findings,

see Chapter 2),

> enhanced our name recognition as an aid organisation (unprompted, from 8 to 12 per cent,

prompted, from 47 to 63 per cent),

> held a consultative vote on our future presence by means of the “Mein Hilfswerk”

(My aid organisation) initiative.

We realisethat our public relations work must hold its own in a media and technological environment that will

continue to evolve rapidly. We live in a multimedia society that consumes information via a wide

range of channels independently of time and location. Even the traditional print media are being

read ever more frequently online. They are facing increasing difficulty on the advertising front and are

being forced to cut costs. There are distinct trends towards sensationalism and infotainment. Social

networks will continue to gain in importance although so far they have been used predominantly by

the younger generations. The interactivity of media channels offers users a wide variety of opportu-

nities for contact and exchange. Electronic “polling” can be used virtually to shape opinion when it

comes to emotionally charged topics.

We are convincedthat we can represent our activities and causes and express our identity and values through inde-

pendent and distinctive communication. We prepare well-founded background information, show

how we help when there are events that capture the media spotlight (e.g. environmental disasters),

we are recognized in expert circles as a competent player, we provide our regular donors with the

information they require, and we use new channels to awaken interest in our causes amongst a

broad target audience, we promote our advocacy work and provide opportunities for personal

encounters between beneficiaries and staff. In so doing we are careful to protect the personality of

those concerned and to respect their privacy.

Style:We must cultivate an independent and coherent style of communication if we are to attain the

aforementioned goals. That style has six main characteristics:

> Honesty

Our communication is realistic and without exaggeration. We report not just on successes but also

on problems and weaknesses.

> Comprehensibility

Our language is understandable and clear. Our messages reach a wide variety of target groups whom

we familiarise with the concerns of the beneficiaries. We ensure that our images blend with our texts

to form a harmonious whole.

39

Closeness to

People

> Hands-on Approach

Our hands-on approach is perceptible in our communication. The experiences and insights gained

from concrete project work inspire our style of communication. The processing and preparation of

basic and background knowledge is never an end in itself but is invariably intended to improve liv-

ing conditions for the socially disadvantaged.

> Positive messages

Our communication is not limited to describing abuses, distress and misery. Instead we highlight how

the lives of beneficiaries can be improved with our support. At the core of our messages are the out-

comes being pursued through our activities.

> Dialogue

Communication is not a one-way street. We cultivate open, partnership-based dialogue with our

stakeholder groups. We take constructive criticism seriously and render account of our activities in

dialogue.

> People at the centre

We place people at the centre of our communication. We give beneficiaries, donors and staff a voice

and a face. Our messages, causes and activity reports are more than just impersonal descriptions. They

also become tangible and speak to the emotions.

Integrated communication: We will fulfil this range of aspirations only if we are able to reach the

recipients of our messages in the manner they prefer and if the numerous components of our

communication complement and support one another. By consistently and regularly disseminating the

same basic messages in other forms and in changing circumstances, we enable the various target

groups to develop a firm grasp of our causes, and our profile comes into sharper focus.

These are our strategic goals up to 2017:> Strengthening our identity and profile as a credible church aid organisation operating

nationally and internationally.

> Maintaining our 2011 name recognition level.

> Systematically and regularly gauging the impact of our communication.

42

«Our communication is designed to inform and sensitise the public

and to mobilise public interest in our causes and project work. We reach

a number of target groups in a language understandable to them and

via their preferred channels. This entails conveying consistent

core messages and presenting a clear profile of the organisation.

In this way we also bolster our name recognition and mould our image.»

7 Fundraising

Since 2008 we have> increased HEKS’ overall revenues (excluding humanitarian aid) by a total of 13.5 per cent

or 5.8 million francs (2007–2011 Annual Accounts), with most of the increase occurring

in Switzerland.

> won 7 advertising and marketing prizes for original campaigns (e.g. “Donate Aid”),

> devoted between 6.2 and 8.3 per cent of total expenditures annually for communication

and fundraising.

We realise that the competition for donors has intensified amongst relief agencies in recent years. Many of our

competitors have ramped up their spending on advertising and fundraising, tested new forms – such

as online advertising – and built up additional communication channels of their own. There are no

signs that these developments will slow down in the years ahead. ZEWO-approved organizations are

accorded a maximum of three time-windows for high-impact media appeals for donations. Ever more

organisations are making use of these three possibilities. So far HEKS has used only two of them.

HEKS is supported by substantial donations from cantonal churches and church communities. How-

ever, a growing number of them are facing financial difficulties and must implement savings meas-

ures. Church aid organisations will be feeling the impact of these developments increasingly in the

years ahead.

Institutional sponsors and foundations are attempting increasingly to influence the make-up of the

work that they help to finance. This increases the risk that aid organisations could find themselves

with less policy space and hence willing to make concessions just to secure funding for their work.

More and more companies are becoming involved in social and humanitarian work. Many are also

keen to communicate this involvement to maximum media advantage, thereby enhancing their own

public relations. The boundaries between for-profit enterprises and charitable organisations are there-

fore becoming increasingly blurred in the public perception. Aid organisations are therefore facing

new competition from rivals with generous communication budgets.

We will remain committed in the futureto ethical principles in our fundraising and will be careful not to be overly-dependent on individual

donors.

Ethics: Based on our values and core beliefs9 we will adhere – even in the face of ever-greater

competition – to the ethical principles of integrity, cost effectiveness, accountability and transparency.

We publicly state the purpose of fundraising drives, respect the dignity of the people for whom the

collected funds are intended, and we respect the wishes of donors. We inform donors regularly and

43

9 “HEKS – Our Values and Core Beliefs” (2010)

transparently about what we have achieved with their donations. We act fairly towards our

competitors and respect agreements reached. There is a ceiling on our annual expenditure for com-

munications and fundraising.

Diversification: Our goal is to have a balanced mix of funding sources, thereby avoiding one-sided

dependencies. We are stepping up our fundraising from institutional sponsors and seeking partner-

ships with businesses. In so doing we attach great importance to independent action and adherence

to technical criteria in our work. We prize our independence much more than purely economic

considerations. We support projects in Switzerland in which services can be provided for a fee. We

weigh up carefully the conditions under which fundraising in countries in the South could constitute

a serious option for us.

Contact with donors: We offer donors insights into our work, thereby enabling them to have

personal contacts and exchanges with our staff. We organize special events for donors, and

encourage them to engage with meaningful causes.

Innovation: We will continue to focus on innovative and creative ideas so as to renew and increase

our donor base. We make the requisite appropriations in our budgets and also test new fundraising

approaches.

These are our strategic goals up to 2017:> By means of innovative and surprising initiatives, renewing and expanding the circle

of our donors and institutional backers.

> Developing partnerships with the businesses on the basis of a concept.

> Devoting a maximum of 8 per cent of total expenditures annually to communications

and fundraising.

44

«Fundraising must cover the financing of our project work and our

lobbying on social policy issues. We strive for a highly diverse range of

financial donors and we stand apart from our competitors through

our innovative and creative initiatives. In a much more fiercely competitive

environment, we consistently adhere to ethical principles and we do not

allow donors to restrict our independence.»

8 The organisation as a whole

8.1 Personnel

Since 2008 HEKS has:> revised its wage system and introduced numerous improvements for the staff,

> intensified exchanges between the management and executive and given management

a formal say in structuring the terms of employment,

> conducted two surveys on staff satisfaction and learned the necessary lessons from

the findings.

HEKS holds the basic premise,that the labour market from which it recruits its employees will undergo various changes in the

medium term. Overall population demographics will therefore cause the employee age structure to

shift upward. Working life will be extended and the number of employees aged 45 and over will

increase. Models for flexible work schedules will continue to be in demand.

Employees will be expected to display a high degree of adaptability regarding place and field of work

as well as workload. Technological developments too will play a role in raising the expectations being

placed on workers. The free movement of persons under Switzerland’s bilateral agreements with the

EU and their foreseeable extension to other European countries will intensify the competition in cer-

tain sectors of the labour market. Many of these foreseeable developments are hardly advantageous

from the standpoint of an aid organisation.

HEKS sets priorities,by using the means available to it to confront the foreseeable problematic developments. To continue

to meet these greater demands in the future, much importance will be attached to staff profession-

alism when it comes to recruitment and continuing education. HEKS pursues a personnel policy

geared to the following considerations:

Meaningful work: It is crucial for the staff through their work to achieve the best possible out-

comes for project beneficiaries. HEKS staff display a high level of personal motivation and identify with

the values of a church aid organisation.

The staff are provided with a work environment that allows them to pursue meaningful and satisfying

activities and strike a healthy balance between profession and private life. In return they are expected

to display a high degree of motivation and uphold the strategic goals of the aid organisation.

Annual appraisal interviews are held enabling supervisors to evaluate performance, social skills and

the attainment of agreed objectives. Staff satisfaction surveys are conducted regularly.

45

Dialogue: HEKS sets great store by communication between management and employees.

Employees are brought on board in processes to effect crucial developments in their sphere of

competence. Regular negotiations are held on the basis of social partnership with the staff commit-

tee appointed by employees in order to devise working conditions.

Promotion: HEKS will continue to offer part-time positions whenever operational requirements so

permit. HEKS helps train young workers by offering apprenticeships and internships. Continuing

education is encouraged to enable staff to perform their duties professionally and thus secure their

place on the job market over the long term. Possibilities for flexible retirement solutions are being

explored.

Leadership: Staff members with management functions do much to set the tone at the workplace

and bear special responsibility when it comes to implementing the strategic goals. They are given

encouragement in this demanding task and take part in crucial development work.

Wages: The HEKS wage policy is based on an analytical evaluation of activities. The classification of

individual functions is transparent and accessible to all staff members. Wages are based on the

average for comparable organizations.

We are pursuing these strategic goals up to 2017:> Promoting a common understanding of leadership and providing a continuing

training cycle in management and leadership for management and executives.

> Conducting staff satisfaction surveys and taking the findings into account for the

further development of HEKS.

> Gathering the relevant personnel data for the purposes of ongoing reporting.

46

«The HEKS personnel policy is geared towards

enabling employees through their work to achieve

the best possible outcomes for project beneficiaries.»

8.2. Finances

Since 2008> HEKS has always had a sound and stable financial base (reserves earmarked for

development work between 9.0 and 12.6 months of an annual budget; earmarked reserves

for work in Switzerland between 4.5 and 4.7 months of an annual budget)

> the share of costs for management, communication and fundraising has moved between

11.1 and 13.8 per cent of total annual expenditure (2007–2011 Annual accounts),

> We introduced the statutory system of internal monitoring and further developed

financial controlling.

We rely onforward-looking financial planning designed to secure our operations over the long term. We use the

funds entrusted to us in a targeted, responsible and impact-oriented manner. We report transparently

on their use.

Reserves: Our prudent reserve policy is designed to secure our work over the medium term and to

smooth out the sometimes large year-to-year income fluctuations resulting mostly from appeals for

humanitarian aid donations.

Investment of reserves: HEKS reserves and capital are secured in accordance with investment

regulations approved by the Board of Trustees, which prescribe sustainability, security, profitability

and liquidity as the objectives of all investments. We pursue a cautious investment strategy with

commensurately modest returns. The creation of a fund to offset value fluctuations, replenished

exclusively from returns on investment, makes it possible to compensate for investment losses in bad

years without having to fall back on donated funds. We check regularly whether the bank entrusted

with implementing the investment strategy is adhering to the guidelines.

Administration costs: Administration and fundraising costs may not exceed 15 per cent of the

organisation’s total annual expenditure. That figure is well below the average of 21 per cent for non-

profit organizations determined by ZEWO.10

Key figures: For the management of the aid organisation we regularly collect key financial data

(income statistics, expenditure control, expenditure forecasts, etc.) and are therefore in a position to

react rapidly and flexibly to unforeseen contingencies.

47

10 “ZEWO-Kostenstudie” [ZEWO cost study] (2010/2011)

These are our strategic goals up to 2017:> Continuing to ensure that there are earmarked reserves to guarantee the continuity

of our project work over the medium term (projects abroad, 9 to 12 months, projects

in Switzerland, 3 to 6 months of an annual budget).

> Preparing the key financial data required for ongoing reporting.

> Refining our controlling tools so that we are even better able to account for the use

of funds.

48

«We set financial priorities when formulating annual targets

and budgets. We make sure that HEKS is on a sound financial footing

and that we can meet our medium-term obligations towards

partner organisations in the countries of the South. In the event

of losing government contracts in Switzerland, staff members

are offered redundancy packages.»

8.3 Secrétariat romand

The Secrétariat romand is of major strategic importance for strengthening the HEKS foothold in

French-speaking Switzerland. On the one hand, project work in western Switzerland gives expression

to the causes we champion regarding social inclusion and advocacy for the disadvantaged. On the

other, the Secrétariat romand runs its own communication and fundraising division. The bases for the

work of HEKS are the same throughout Switzerland, but the socio-political, cultural, religious, media

and institutional setting in western Switzerland differs in many respects from the German-speaking

context. If the Secrétariat romand is to succeed in its public relations and fundraising mission, it will

need some policy space that allows it to seize the opportunities for establishing a high-profile pres-

ence in French-speaking Switzerland. We view the interchange of perspectives from the language

regions as an opportunity and an enrichment for the entire organization.

The office building in Lausanne needs renovation and is too small for our needs over the medium

term. It is imperative in the long run to provide satisfactory and flexible infrastructure for the personnel

in Lausanne.

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«We are strengthening the HEKS foothold and presence in Western Switzerland.»

Advocacy for asylum seekersHEKS provides legal advice and representation for asylumseekers, refugees and socially disadvantaged Swiss nationals.The affected people should have the benef it of fair proceedings

and protection from discrimination and arbitrariness.

8.4 Institutional challenges

We will have to cope with institutional developments in the coming years as well. The standards for

running an aid agency of the size of HEKS are constantly evolving, with the result that we should be

constantly applying new management tools and conducting ever more extensive data collection. We

will therefore weigh up case-by-case what brings us real added value or where the right balance

between cost and benefit lies. We do not intend to follow every trend and in any case will avoid

certain “management fashions”. We see a clear need for action in the following fields in the years

ahead:

Quality Management:We are creating an understandable and manageable model that shows how

we constantly improve the quality of our work. In so doing, we take care not to over-regulate our

work with guidelines and processes. For the organisation as a whole, we renew the ZEWO and NPO

Code certifications when they expire, but we are not seeking further certification under any partic-

ular label. Where this would add value to our work in Switzerland, we strive to obtain or renew

recognized certifications for selected projects.

Knowledge management:We have acquired extensive and in-depth technical and practical knowl-

edge with respect to our strategic priorities over the years. In addition, we review relevant research

findings for the purposes of our work. We ensure that our staff have the requisite knowledge for the

ongoing development of project work.

Sustainability: An external analysis11 has testified to our good performance in the economic and

social fields but pointed to weaknesses on the environmental front. As we wish to better fulfil the

mandate enshrined in our mission statement regarding the integrity of creation, we will remedy these

shortcomings in the coming years. The sustainability aspect is being embedded in the new quality

model and gradually introduced into reporting.

Links with business: Outside experts have drawn up ethical guidelines to help us structure the

diverse relations with the business sector. Our next step will be to devise processes to ensure that we

abide by these guidelines.

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11 The analysis was prepared by the University of Applied Sciences Northwestern Switzerland as part of a research project.

Alliances and networks: In 2012 we joined the “act alliance” international network. There is

currently no call for joining another major network. We participate as best we can in the major

alliances to which we belong (Alliance Sud, act alliance, APRODEV, Swiss Refugee Aid, etc.,) and

renew our membership as necessary.

Information technology: We continuously renew our infrastructure and ensure that our employ-

ees are provided with reliable technology that adequately meets the multifaceted demands. We will

be modernising our Enterprise Resource Planning (ERP) software in the coming years.

Thanks

Over the past year and a half, the HEKS staff have collaborated with skill and commitment to produce

the new strategy. They will also contribute decisively to its implementation over the next few years.

The Board of Trustees takes this opportunity to thank them most warmly for their dedication and

commitment.

We also wish to thank all those people and organizations that support HEKS in one way or another,

often for many years now, thereby contributing decisively to the alleviation of need. We hope that

we can continue to count on them.

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«We are meeting the institutional challenges that will

face the organisation as a whole in the years ahead

with pragmatism and sound judgement.»

HEKSHead office Seminarstrasse 28Postfach 8042 ZürichTel. +41 44 360 88 00Fax +41 44 360 88 01info@heks.ch

EPERSecrétariat romand17bis, Boulevard de GrancyCase postale 5361001 LausanneTel. +41 21 613 40 70Fax +41 21 617 26 26info@eper.ch

www.heks.ch

January 2013

Swiss Interchurch AidHilfswerk der Evangelischen Kirchen Schweiz

Big changes start small.