Innovative Initiatives

EXECUTIVE LEADERSHIP TEAM (ELT)

M. Ricardo Calderón, Franklin Perdomo, Willy Figueroa, Oscar Ramírez, Verónica Olivares, Max Alfaro,

Joselyn Orellana, Lorena Roque, Adalid Zelada, Patricia de Morán, Haydee Paguaga, Rafael Letona.

Graphic Design/Communications: Rogelio Chávez

Visión Mundial El Salvador

RESTRUCTURING AND REVITALIZATION (R&R) PROGRAM:A PARADIGM INNOVATION 3-4

CHRISTIAN LEADERS AT EVERY LEVEL LEADERSHIP DEVELOPMENT PROGRAM:A PARADIGM INNOVATION 5-7

SIMI: INTEGRATED INFORMATION MANAGEMENT SYSTEM:A PRODUCT AND PROCESS INNOVATION 8-9

WVES MARKETING STRATEGY: A PARADIGM INNOVATION 10-11

NEW MINISTRY BUSINESS MODEL: A PARADIGM INNOVATION 12-14

INDEX:

RESTRUCTURING AND REVITALIZATION(R&R) PROGRAM

A PARADIGM INNOVATION

1. PROGRAM BACKGROUND: THE OVERVIEW

The World Vision El Salvador (WVES) Ministry, an Interdependent National Office with a 362 people workforce founded in 1975, comprises 20 Area Development Programs (ADPs) in 6 provinces, 39 municipalities, 343 villages and 764 hamlets. It serves 61,325 Registered Children funded by 5 Support Offices (USA, Canada, Korea, Taiwan, Japan) benefitting over 260K people with an annual budget of $12 million.

2. PROBLEM STATEMENT: THE CHALLENGE

A May 2010 Technical Review revealed a National Office with a strong humanitarian and development program to trans-form children, families and communities in El Salvador but with (1) technical, programmatic, managerial and financial prac-tices and processes that need to be updated and brought to 21st Century business and international standards, (2) a huge potential to strengthen, expand and diversify programs, services and benefits geographically and target population-wise, and (3) a unique opportunity to scale up to achieve national and international impact. The challenge to the new WVES Leader-ship was to revamp the ministry with a revised local vision, new goals and strategic imperatives and a high performance workforce.

3. THE STRATEGIC APPROACH: THE INNOVATIVE SOLUTION

A 360 SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) was carried out in May 2010 at 7 levels including Support Offices, Regional Office, Microfinance Institution, National Office and Area Development Programs. Based on findings, a Restructuring and Revitalization (R&R) Program was created to reorganize corporate functions, structures and operations (Restructuring) and create a culture of excellence, high performance and accountability (Revitalization). This is the strategic approach guiding WVES to (1) enhance ministry performance and impact, (2) achieve the highest possible level of ministry success, and (3) improve the transformational development approach to ensure life in all its fullness to Salvadorean children.

4. PROGRAM ACCOMPLISHMENTS: THE OUTCOMES

The benefits of the innovative solution implemented include, but are not limited to, the following:

4.1. A RESTRUCTURING & REVITALIZATION PROGRAM MATRIX

WVES as an “organization” has been inno-vated through a R&R Program compris-ing 3 new goals and 9 thematic areas that have (1) refocused efforts to improve or-ganizational effectiveness, (2) implement-ed a more disciplined approach to invest resources where the potential benefits are the highest, and (3) created manage-ment tools and a workforce to enhance the capacity to deliver concrete results.

The R&R Program is the strategic approach to ensure that the Partnership’s vision, goals and guidelines are successfully met in El Salvador. It is based on the 3 goals aimed to create a National Office as productive and effective as possible as follows:

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(1) modernize technical, programmatic, managerial and financial capacities, (2) strengthen, expand and diversify programs, services and benefits, and (3) achieve national and international impact (Table 1).

4.2. SELF-DIRECTED WORK TEAMS

Self-Directed Work Teams (SDWTs) are a group of people working together in their own way to achieve a common goal that they define themselves. To create a SDWT, the demand or delivery of results and impact is more important than team building exercises. Work groups can be trained for weeks but will never become a team until they have a common understanding of the need to perform and be accountable. Since SDWTs allow for “learning and performing” at the same time, WVES has created 24 three to five-people SDWTs to date to: (1) strengthen the National Office technical, managerial, programmatic and financial capacities, (2) enhance performance and correct critical issues and deficiencies, and (3) provide practical leadership development experiences to multidisciplinary teams working with no additional resources. This strat-egy contributes to the WVES goal to create high performance SDWTs at all levels aimed to achieve extraordinary results, in an increasing and sustainable manner, and based on action learning methodology (Table 2).

4.3. A SERVANT LEADERSHIP APPROACH

A culture change strategy is transforming WVES into a “Servant Leadership Organization” guided by ethical principles, fo-cused on the needs of collabora-tors, based on leaders as stew-ards of organizational resources serving others, and servant lead-ers that ensure results and im-pact according to the values of the Partnership. The traditional hierarchical organizational struc-ture was replaced by an “inverted triangle/pyramid” to reflect a ser-vant-first, rather than a leader-first, approach and make sure that (1) other people’s highest priority needs are served, (2) those served grow as individuals, (3) they become healthier, wiser, freer, and more autonomous and likely to become servants them-selves, and (4) they fully utilize their God-given immense poten-tial and talents to build a better world for children (Figure 1).

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CHRISTIAN LEADERS AT EVERY LEVEL LEADERSHIP DEVELOPMENT PROGRAM

A PARADIGM INNOVATION


The World Vision El Salvador (WVES) Ministry, an Interdependent National Office with a 362-people workforce founded in 1975, comprises 20 Area Development Programs (ADPs) in 6 provinces, 39 municipalities, 343 villages and 764 hamlets. It serves 61,325 Registered Children funded by 5 Support Offices (USA, Canada, Korea, Taiwan, Japan) benefitting over 260K people with an annual budget of $12 million.


A May 2010 Technical Review of WVES revealed a National Office with (1) technical, programmatic, managerial and financial practices that needed to be updated and brought to 21st Century business and international standards, (2) a huge potential to strengthen, expand and diversify programs geographically and target population-wise, and (3) a unique opportunity to create new models and scale up to achieve national and international impact. At the same time, this assessment showed a traditional thinking and legalistic religious work environment characterized by a lot of activism, lack of focus on results, multiple and disconnected training events, a top-down management and hierarchical decision making approach, a culture of fear and passive resistance, and a belief that leadership is done only by top executives. The challenge to the new WVES Leadership was to “unleash the full individual and collective potential of employees to achieve and sustain higher levels of performance than the workers themselves thought possible, than management or customers expected, and than competi-tors can realistically achieve (Jon Katzenback’s Peak Performance)”.


WVES created an unprecedented, world-class “Christian Leaders At Every Level” (CLAEL) concept and program based on a combination of leadership development best practices and Christian leadership principles. CLAEL integrates business and Christian leadership principles as interdependent practices, rather than a collection of independent programs. WVES de-veloped ways to integrate such principles making them holistic and systemic in nature. Also, knowing it is not necessarily a “best practice” that leads to successful leadership development but rather its “consistent implementation”, WVES created a continuous leadership development program comprising weekly video-conferencing and twice a year face-to-face (F2F) workshops/seminars for all staff. This was done to (1) deliver the same teaching and learning experience to all staff, (2) make change communication smooth within the organization, and (3) enable trust and clarity between the staff of the Na-tional Office, the FUNSALDE Microfinance Institution (MFI) and Area Development Programs.


The features and benefits of the innova-tive solution implemented include, but is not limited to, the following:

4.1. A FUTURE-FOCUSED, SHARED AND SERVANT LEADERSHIPPHILOSOPHY

Innovation is change that creates a new dimension of performance (Peter Druck-er). All public, private and nonprofit or-ganizations must be governed by perfor-mance, not merely good intentions. To do so, the “Christian Leaders At Every Level” program comprises a leadership development philosophy based on a “Future-Focused, Shared and Servant Leadership Approach” (Table 1). This approach is the WVES cornerstone to (1) fully utilize the

Table 1

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God-given immense potential of each and every employee, (2) create a culture of excellence, high performance and ac-countability, (3) fulfill the WVES Strategic Imperatives ––Impact on Children, Healthy Community Environments, Promotion and Protection of Children, Sustainability, and (4) become a model National Office of scientific and technological innovation within the development and humanitarian industry. Consequently, WVES promotes a culture that supports change and hungers for it, builds collaborative change leaders to make world-class technology and innovation possible, and develops the capac-ity to mobilize the society as a whole to pursue ambitious new goals to build a better world for children.

4.2. AN “EVERY ONE IS A COLLABORATIVE CHANGE LEADER” STRATEGY

Leadership is what helps organizations move employees into action. So the question is not whether or not employees are leaders because they are. The questions organizations have to answer are: How well employees lead and manage change? How effective are employees in motivating and inspiring themselves and others? How well do they develop mutually sup-portive and sustaining relationships and, most importantly, how much creativity and energy can they muster to motivate themselves and co-workers to challenge the process, take action, become “collaborative leaders of change”, and live their most powerful, productive and purpose-drive lives. WVES believes that the most valuable asset to fulfill the Partnership’s vision are “people” and, therefore, (1) provides each and all 362 employees the same leadership development “teaching and learning content, experience and exposure”, (2) gives high priority to investing in cost-effective growth and development of human capital, and (3) embraces a valued-added and highly skilled workforce (Figure 1).

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4.3. A TECHNOLOGICAL PLATFORM FOR CHRISTIAN LEADERSHIP MEETINGS

The CLAEL Leadership Development Program is based on weekly 2-hour “Christian Leadership Meet-ings” for all staff. These meetings integrate 3 com-ponents ––Spiritual Nurturing, Leadership Development and Organizational Affairs. It is delivered through a hy-brid-learning environment ––“presential teaching” for National Office and the FUNSALDE Microfinance In-stitution staff (150+) and a “virtual classroom” for ADP staff (200+). Every Tuesday all staff from 20 different remote locations, the National Office and the MFI gather via video link to participate in devotionals, learn leadership principles, and discuss key organization is-sues. They connect via “Nefsys”, a low-cost intranet platform. This weekly video-conferencing is comple-mented by twice a year F2F workshops/seminars for all staff. The CLAEL “roll-out of the teaching and learn-ing methodology” follows a human resource and leadership development strategy. In FY 2010, the National Director was the primary instructor and faculty. In FY 2011, the National Director and Executive Leadership Team (ELT), a 10-member senior management group, comprised the teaching faculty. In FY 2012, the ELT and Middle Managers assumed the teaching

role and, in FY 2013, the teaching responsibility will be “rolled-out” to Program and Front-Line staff. This is how WVES is building a “Learning Organization” that is (1) creating an innovation-friendly corporate culture, (2) valuing hu-man resource development as an investment, (3) encouraging risk taking, (4) promoting teaching and learning, (5) implementing cross-functional teams and networks, (6)managing change communication, and (7) sharing information with all staff (Photos 1, 2 & 3).

Photo 1: Virtual Classroom

Photo 3: December 2012 Workshop - Seminar

Photo 2: Presential Teaching

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A partial “Activity-Based Costing” (ABC) assessment conducted in FY 2010 revealed 3 major performance issues at WVES as follows: (1) Inefficiencies: 72% of staff time lost due to reprocessing of information, (2) Lack of Field Emphasis: 17% of time and effort focused on field work, and (3) Life-Work Unbalance: 46% of staff overtime. WVES managed its functions, processes and information in a fragmented and disintegrated fashion resulting in poor performance and deficiencies such as lack of information for decision making, poor accountability, high operating costs, lack of budget control and deterioration of the work environment and health of staff. This situation prevented WVES from becoming more productive and effective and yielding more focus and resources to ensure life in all its fullness to children and their families and communities.


WVES conceptualized and created “SIMI” (Spanish acronym for “Sistema Integrado de Manejo de Información”) as an En-terprise Resource Planning (ERP) system to integrate internal and external management information across the entire organization, embracing the technical, programmatic, managerial and financial functions of the National Office and Area De-velopment Programs (ADPs). The end-goal of SIMI is to “standardize” interfunctional processes of different work units and “automate” these activities with an integrated software application, the Integrated Information Management System. The flow of information between select business functions within WVES is facilitated and the connections to outside stakehold-ers –Regional Office, Support Offices and Global Center—are managed more effectively. The ultimate goals of SIMI are to (1) create a “culture” that manages “information that is generated once only” in an official site by the responsible employee, and (2) maximize the performance and impact of the National Office and ADPs.


WVES is working with passion to make things happen, create real value and shape the future. It is creating standardized and automated processes and systems for optimal planning, policies and decision-making. It is also developing “Christian Lead-

ers at Every Level” for extraordinary, growing and sustained results.

4.1. AN INTEGRATION OF THE “THREE CORE PROCESSES OF EX-ECUTION”

WVES understands that no worthwhile business or ministry strategy can be planned without taking into account how to execute it. Execution is a systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability (Larry Bossidy and Ram Charan), WVES decided to treat “people, strategy and operations processes” in an interrelated and interdependent fashion

SIMI: INTEGRATED INFORMATIONMANAGEMENT SYSTEM

A PRODUCT AND PROCESS INNOVATION

Figure 1: Integration of the Three Core Processes of Execution

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rather than as separate, independent entities. A framework for cultural change was created to support an execution-supporting culture focused on changing status quo, attitudes and beliefs of WVES staff in order to enhance ministry perfor-mance and impact. This effort comprised the (1) linking of strategy and operations (The People Process), (2) making the link between people and operations (The Strategy Process), and (3) making the link between strategy and people (The Operations Process) (Figure 1, Page 1).

4.2. A “7/32 SIMI” ENTERPRISE RESOURCE PLANNING SYSTEM

SIMI is a 7-Thematic Mod-ules and 32-Topical Sub-Modules Enterprise Re-source Planning System. It is based on what WVES considers the pivotal func-tions of the Three Core Processes of Execution. This inter-functionality of capaci-ties and processes compris-es (1) Planning & Budgeting, (2) Supply Chain/Procure-ment, (3) Finance & Ad-ministration, (4) Operations, (5) People & Culture, (6) Audit Compliance, and (7) Marketing. In addition, each of these Thematic Modules consists of 3 to 7 subordi-nate Sub-Modules enabling a “Management by Processes” system. This Management by Process approach aims to maximize efficiency, increase effectiveness and generate

the best organizational environment to meet the needs and priorities of (1) WVES staff, including Regional Office, Support Offices and Global Center, and (2) the children, families and communities served by the organization (Figure 2).

4.3. A TECHNOLOGICAL PLATFORM FOR THE PARTNERSHIP AND REGIONAL OFFICE

SIMI is 20% developed to date and currently connects four business/ministry processes --Budgeting, Supply Chain/Purchase Requests, Human Resources and Planning. These four areas handle day-to-day operations and easily facilitate and exchange information. The information is entered “once only” at the initial point where it is generated; after this, it is accessible later on when the information is needed. SIMI allows the National Office to keep track of ADP planning and budgeting linking the budget to purchase requests and will, in the future, integrate all functions through a technological organization structure. Three accomplishments and benefits to date include (1) “Increased Cost-Effectiveness” through enhanced time management, performance-based management and integrated people, strategy and operations processes, (2) “Effective Decision Making” by real time, accurate and customized information, and (3) “Increased Ministry Impact” through balanced life-work, priority to field operations and effective stewardship and accountability. The successful design and implementation of the SIMI initial modules proved to complement the “Program Management Information System (PMIS/Horizon)” and select SIMI modules will be integrated with HORIZON for Partnership-wide implementation. In addition, since January 2012 and per recommenda-tion of The Hackett Group, SIMI has become the technological platform for the “Central America Back-Office Integration Pilot Project” including a future Shared Services Center.

Figure 2: SIMI 7/32 ENTERPRISE RESOURCE PLANNING SYSTEM

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WVES MARKETING STRATEGYA PARADIGM INNOVATION




A May 2010 Technical Review of WVES revealed a National Office that had operated in El Salvador for thirty five years and yet (1) unknown by the public at large and the private sector, (2) known as an evangelical entity supported by the Unites States of America and a non-governmental aid organization that works primarily by itself, and (3) and organization of Chris-tians lacking technical and scientific know-how. The challenge to the new WVES leadership was to change this internal and external culture and market to the public, private and non-profit communities a “state-of-the-art, high impact institution of top-notch Christian human capital, determined to work in partnership with a variety of stakeholders, to ensure fullness of life for children, families and communities in El Salvador”.


WVES created an “Integration Strategy” in addition to a “Restructuring & Revitalization Program” and a “Christian Leaders at Every Level Leadership Development Program”. This Integration Strategy merged three independent organizational functions –Resource Development, Communications and Advocacy– into a new “Division of Strategic Relations” (DSR). It also revamped these functions with two additional capacities to create three interdependent management units —Marketing and Resource Development, Communications and Public Relations and Advocacy. A seasoned business professional was recruited to lead DSR in order to (1) double the annual budget in five years, (2) position WVES as the premier organization for children in El Salvador, and (3) instill in the private sector the notion that WVES is the “best implementation option for their Corporate Social Responsibility” projects.


The features and benefits of the Marketing Strategy include, but are not limited to, the following outcomes to date:

4.1. A NEW “DIVISION OF STRATEGIC RELATIONS”

The “Division of Strategic Relations (DSR)” was created to serve as the internal and external relations liaison and advisor to the National Director and Executive Leadership Team. DSR is responsible for strategic relations with a wide range of current and potential local and international partners and donors. Funding for a Division Director position was ear-marked through optimization and reallocation of resources and DSR was fully operational by the 4th Quarter of FY 2011. DSR is charged with the responsibility to (1) double the WVES budget with non-sponsorship local and interna-tional funds from multiple sources in 5 years, (2) contribute to augment the coverage and reach of children, (3) position WVES as the premier Christian development organization for children, and (4) advocate for social, health and eco-nomic policies conducive to the promotion and protection of children rights. Progress to date includes, but it is not limited to, a SWOT Analysis, an Assessment of Staff Profiles Photo 1: Division of Strategic Relations Staff

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and Performance, a Marketing Strategy, a Proposed “Children Rights National Movement (Promotion and Protection of Children Rights)”, and a FY 2012 Plan to raise $2.5M of which $2.2M has been raised to date (Photo 1 - page 1).

4.2. A GOODWILL AMBASSADORS PROGRAM

WVES plans to select local and international “Ambassadors of Goodwill” that share human development concern and com-mitment in order to (1) strengthen, expand and diversify Ministry programs, and (2) develop an expanded response from

the public, private and non-profit sectors to create nation-wide societal movements to address critical issues affecting the sustainable development of children, families and commu-nities. These voluntary “Ambassadors for Children, Adolescents and Youth” are prominent individuals from the world of arts, science, culture, music, entertainment, sports, business com-munity and other spheres of public life that can contribute to “build a better world for children” and “accelerate the eradica-tion of poverty and social injustice”. Christian Salvadorean singer, Marinella Arrué, was launched as the first WVES “Ambassador of Goodwill” in August 2011 and multiple radio, television and press interviews have been already conducted including the re-cording and launching of a Christmas Carrols promotional CD. Plans are underway to appoint Célida Magaña, a well-known

local TV Anchor, as the second Goodwill Ambassador, and she is already developing and reporting news about WVES. At least twelve ambassadors are projected, in addition to a “Circle of Friends of World Vision El Salvador” being developed, to mutliply the impact of the WVES ministry (Photos 2 & 3).

4.3. A “STANDARD BUILDING DESIGN” FOR AREA DEVELOPMENT PROGRAMS

Area Development Programs (ADPs) operate in rental homes lacking proper workspace, lighting, ventilation, security and pleasant ergonomic environments. Over the lifespan of an ADP (15 years), $50K to $100K in rental costs is spent. WVES plans to build a “standard building design” for ADPs for multiple reasons, i.e.: to (1) exercise wiser stewardship of resources, (2) provide staff with offices and layouts conducive to efficiency and productivity, (3) provide children and community meet-ing environments, (4) transition ADPs to communities or municipalities providing them with built physical infrastructure, and (5) position WVES as the premier organization for children at a community level. In this marketing strategy, properties are solicited to local governments as a contract of loan and restitution at stipulated times (25 to 50 years), and a $60K stan-dard building structure is built. This saves considerable funding that can be used for additional ministry activities including, where properties allow, sufficient parking for clients and staff and/or playground and basketball courts for children. In ad-dition, just like McDonald’s, Pizza Hut or Kentucky Fried Chicken, ADP offices will share the same design in every location in order for WVES to be recognized at a national level. The first “model office” was inaugurated February 4, 2012 in Los Manantiales ADP in a beautiful property and one of the best locations in the Municipality of Caluco. In addition, 3 additional properties have been secured for 3 new ADP offices that will commence construction during FY 2012 (Photos 4 & 5).

Photo 3: Celida Magaña

Photo 4:First Model Office (Standard Building Design)

Photo 5:Inauguration of Los Manantiales ADP New Offices

Photo 2: Marinella Arrue, WVES Ambassador of Goodwill

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NEW MINISTRY BUSINESS MODELA PARADIGM INNOVATION




World Vision has operated in El Salvador for thirty-five years and contributed significantly to the wellbeing of children, families and communities. The focus of the program has been a “welfare and sectorial-oriented approach” until FY 2008, with emphasis on handouts, donations, medical care and humanitarian aid in rural areas. The number of Registered Children (RC) in FY 2011 was 61,325, equivalent to 2.3% of children 0 to 20 years old in El Salvador. A Technical Review revealed that 19,521 (31%) of RC participated in Transformational Development (TD) programs and 44,804 (69%) were beneficiaries of a range of activities. These efforts were disconnected from TD programs and not inclusive for all children. The challenge to the new WVES Leadership was to create a visionary “Ministry Business Model” to strengthen, expand and diversify TD programs for all registered children along with a renewed emphasis on non-sponsored children, urban programming and “scaling-up” of ministry operations to reach a larger segment of children in the country.


The WVES 2009 – 2013 National Strategy switched from a “welfare and sectorial-oriented approach” to a “development model” based on successful development and implementation of four “Transformational Development Best Practices”. Capitalizing upon this approach, the new 2010 WVES Executive Leadership Team decided to augment the quality of TD programs as well as the quantity of children reached. A new and challenging “Ministry Business Model” was created where (1) 100% of Registered Children will be intentionally included with the same quality and quantity of TD programs, (2) an equivalent number of non-sponsored children will benefit equally without additional resources, (3) healthy community environments complement age-group related programs to ensure sustainable development, and (4) the scope and breadth of services reaches 50% to 100% of the children in the country in partnership with a variety of stakeholders.


The features and benefits of the new Ministry Business Model include, but are not limited to, the following outcomes to date:

4.1. A “MULTIDIMENSIONAL TRANSFORMATIONAL DEVELOPMENT (TD) MODEL FOR CHILDREN”

The “Multidimensional TD Model for Children” is founded on four systemized “Core Best Practices (CBPs)” that can be replicated in different contexts and are based on the evolution cycle of children, from the mother’s womb to the time when children are ready to face life with proper knowledge, competencies and skills. CBPs are measurable according to process, quality and impact. They have their own training materials for community people accountable for implementation, technical staff responsible for monitoring, and children acquiring competencies. These practices, locally called “mechanisms”, correlate with age groups and evolution of life cycles as follows: Good Health & Nutrition Circles (0 to 3), Integrated Community De-velopment Centers (4 to 6), Children Clubs (7 to 12) and Adolescent and Youth Clubs (0 to 20 year olds). CBPs implementation incorporates ethical and Christian values, the progressive exercise of rights, a gender focus and the development of positive self-esteem. CBPs are strengthened and complemented by four “Place-Based Interventions (PBIs)” needed to build “Healthy Community Environments (HCEs)” since the place where a child is born, grows, goes to school, lives and works exerts as much influence in his/her health, wellbeing and development or can be as damaging or deadly as a virus or bacteria. Place-based community change initiatives are developed at four neighborhood environments —Built/Physical, Social, Economic,

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Service— to make communities a healthier and safer place to live, work and play. In addition, the Multidimensional TD Model includes interventions at a macro level to create an umbrella of protection conducive to sustainable and holis-tic development such as —Advocacy for Health, Social and Economic Policies, Humanitarian and Emergency Assistance, Strategic Alliances and Sustainability efforts at the technical, programmatic, financial and managerial levels, including the sustainability of benefits (Figure 1).

Finally, per the Global Field Operations Office, this “tran-sition in programming approach is remarkable and WVES already effectively implements the spirit and the standards of the Integrated Programming Model although different terminology and frameworks are used. In addition, WVES in many aspects is ahead of the Partnership by five years and is well positioned to take innovations to scale” (Jaisan-kar Sarma, Global Director, Field Operations, World Vision Inter-national, January 28, 2012).

4.2. A “2X1 STRATEGY” TO AUGUMENT PROGRAM QUALITY AND CHILDREN QUANTITY

In FY 2010, WVES had a total of 956 “Core Best Practices (Mechanisms)” serving 31% of Registered Children. A strategy re-planning and budget re-direction was carried out to ensure cost-effective ministry operations and, more importantly, to make more funding and support available for children. Close to $1 million was re-allocated for field operations and to increase the number of “Core Best Practices (Mechanisms)” to 1,290 in FY 2011 as follows: Good Health & Nutrition Circles: 351 to 450; Integrated Development Community Centers: 106 to 180; Children Clubs: 401 to 496; and Adolescent and Youth Clubs: 98 to 164. This was possible through (1) optimization and reallocation of existing resources, primarily a reduction in equip-ment expenses, fixed assets, promotional materials, travel and trainings and hotel use, (2) more effective procurement and negotiation practices, and (3) a reduction of the Cost Allocation Methodology (CAM) rate from 30% to 24%. In FY 2011, 7,662 “non-sponsored children” were incorporated into Transformational Development (TD) programs for a total number of 68,987 “benefited children” (61,325 RC + 7,662 non-RC). The new goal is to deliver 2X1 —two children per one sponsored child with equal quality and quantity of TD benefits using the same funding— aiming to double the number of benefited children to 122,650 by FY 2014 (in a three-year period). At the end of the 1st Quarter of FY 2012, over 4,000 new “non-sponsored children” were added to TD programs (Figure 2).

Figure 1: Multidimensional Transformational Development Model

13Figure 2: Two-for-One Strategy to Augument Program Quality and Children Quantity

4.3. CHILDREN FULLNESS OF LIFE NATIONAL MOVEMENTS

The above mentioned “2X1 Strategy” will only increase the number of children served by WVES “from” 2.3% of the popu-lation of children 0 to 20 years old “to” 5% of the total number of children in El Salvador. Consequently, plans are be-ing developed to create four “nation-wide, societal movements” to reach 50% to 100% of children 0 to 20 years old with transformational development efforts in conjunction with strategic partners. WVES recognizes that governments acting alone cannot ensure the security, wellbeing and prosperity of all their citizens, primarily children, adolescents and youth. Partners and stakeholders from civil society, business and private sector, locally and internationally, are needed to create healthy community environments, health, social and economic policies and, more importantly, genuine multidimensional models and approaches to (1) create new forms of wealth distribution, educational opportunities and development, (2) resolve inequalities in gender and power, (3) address the individual, environmental, structural and super-structural causes of underdevelopment, and (4) balance the disparity between the “haves” and the “have-nots” resulting in more sustainable, eq-uitable, effective and compassionate development efforts. WVES intends to make a difference by leading, catalyzing and/or supporting (1) Youth Violence Prevention [Culture of Peace National Movement], (2) Prosperity for Children [Extreme Poverty Eradication National Movement], (3) Promotion and Protection of Children Rights [Wellbeing of Children National Movement] and (4) A Gender-Sensitive Country [Gender Equity National Movement]. The end-goal of the four “Children Fullness of Life National Movements” as already stated is to reach 50 to 100% of children 0 – 20 years old with TD programs in conjunction with local and international public, private and non-profit partners (Figure 3).

Figure 3: Children Fullness of Life National Movements (NM)

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Innovative Initiatives