The power of a joint appeal Janine de Vries The Emergency Appeals Alliance December 2014 Content

Executive Summary 3

1. Introduction 4

1.1 The global trends affecting EAA members 4

2. The power of joint action 6

2.1 Main characteristics 6

2.2 Success factors and best practices 7

2.3 EAA: the case for cooperation at the international level 9

3. Profiles 10

The Emergency Appeals Alliance - EAA 10

Belgium - Consortium 12-12 12

Canada - Humanitarian Coalition 13

Germany - Aktion Deutschland Hilft, e.V. 15

Italy - Agire 17

The Netherlands - Samenwerkende Hulporganisaties 19

Sweden – Radiohjälpen 21

Switzerland - Swiss Solidarity 23

United Kingdom - Disasters Emergency Committee 25

4. Conclusion 27

2 / The Emergency Appeals Alliance - The power of a joint appeal Executive Summary

Humanitarian organizations work in an increasingly national media and the private sector which support complex environment. The global context for their appeals. operations is affected by geopolitical changes making REUTERS/Erik De Castro De Castro REUTERS/Erik humanitarian work harder and more dangerous.The The national joint appeals of eight countries estab- multiplication of actors means more competition lished the the global Emergency Appeals Alliance 2013 between aid groups and also creates new opportuni- ties. Climate change and urbanisation are combining to learn from each others’ experience and improve their cause more disasters which affect increasingly urban collectivein order to impact. increase Together, benefits the of collaborationcollective annual further, populations. And technological changes are challenging turnout of the agencies represented by the members of global boundaries as the world gets smaller and infor- the EAA in 2010 was 3 billion euros. They represent an mation travels faster. important global humanitarian force.

A lot of work is being done to adapt to these changes, to Facing challenges together such as creating leverage improve cooperation, coordination and preparedness for partnerships, keeping costs for fundraising low, for delivering humanitarian aid ‘on the ground’. Clearly raising media awareness of ‘slow onset’ disasters, this can not be done without proper funding. However maintain the highest standards for humanitarian relief despite the criticism by the media and public of com- petition between humanitarian organizations, at the public and attracting new audiences, will strenghten fundraising level too little attention has yet been given eachand accountability, national joint appeal.building confidence among the collaborationto cooperation. to This improve has arguably fundraising weakened results confidencehave only - There are also important benefits when joining forces. barelyin the humanitarian begun to be understood. sector. Significant opportunities for tion of new national joint appeals, sharing information onSome humanitarian of the most situations,significant attracting are supporting media the and forma This potential exists both at the national and interna- tional levels. In several countries joint national appeals accountability reporting, sharing experience on online exist; some since the 1940s or 1960s, others are more fundraisingcorporate partnership, methods and more social efficient media. evaluation and recent. The large mobilisation of resources after the major crises of the last decade (ex. tsunami of 2004) For the longer term, members express hope eventu- have added to the scrutiny of international humani- ally to be able to launch simultaneous appeals and to tarian fundraising and strengthened the arguments for stronger cooperation. Characteristics of joint appeal coverage. All this means hard but necessary work to complement each other in the field for a better global mechanisms vary, but usually combine a two core adapt to a rapidly changing world and scale up fund- ingredients: the participation of experienced global raising to get humanitarian relief more quickly to the humanitarian organizations, and partnerships with people who need it most.

The Emergency Appeals Alliance - The power of a joint appeal / 3 Introduction

Emergency Appeals Alliance (EAA) paper outlines their different histories, their challenges and their success factors. The third chapter gives a At the initiative of Agire, the national appeal mech- general analysis and makes the case for joint appeal anisms of eight countries met in Rome in 2008 and models and their future ambitions. the Emergency Appeals Alliance (EAA) in 2013. The membershave met annuallyaim to realize since thethen, power they ofofficially joint action formed among experienced humanitarian organizations and across 1.1 The global trends affecting EAA sectors. EAA members each unite aid agencies and the members private sector, especially media, within their countries to respond to humanitarian emergencies around the Geopolitical interests, a multiplication of actors, pro- world. longed natural disasters and new media technologies

National joint appeal mechanisms organizations today. EAA members take these develop- mentsgreatly into influence account the in evolving order to role adapt of humanitarianwhere necessary aid While humanitarian organizations have invested and keep delivering timely humanitarian aid based on heavily in coordination at the operational level, so far needs. this has been less true at the fundraising level. Joint appeal mechanisms offer the principal examples of col- laboration for humanitarian fundraising purposes. This Geopolitical developments research focuses on the potential of joint appeal mech- The political pressure on humanitarian organizations anisms as an effective way to improve coordination and has increased in the last decades. A number of (new) cooperation among (non governmental) humanitarian state actors increasingly align humanitarian aid with organizations at the fundraising level. The national joint particular economic or political interests or do not appeals of the EAA members have diverse histories and necessarily make use of the established humanitarian models. All successfully combine forces within their - countries to reach out to a broad public in support of sensus over the application of humanitarian principles victims of disasters. However, beyond their similar ofsystem. neutrality It is therefore and impartiality. more difficult Aid recipient to maintain countries con mandates each makes use of a variety of strategies themselves have become more strict, scrutinizing inter- which have been developed in their own markets. national organizations and determining who is given access to people affected by disasters. Overall, the work The introduction provides an idea of the global context and security of aid workers is less guaranteed. Working in which humanitarian organizations work and are together, safeguarding humanitarian principles, and adapting to a changing world has become a necessity eight national appeal mechanisms and the recently for humanitarian organizations. The UN and interna- formeddoing their international fundraising. Emergency In the next Appeal chapter Alliance. we profile This

tional NGOs have significantly improved coordination 4 / The Emergency Appeals Alliance - The power of a joint appeal Photography by Mubashar Hasan/Oxfam

at the operational level. However, humanitarian funding occurrence, scale and human toll of natural disas- needs are often not met. Humanitarian agencies linked ters. This demands new forms of humanitarian aid, to the EAA consistently call on states to meet the especially linking relief to prevention and longer term funding goals that are set by the UN. They also recog- development. The slow-onset nature of recurring nize the opportunities to improve collective fundraising in their respective countries to help support the inter- engagement and support for relief efforts. It is more national effort for humanitarian aid. droughts and floods makes it difficult mobilize public disasters, and without high-level media attention fund- difficult to attract media attention for ‘slow onset’ Multiplication of non state actors raising is a challenge. EAA members are working on new creative ways to engage the public and work with New actors on the aid giving side are multinationals corporate partners to be able to fundraise and deliver and private philanthropic organizations, often aid also for these less ‘visible’ situations. operating differently compared to longstanding humanitarian organizations. Nevertheless, there are Technological developments when the focus is to alleviate the greatest needs of Ever faster information exchange through rapidly victimsgreat benefits of disasters. and opportunities There are great in working opportunities together, in evolving communications technologies has great cooperating with these new actors, both directly in the - ering humanitarian aid has become more complex, for humanitarian aid. In Germany EAA member Aktion onlinebenefits media, and comes including with social new challenges.media, demand While ever deliv Deutschlandfield and with Hilft regard works to fundraising, on developing joining partner powers- ships with companies interested in supporting direct however, humanitarian organizations access quicker humanitarian relief as well as longer term Disaster Risk andfaster more and accuratemore simplified data about messages. disasters On and the whatother is hand Reduction (DRR) in vulnerable countries. In the UK, needed to support victims. The internet also provides EAA member Disasters Emergency Committee works with British Telecom in creating a donating platform, in donors. In working together the rapid developments Switzerland EAA member Swiss Solidarity is working relatingthem with to athese fast andopportunities efficient channel are shared to reach and putpotential to with Swisscom and developing a partnership strategy for the near future. the benefit of all members of the EAA. Natural developments: longer term and recurring aid Climate change, urbanization, poverty and envi- ronmental degradation together are increasing the

The Emergency Appeals Alliance - The power of a joint appeal / 5 2. The power of joint action

Photography by Kate Holt

While considerable ground has been gained with better coordination and information sharing at the operational level of humanitarian work, competition between humanitarian organizations is still the norm at the fundraising - missedand communications which could help level save within lives high in emergencies. income countries. EAA members believe that this does not benefit the repu tation of humanitarian organizations and that significant opportunities for improving fundraising results are being 2.1 Main characteristics and to being evaluated against these. Important to note is that Agire (Italy) is the Italian focal point for SPHERE and conducts educational and training courses through National non profit organization with a it member agency Intersos. ADH also adheres to the process for launching an appeal above Codes of Conduct and addition to the European All joint appeals that are member of the EAA are legally Consensus on Humanitarian Aid2. Radiohjälpen has a slightly different approach; since it also funds broader development interventions adherence to SPHERE is decidingestablished when as a to not launch for profit a nation organization wide appeal, in their usually not a requirement. When applying for disaster funds, respective countries. They all have a specific process for organizations have to inform Radiohjälpen whether to have no more than two national appeals each year. they apply to SPHERE and if they do not, they have to Allthe organizationsboard has a final weigh say three in this. factors Most beforejoint appeals a national aim motivate why. appeal is launched; Method of distributing funds 1. the scale and seriousness of the disaster and humanitarian needs, Most EAA members are collaborative joint appeal mechanisms that have been formalized. Most of them 2. the ability of member organizations to provide apply minimal criteria for membership, often based adequate humanitarian aid, and upon standards of capacity, quality and expertise. They use a distributional key (ie. formula) to allocate funding 3. the public’s willingness to donate for the to their members. This key is based on the funds disaster.1 raised over the last two or three years by a member organization and its capacity to deliver humanitarian Adherence to international humani- aid in vulnerable countries. Two of the organizations, tarian Codes of Conduct Radiohjälpen and Swiss Solidarity, have originated as All member organizations of the national joint appeals, a branch of national public radio, and later, television. Later established as independent organizations, they funding, have to adhere to internationally recognized distribute funds according to project proposals by humanitarianor the benefiting standards organizations such as that the applyRed Cross for project and NGO pre-approved humanitarian organizations who are Code of Conduct in Disaster Relief. Agencies receiving guaranteed a proportion of the funds. They also review funds from EAA members are committed to applying proposals by humanitarian organizations that are not SPHERE standards in their disaster response programs part of their direct ‘family’ of aid organizations.

1 SHO has a 4th requirement: the level of media attention for the 2 http://europa.eu/legislation_summaries/humanitarian_aid/ humanitarian context of a disaster. ah0009_en.htm 6 / The Emergency Appeals Alliance - The power of a joint appeal Monitoring and evaluation processes ships (Aktion Deutschland Hilft) with their national public broadcasters. Both Consortium 12-12 (Belgium) All joint appeals have mechanisms for monitoring and and the SHO (the Netherlands) have non formal but evaluation of the programs which they fund. Some well established relationships with public media. The reserve a small portion (1 or 1,5%) of funds raised Humanitarian Coalition and Agire are relatively new Photography by Kate Holt for evaluation purposes. Evaluations are deemed to organizations still developing and broadening their be integral to maintain donor accountability and also media relationships. In all cases public and commercial support cross-agency learning. They are increasingly media play a key role in promoting appeals when these demanded by large donors (governments, corporate are launched. sector) as well as the general public. All EAA members Corporate partnerships have also been established by have participated in government sponsored evalua- most EAA members. Mostly in the communications are submitted to independent financial audits and some tions. Most organizations conduct real time project or banking sector and often through in-kind technical monitoring by visiting projects and evaluations after support, although corporate and employee donations projects are completed. These are usually conducted by independent evaluators, with participation of organi- and donations are also offered during appeals. All sations which have received funding. All EAA members membersare also significant. recognize Importantly,this interest spontaneousand seek to strengthen support publish evaluations and audits on their websites. and broaden their partnership strategies with the cor- porate sector. Given the high cost in duplicated time and resources of conducting multi-agency evaluations, EAA members regularly seek opportunities to collaborate on moni- toring and evaluation activities. For example, DEC and 2.2 Success factors and best the Humanitarian Coalition have done joint evalua- practices tions or response reviews for the Philippines Typhoon (2013) and the East Africa Drought (2011). One stop shop and a single united voice in emergencies Cost effectiveness of secretariat and staff In order to keep costs down secretariats are generally joint appeal mechanism is that it makes donating easier kept small. Some have staff over 10, others are just 2-3 forThe people single bymost creating important a ‘one benefit stop shop’. offered The by existance a national - of a single focal point allows for creating country-wide tions staff and volunteers during the critical times of momentum of public and media engagement in support appeal.persons, Secretariat extended significantlyand staff costs by aremember often fundedorganiza by of disaster survivors. All EAA members have built, or membership fees and sometimes the interest of invest- seek to build, strong brand names that have a high ments. Most EAA members do not fund administrative degree of public credibility and trust. costs through their appeal fundraising. EAA members seek to take the guesswork out of giving. Coordination and partnerships Having a single national appeal for donations helps to prevent public confusion or even alienation due to for fundraising having to choose between a number of organizations Partnerships and relations with media organizations and related causes. As it may be hard for people to dis- are considered crucial for successful fundraising on a tinguish between humanitarian agencies, the national joint appeals allow donors to make a donation for the a disaster it is very hard to raise any funds at all. Some cause, knowing their money goes to the agencies that organizationsnational scale. have Without grown significant from their news national reporting public on have the capacity and expertise to deliver human- media (Radiohjälpen, Swiss Solidarity), others have itarian assistance. It also means presenting one longstanding (DEC) or very clearly regulated relation- coherent and credible voice to the public on the major

The Emergency Appeals Alliance - The power of a joint appeal / 7 Photography by Chris De Bode/Save the Children issues. Moreover, it also prevents costly competition and continuously work to improve their monitoring and and simplistic messaging while reducing humani- evaluation processes. tarian organizations’ time-consuming quest for media attention. When there is one large, coordinated appeal Cost efficiency with a clear and informed message, this improves the Working together at the national level cuts costs in increasing sophistication of the donating public, and several ways. Firstly it removes the duplication of thesector’s growing ability worries to influence of diminishing media coverage. trust levels Given for the advertising costs by participating organizations as humanitarian organizations, EAA members are par- multiple advertising campaigns can be merged into ticularly well suited to contribute to rebuilding public one. Moreover joining forces makes it possible to form partnerships with media, communication agencies and the private sector more broadly, increasing oppor- confidence. tunities for ‘in kind’ contributions of expertise and Quality other support. Whereas media broadcasters would Expertise and experience ensures the quality of aid not partner with one humanitarian organization delivered. EAA membership criteria guarantee a high out of concern to preserve their independance, they level of experience and presence in relevant regions in can support a coalition of groups and help support the world as well as adherence to international humani- increased exposure of the appeal for aid. Sharing tarian standards both for operations and fundraising. costs for humanitarian fundraising appeals diminishes Joining forces increases preparedness and speeds the overall costs while organizations are able to maintain delivery of humanitarian aid . Quality also means that humanitarian needs are met when a disaster is not as appeal by staff from the members or temporary staff. immediate or newsworthy, as is the case with ‘slow Ina lean some office cases that new can projects be extended to reach at theout heightto a younger of an audience through social media or music festivals are also feasible when working together. asonset’ high. disasters EAA members such as are recurring working droughts, out ways floods to keep or conflicts that are less visible but where the need is a focus on these key humanitarian needs, also when Fundraising public and media attention is not as easily mobilized All members agree the online or digital world is a which public opinion is hesitant or split. Also in these large part of the future for fundraising. Wherever circumstancesbecause it concerns EAA membersrecurring keepdroughts up humanitarian or conflicts in possible investments are made through appointing principles and work out ways to fund relief efforts. staff for social media communications, developing Finally, quality is related to being accountable and fundraising apps for mobile devices and streamlining evaluating project results. EAA members are committed communications through media, websites and social to the highest levels of transparency and accountability media. Commercial advertising may also be part of this through, for example, pay per click ads. Some of

8 / The Emergency Appeals Alliance - The power of a joint appeal the members reach out directly to their individual in the gaps, both for members as well as for media. Such donors through direct mail, others are exploring this efforts get noticed by for example large funders as the as a new avenue. Reaching out to youth is another goal European Union. Overall this improves the quality and of most EAA members. In several countries (Sweden, speed with which information is distributed, improving Switzerland, Germany, Belgium) this is done through knowledge about humanitarian disasters and therefore reaching out to radio stations or creating a music event improving chances for fundraising. that has strong interaction with social media. A priority objective of the EAA is to support the mem- bership growth of existing joint appeals and promote Partnerships the expansion of the national appeal model to other Because of the combined expertise and experience, countries. Firstly, relatively new national appeals, for the corporate sector in many cases shows interest in example the Humanitarian Coalition in Canada and partnerships with national joint appeals even though Agire in Italy, seek to grow and get additional human- itarian agencies on board within their countries. be strong. Such partnerships with corporations are Secondly, the EAA aims to support the creation of increasinglycompetition exploredwith other by non EAA profit members. organizations They can may national appeals where they do not yet exist, as this will create more international leverage. Countries where is needed. Firstly by improving the speed and scale humanitarian agencies are exploring the creation of a ofhelp fundraising, deliver aid but more also quickly through and innovations efficiently thatwhere can it national appeal include Austria, Australia and France. improve the quality and delivery of aid in vulnarable Ideally, at the long term, EAA members hope simul- regions itself. DEC (UK), the Humanitarian Coalition taneous appeals across all of their countries will be (Canada) and Swiss Solidarity are among those who are possible. looking into partnerships with communications- and webbased corporations in order to reach out faster An objective to explore further is the joint evaluation to the public. Aktion Deutschland Hilft alo looks into of humanitarian projects, as this has a large potential of cooperation that could lead to delivering better aid ‘on cutting costs and enhancing accountability. Past expe- the ground’. Other EAA national appeals do not have the rience has shown collaboration in this area to be cost structure to reach out to the corporate sector them- selves, as this would risk duplicating efforts (such as Consortium 12-12 or SHO). However, their members requirementsefficient and less or regulationsdisruptive for in differentpartners countries,in the field. (the humanitarian agencies) are working on corporate similarAlthough formats not always for evaluations easy due to would specific contribute organizational to the partnerships at their level. oversight of donors. Some members also foresee the possibility of working with greater complementarity

2.3 EAA: the case for cooperation at EAA members and the humanitarian agencies they are composedin the field. of If could this can support be achieved a larger in global the future, coverage. the the international level Overall, working together at an international level gives The goal of the Emergency Appeals Alliance is to the EEA a global weight making it possible to reach get more humanitarian assistance faster to people out to the international media and the global corpo- in need. Working together at the international level contributes to that in several ways. Firstly, sharing results. Joining forces has the potential to create inter- experiences, ideas and knowledge improves faster and nationalrate sector opportunities that could significantly while strengthening scale up fundraisingmembers’ accurate knowledge on humanitarian disasters as well as decision making on whether to launch an appeal. Members complement each other with experience and credibility and influence. knowledge of certain regions. Combined knowledge fills The Emergency Appeals Alliance - The power of a joint appeal / 9 3. Profiles

The Emergency Appeals Alliance - EAA

History After sharing knowledge and experience for several years, the joint appeals of eight countries decided to form the Emergency Appeals Alliance in 2013. Each joint appeal is a cooperation of aid organizations and in some cases the public media organization in their respective countries. Their goal is to deliver humanitarian aid better and faster to the survivors of international disasters. They realize the power of joint action and therefore have formed an international alliance to share experiences and knowledge while working to innovate for larger scale and more timely fundraising results which meet the highest

humanitarian agencies that cooperate in national appeals which are members of the EAA, had an annual turnover of 3standard billion euros. of public As suchaccountability. they are an The important Emergency global Appeals humanitarian Alliance force.is the first global alliance of its kind. In 2010 the

The EAA consists of the following national joint appeals:

Appeal Population Country Name results 20131 (in millions) (in million euros) Belgium Consortium 12-12 10.8 7,722,000 Canada Humanitarian Coalition 34.7 5,427,000 Germany Aktion Deutschland Hilft 82.0 81,987,651 Italy Agire 61.0 438,584 2 The Samenwerkende 16.7 41,211,909 Netherlands Hulporganisaties Sweden Radiohjälpen 9.5 18,000,000 Switzerland Swiss Solidarity 7.7 43,637,000 Disasters Emergency United Kingdom 62.8 129,781,869 Committee

3 Approximate amounts due to exchange rates. 4 Phillipines Appeal, in cooperation with the Italian Red Cross.

10 / The Emergency Appeals Alliance - The power of a joint appeal Organization appeals through its own knowledge and experiences, in countries where these do not yet exist. By joining forces The alliance is a voluntary body without a legal statute. the EAA members seek to attract (international) media The goals of the alliance are to mutually support members’ funding and reporting mechanisms so scale and width of their humanitarian appeals. national appeals are cost effective and can be held up as and corporations that could significantly enhance the examples of ‘good donorship’ . They work to champion the highest standards of humanitarian practice and Successes public accountability and to enhance the membership Although the EAA is still very new, its members already of the existing alliance members as well as to assist the development of potential new joint appeals in other and sharing information. Staff members of the joint countries. They work to develop a network of global appealshave realized are able some to sharedirect information benefits of exchanging and assess the corporate partners who will back the appeals in each needs for an appeal more quickly. Also sharing inno- national context. The eight national appeals contribute vative ideas on using new technologies such as text a modest yearly fee to support the EAA network and messages, social media interaction or developing aps annual meeting. for fundraising, is valuable. The experiences of the EAA national appeals has attracted the attention of various In order to join the EAA, prospective members must: humanitarian agencies in several other countries who

●● - example in Australia, France and Austria. tion” in their country seek to improve cooperation, efficiency and results, for be legally constituted as a “not for profit organisa ●● be mandated to run national appeals for interna- Partnerships tional disasters Developing international partnerships with media ●● be fully accountable to the relevant statutory organizations or the corporate sector that support bodies in their country of operation fundraising activities, especially online fundraising, is an important goal for the EAA. In several countries ● be in existence for at least 2 years ● the corporate sector has reached out to EAA members ●● follow best practice standards for fundraising in during humanitarian appeals, partly due to the their national context increased conciousness of corporate social respon- sibility. Most EAA members are working on future ●● only one organisation from each country can be a strategies that includes reaching out to corporate member at any one time partners. ●● receiving funds for humanitarian Challenges, opportunities, for the future beneficiary organizations (members or grantees) ●● purposes from the national appeal should be - signatories of the Red Cross and NGO code of nity to increase their public reach and lower costs conduct and agree to independent evaluation of byThe collectively EAA members reaching have outa siginificant to media or opportu corporate their emergency programs. organizations in potential worldwide humanitarian appeals. In addition, developing joint evaluations would Fundraising help reduce costs as well as answer to the needs of, especially, major donors. EAA members are further In order to enhance the reach for fundraising the developing new ways to reach out to the public in EAA members aim to grow both at the national as relation to more complex humanitarian appeals such as international level. Firstly the EAA wants to increase membership of humanitarian agencies, where there is and developing corporate partnerships at the interna- still opportunity to grow (such as in Canada or Italy). tionaldroughts level and are conflicts. some of Developingthe practical a stepscollective that websitewould Secondly, the EAA supports the development of national help to reach these goals.

The Emergency Appeals Alliance - The power of a joint appeal / 11 Belgium - Consortium 12-12

National Population Staff size

10.8 million 0.25 FTE (up to 3 when appeal running)

Year of foundation List of members

1979 (informal), Unicef Belgium Handicap International Plan Belgium Belgium 2005 (formal) Caritas International Doctors of the World Oxfam Solidarity (MdM)

History and a the director, assisted by a basis. Reports are published on the permanent contactgroup of the website. Consortium 12-12 has grown from members. The members organiza- an informal cooperation struc- tions of the Consortium contribute ture addressing the humanitarian Fundraising indirectly to the administrative and disaster in Cambodia in 1979, to fundraising costs, which do not rise The Consortium has a good rela- a common bank number (giro above 2,5% (excluding contribu- tionship with Belgian public radio 12-12) for the 1984-1985 famines tions of member organizations). and television although no formal in Africa, to a formal structure A crisis coordination comittee mechanism is in place. In the event in 2005. In 2005 revenues of the consisting of representatives of the of apparent disasters both the Asian Tsunami appeal increased member organizations decides on Consortium and the media keep in to a point that informal coopera- the launch of an appeal on the basis touch to judge the opportunity to of three factors; the severity of a launch an appeal. It may happen a legal perspective. The Belgian disaster, the capacity of its member that only the Flemish media will Consortiumtion was no longer12-12 currentlyjustified from has 6 organizations to respond and the participate. Commercial media members; Unicef Belgium, Caritas estimated willingness of the public generally follows public media International, Oxfam Solidarity, to contribute. The governance board in supporting the appeal. Media Handicap International Belgium, validates the decision to launch an partners usually make a 30 second ‘Doctors of the World’, and recently appeal. Resources are distributed media clip for distribution. The Plan Belgium joined. through a partition mechanism Consortium does not start up a full based on each members’ private campaign (public posters, mailings Organization fundraising of the last three years etc.), but aims to keep costs as low as possible by working and engaging Consortium 12-12 has a light struc- (excluding Consortium resources). with (media) partners almost ture. There is no standing secretariat entirely pro bono. Although online or staff apart from the Director submitted to the Belgian Ministry of Of every appeal a financial report is donations are important (15%), and an accountant. It’s actions and Finance. In addition other auditing there is no pro active online strategy activities are governed by a council and reporting is done on a regular as it does not directly generate more

12 / The Emergency Appeals Alliance - The power of a joint appeal Belgium - Consortium 12-12

funding. An important contribution online registrations and dona- usually appointed to reach out to is made by local communities such tions. A modest success has been the corporate sector. as schools, neighbourhoods, com- panies or even individual families decision as the willingness of the Challenges and innova- organizing activities for fundraising. publicthe Syria to contributeappeal, though was anot difficult esti- This is something to strengthen and mated high, an appeal was launched tions for the future support through social media strat- nevertheless. In combination with The most important challenge egies. Provinces and municipalities the Philippines appeal, launched in remains how to proportion the dif- are also important donors. November 2013, quite a few donors ferent appeals. There is the risk of made a double donation. the loss of interest in humanitarian disasters and of support by media Major successes, when appeals are made too often. highlights Partnerships A balance must be found between The Asian Tsunami appeal was the launching appeals in response to most successful, 55 million euros strategy regarding corporate serious humanitarian disasters and were raised. Also the appeal for partnershipsThe Consortium or sponsorships.has no specific It keeping the public highly involved Kosovo and the Balkans in 1999 is somewhat complex to engage and interested. It would be worth has been important as a call centre proactively in such partnerships looking into a model with different as there may need to be sign offs degrees of an appeal in order to could call for information, register for which the Consortium has no ask for contributions without the (fundraising)was first tested activities which the and public donate mandate. One of the members full blown activities and scale of a directly. This has now evolved to organizations of the Consortium is nation wide appeal.

Canada - Humanitarian Coalition

National Population List of members

34.7 million Care Canada Oxfam-Québec Save the Children Canada Oxfam Canada Plan Canada Year of foundation Key Private sector partners 2005 (informal), 2010 (formal) Bell Media eBay Rogers TV Shaw Media 20 Vic Management Inc Staff size Metro Paypal 3

The Emergency Appeals Alliance - The power of a joint appeal / 13 Canada - Humanitarian Coalition

History pre- established formula based on Demonstrating the power of collec- members’ capacity. A minimum The Humanitarian Coalition (HC) of 85% is allocated to members’ public awareness, the HC was able to was formed on the premise that programs. Operating costs are paid mobilizetive action strong to influence Canadian media generosity and competition limits the humani- for by annual contributions of the during an appeal for the 2011 East tarian sector’s collective ability to members. Accountability is provided Africa drought. Some $14,5 million get assistance to disaster survi- for through unique joint evalua- was contributed for that appeal, a vors. HC members work together tions of member programs. These sum far superior to expectations for in times of disaster to reduce the evaluations are shared for learning, a slow-onset crisis of this nature. wasteful duplication of costs, speak through events and on its website. to Canadians with one voice, raise awareness about response needs The HC further seeks to promote Partnerships and make giving as easy as possible. Canadian awareness of humani- HC has one part time staff working tarian issues and support sector on partnership development. The commitment to form the HC dialogue on latest learning, trends Though none of these are formal, emerged following criticism of and policy. As such, it has developed the HC has established partnerships excessive NGO competition in educational materials on disaster with several media organizations. the aftermath of the 2005 Asian response and sponsors an annual Support from a variety of sectors Canadian Humanitarian Conference. has included radio-fundraising ini- was launched for the Pakistan tiatives, online promotions, and the Tsunami. A first pilot joint appeal earthquake 2005. By 2010 the waiving of credit card fees during Humanitarian Coalition was incor- Fundraising some of the HC appeals. In addition porated as a separate legal entity The HC appeals make use of TV to private sector engagement, the and it became a leading actor in the spots, radio spots, newspaper HC hopes to increase direct partner- Canadian humanitarian fundraising ads and online banners that ship with the Canadian Government landscape following the Haiti earth- are provided free of charge by through joint initiatives such as the media partners. There are several Canadian Humanitarian Assistance important media partnerships, Fund. quake and Pakistan floods that year. Organization primarily with commercial TV, radio, print media, as well as digital out of home. As appropriate, ads may be Challenges and innova- agencies: CARE Canada, Oxfam purchased on Google and Facebook tions for the future Canada,The HC currently Oxfam Quebec, has five Plan member Canada and in certain newspapers. HC has the opportunity to be the and Save the Children Canada. It is one-stop stop shop for Canadians accountable to its member agencies and to increase the scale of per through the Board of Directors Major successes, capita giving in Canada. 80% of and managed by a Secretariat of highlights donors to the HC have never given to four staff. The members contribute With the support of Canada’s any of their member organizations. directly to management and over- Department of Foreign Affairs, Nevertheless, 40 years of compe- Trade and Development (DFATD), tition and brand development in standing committees with respec- the HC has created the Canadian Canada has led to signifcant barriers tivesight strategic through priorities. participation HC abidesin five Humanitarian Assistance Fund to increasing HC membership as by relevant codes of conduct such as (CHAF) to provide assistance for prospective members weigh col- SPHERE and the Canadian Council smaller-scale disasters which do not laboration against perceptions of for International Cooperation’s Code receive media attention and where of Ethics and Operational Standards. funding for relief efforts is not avail- Funds raised are distributed by a able elsewhere. potential loss of public profile.

14 / The Emergency Appeals Alliance - The power of a joint appeal Germany - Aktion Deutschland Hilft, e.V.

National Population Year of foundation Staff size 82 million 2001 8 full time positions, 10 part time positions (2013)

List of members action medeor e.V. - arche noVa-Initiative für - HelpAge Deutschland e.V. Help Hilfe zur Selbsthilfe, Menschen in Not e.V. e.V. ADRA Deutschland e.V. - Kinderhilfswerk Stiftung - BRH Bundesverband Global-Care Islamic Relief Humanitäre Arbeiter-Samariter-Bund Rettungshunde e.V. Organisation in Deutschland e.V. - LandsAid e.V. -Verein für Deutschland e.V. - DEMIRA Deutsche Internationale Humanitäre AWO International e.V. Minenräumer e.V. Hilfe Johanniter-Unfall-Hilfe e.V.

CARE Deutschland- - Freunde der - Solidäritätsdienst Malteser Hilfsdienst e.V. Luxemburg e.V. Erziehungskunst Rudolf International e.V. (SODI) Steiners e.V. World Vision Deutschland Der Paritätische - Terra Tech e.V. Wohlfahrtsverband- - Hammer Forum e.V. Förderprojekte e.V. Gesamtverband e.V. Zentralwohlfahrtsstelle - Handicap International Habitat for Humanity e.V. der Juden in Deutschland e.V. e.V.

History There are two more coalitions for tribution key ranges from no less disaster aid in Germany, these only than two percent and a maximum Aktion Deutschland Hilft (ADH) was come together in case of major of 33 percent of the funds to a founded in 2001 aiming to jointly emergencies and agreements are joint appeal. Annually, the member deliver aid in large scale disaster made on how to approach the organisations report their capaci- situations in a timely, effective and media. According to the general regulations, appeal was held for a national jointties to appeals the the are central also subjectoffice of to ADH. joint disastercost-efficient to support manner. people It’s first impacted Organization evaluations. Permanent working ADH has a permanent structure groups on projects and media Germany. Since then a lot of interna- with clear regulations on projects, report on humanitarian situations. tionalby the appealsflooding have of the been Elbe launched. in fundraising, media and quality Conference calls with representa- Starting with 10 member organiza- assurance. Funds are allocated tives from member organisations tions in 2002, ADH has grown to 13 to the member agengies through are held to discuss if an appeal organizations in 2014, thus forming a distribution key calculated on the largest relief alliance in Germany the basis of the capacities of each decision is made by the board of in terms of membership. member organization. The dis- directors.should be Oncelaunched, a joint and appeal the final is

The Emergency Appeals Alliance - The power of a joint appeal / 15 Germany - Aktion Deutschland Hilft, e.V.

launched, member agencies are Reaching out to stakeholders by group on CSR and adopted clear emergency mailings, social media ethical guidelines. Partnerships with hours whether to join or not. The initiatives. and television. businesses are recognized by AHD sharerequested for each to confirm organisation within is48 then calculated based on the general Major successes, as a growing field. distrubution key. It is important to Challenges and innova- note, that one percent of of the funds highlights is reserved for measures of quality ADH currently has 13 members tions for the future assurance, such as independent agencies. A strategy for 2020 is ADH recognizes the humanitarian evaluations and trainings. being worked out to position ADH as denomination for humanitarian donors are interested in lowering aid in Germany. The fact that ADH costsfield is and changing pooling as money institutional for foreign Fundraising has been able to provide assistance humanitarian aid. ADH there- A joint appeal usually runs for in Germany itself, is considered fore adapts to answer to higher two weeks after which it may be positive by the German public, this demands of quality. There are also prolonged (decided by the board of contributes to ADH’s reputation in more cross-sector relationships directors). In Germany the public and new relations with actors from media ‘market’ is divided among the industry. Another development three existing joint appeal coali- the field of humanitarian assistance. Partnerships ADH works is social media. ADH public broadcasting services (ARD). Business enterprises approach isthat working is strongly on innovations influencing such the way as Dependingtions. ADH contactson the size the or first magnitude national ADH, as the trend in Corporate developing apps. Online presence of a disaster, charity events may Social Responsibility grows steadily. has become equally as important as be held. This was e.g. the case with Companies are becoming increas- to the traditional media. the Haiti earthquake in 2010 and ingly interested in aligning their strategies in emergencies as well as There are three ways of reaching out in Disaster Risk Reduction (DDR). tothe the floodings public: in Germany in 2013. ADH has established a sub working

16 / The Emergency Appeals Alliance - The power of a joint appeal Italy - Agire

National Population Key private sector partners 61 million Banca Prossima

Year of foundation List of members

2007 Actionaid GVC SOS Vilaggi dei Bambini Amref Intersos Terre des Hommes Staff size Cesvi Oxfam Vis 5 Coopi

History the Italian Red Cross is ongoing tions, while all trustee support to and talks are underway on how operations is strictly pro bono. Agire started in 2007 as an initia- to effectively consolidate a long tive of several international NGOs, term partnership between the two The Board of Directors is respon- such as Action Aid and Terre des organizations. sible for the decision to launch an Hommes. The experiences of joint appeal and will do so only if member appeals in other countries inspired agencies have a relevant presence this group of agencies to make the Organization and capacity in the area struck by a effort to create a similar organiza- Agire today has 10 member agencies humanitarian emergency. Allocation tion in Italy. The group was able and is governed by a Board of of funds to the individual member to subsequently merge with an Directors consisting of three repre- agencies is based on a capacity alliance of smaller Italian NGOs sentatives from member agencies matrix which assesses each orga- collaborating in the area of interna- and four independent trustees. nization’s proposed projects and tional cooperation and development Independent trustees are elected by impact together with its effective to successfully create a highly repre- the Assembly of member agencies capacity on the ground for each indi- sentative network of Italian agencies based on their ability to bring vidual crisis. Of funds raised 91% working in international human- is allocated to members’ programs, itarian and emergency response. strengthen mission critical activities while 8% goes to appeal manage- During the 2013 Philippines ofspecific the secretariat. competencies The needed secretariat, to ment expenses. Transparency and disaster, Agire was able to further responsible for operational man- accountability are an important expand joint action among Italian agement, consists of three full time element of Agire’s added value agencies by successfully cooper- and two part time staff members. and therefore 1% of fundraising ating with the Italian Red Cross for Administrative costs associated with is directed to the monitoring the secretariat are covered by the and evaluation of projects which Cooperation between Agire and member agencies’ annual contribu- are conducted through external the first time in a national appeal.

The Emergency Appeals Alliance - The power of a joint appeal / 17 Italy - Agire

bodies. These evaluations as well cols to improve time to launch and, appeals - in promotional activities, as relevant project documents and thus, national emergency fund- employee engagement and goods updates are routinely shared with raising results. In parallel, Agire donations where possible. Overall the public on Agire’s website. has begun to invest in improving this type of corporate support is its capacity and approach to online still quite underdeveloped so Agire Fundraising fundraising, bringing on a dedicated is currently reviewing how to more staff member and setting up a pilot effectively reach out to the business blogger community in 2011. community and actively engage cor- is primarily driven by SMS text porate partners in both fundraising messagesIn Italy, non and profit television fundraising campaigns. Major successes appeals and emergency prevention This particular characteristic of the campaigns. Italian fundraising approach poses The most important success so several challenges to Agire, both far for Agire is having been able to in terms of its ability to quickly introduce a working collaboration Challenges and innova- launch an appeal and in terms of mechanism in the highly frag- tions for the future the amount of funds it is capable mented and individualistic Italian Agire is in an important period of of raising. Regarding the latter, transition. While the past years average donations from SMS text network brings together both large have necessarily been dedicated messages are around 2-4 euros, internationalnon profit sector. NGOs The and fact smaller that the to building the network, managing Italian organizations is also con- relations with public institutions appeal results since SMS donations sidered a major achievement. The and constructing operational typicallywhich significantly represent overlowers 50% overall of the appeal for Haiti was by far Agire’s processes in order to introduce total. Furthermore, access to SMS most important and successful a joint appeals model in Italy, the and television for an emergency campaign, raising over 15 million current competitive conditions – in appeal is granted by the telephone euros . Outside of appeals, Agire particular the aggressive expan- operators and television networks also publishes an annual research sion of United Nations agencies’ for each individual crisis and report, ‘The Value of Aid’, which emergency fundraising efforts exclusively to only one organization tracks trends in the destination and aimed at the private sector – and in Italy. This results in a decision sources of global humanitarian aid the dependence on the SMS for scale process which often delays the and is used for advocacy and aware- in national fundraising necessi- launch of an appeal (sometimes ness raising for humanitarian issues tate a new strategic focus for Agire up to 2 days following the onset of and work. in the coming years. To that end, a crisis) and competition with the Agire will be focusing on strength- Agire network of agencies from Partnerships ening its competitive positioning both non-emergency NGOs as well and innovating its fundraising As previously noted, partnerships as the United Nations governmental approach through the construction with broadcasters and telephone agencies. Since access to the SMS of multi-stakeholder partnerships operators are the most critical and TV is critical to successful scale with broadcasters and telephone for successful appeals in Italy for national appeals, Agire has put operators and the development of and therefore Agire continues to much effort into creating awareness new fundraising channels like digital make this area of partnerships among the telephone operators and social media. and broadcasters of the value and a strategic priority for develop- representativeness provided by the ment. Agire has a program entitled Agire NGO network as well as the “Active Companies” which seeks to need for partnerships and proto- involve corporate partners during

18 / The Emergency Appeals Alliance - The power of a joint appeal The Netherlands - Samenwerkende Hulporganisaties

National Population Year of foundation Staff size

16.7 million 1984 (informal), 2007 (formal ) 3

List of members

UNICEF Nederland Save the Children ICCO/ Kerk in Actie

Red Cross, Netherlands Stichting Vluchteling CARE Nederland

Oxfam Novib World Vision Plan Nederland

Cordaid, Mensen in Nood Terre des Hommes

History director of each member organi- tions. The member organizations zation is represented on the Board The ‘Stichting Samenwerkende and they each have one vote. Next relating to content of operations Hulporganisaties’ (Foundation of to this there is a Supervisory Board todeliver the SHO, financial which reports then publishes and reports a Cooperating Aid Organizations, joint report on its website. Further New members can be accredited and more, the Ministry of Foreign Affairs in 2007, after the Asian Tsunami occasionallyconsisting of afive (regionally) external members. special- and the Court of Audit (Algemene appealSHO) officially made clear became that amore foundation ized guest participant may join as Rekenkamer) have done evaluations formal cooperation was necessary. was for example the case with the on the 2010 Haiti appeal. Especially national public media Haiti and Tsunami appeals. The called for one organisation and one goal of the SHO, or Giro555 as it is appeal they could refer to, in stead Fundraising better known among the public, of having to deal with several organ- is to remain an ad hoc coalition The decision to launch an appeal is isations. SHO members informally when the need arises. An appeal made by the Board and based on an cooperated in joint appeals since usually lasts two to three months.. assessment of which members join 1984, (east African famines). The The staff consists of three part time in, the interest of the media, and an name ‘SHO’ has been used since employees. During an appeal they assessment of the engagement of 1989. The 2014 ebola appeal is the are supported by a crisis team that the Dutch public. The SHO has an 40th appeal and up to the appeal for can be set up within days. Funds informal cooperation with national the Philippines in 2013 789 million are distributed according to a public media who are generally keen Euro’s has been raised by the SHO. distributional key based on each to support an appeal. Commercial organizations own fundraising and media generally follows in pro- Organization their capacity to deliver aid world- moting an appeal. In exceptional large disasters (the Asian Tsunami, Currently there are 10 member wide. Presidency rotates between Haiti, Philippines) a national televi- organizations. The executive -

the five largest memberThe Emergencyorganiza Appeals Alliance - The power of a joint appeal / 19 The Netherlands - Samenwerkende Hulporganisaties

sion appeal is done which generates activities that contribute to the Challenges and innova- high revenues. An effort is made not appeal such as the neighbourhood tions for the future to launch more than 2 appeals each kids who organize a fundraising year, also to prevent ‘appeal fatigue’ activity, companies offering free One challenge is to prevent brand . The SHO divides appeals in rapid, assistance and so. ‘Giro555’ really is competition and the constant aim (Philippines), and slow onset disas- of the Dutch public, more so than of is to strengthen the common goal the participating member orga- without being each others compet- The readiness of both media and the nizations’. It is further more very itor. Another challenge is how to publicters, (droughts to support in anAfrica, appeal conflicts). is clearly valuable that public media is gener- answer the increasing need of the larger for large, rapid natural disas- ally willing to leverage their contacts public and media for accountability. ters than it is for recurring droughts to engage the broader, commercial, Although several mechanisms are in media world. This is very important place, there is a demand for detailed onset’ appeals may not be televised, for the result of any appeal. The insights and results reporting which and complex conflicts. Some ‘slow Asian Tsunami, Haiti, and the is costly. Nevertheless the SHO goal. Kosovo appeals have generated the is cooperating with it’s member but still have a substantial financial highest revenues so far. organizations to adapt in a construc- tive way to these public demands. Major successes, Another challenge is the potential highlights Partnerships ‘appeal fatigue’, especially regarding Even though research in the The SHO does not initiate structural ‘slow onset’ disasters often relating Netherlands continues to show less partnerships with the corporate to more complex issues that are willingness to give, the joint appeals sector as this would make them a manages to generate nationwide competitor of it’s member organiza- public. Nevertheless, the SHO still more difficult to reach out for to the support. Especially with rapid tions. During appeals however, there aims to raise substantial revenues in natural disasters there is feeling are companies that offer assis- these cases (for example 25 million of unity and a wish to support in tance and make donations in many euro for the African droughts). diverse ways. It therefore remains creative ways. important to cultivate many small

Photography by REUTERS/Strringer (MYANMAR)

20 / The Emergency Appeals Alliance - The power of a joint appeal Sweden – Radiohjälpen

National Population Year of foundation Staff size

9.5 million 1939 6

History agreement with Radiohjälpen for reporting and auditing demands. the Children of the World campaign, Evaluations are submitted by Radiohjälpen of Sweden started but over 50 organisations received NGO’s, and projects are also visited in 1939 as a Christmas fundraiser support for their international by Radiohjälpen and TV or Radio for Swedish servicemen and work and over 200 for work in reporters who use short videos to their families. After great success Sweden. So far there is not yet a report back to the public about the it became a branch of Swedish formal procedure in place to launch projects. Due to it’s embeddedness public radio, and later, television. a humanitarian disaster appeal in Swedish public media there is a International fundraising started but the criteria used include the after 1945. In 1966 Radiohjälpen visibility of the disaster, whether became a separate legal entity. The there are humanitarian partners significant airtime available. most important fundraising events Fundraising in place and whether support and campaigns of Radiohjälpen are from Radiohjälpen will contribute The National Collection of Children Children of the World (humanitarian to increased overall fundraising. of the World is Radiohjälpen largest and development work), the Crown However, there is always the pos- humanitarian and development Princess Victoria’s Fund (recre- campaign, which started in 1997. ational activities and support for and more formal procedures are in Once a year an estimated 45.000 children with disabilities in Sweden) development.sibility to create Important a specific is appeal that no volunteers raise money together. and Music Aid. Compared to the competition with the ngo and their Through events, concerts, bazaars other joint appeals, Radiohjälpen own campaigns should arise. Liaised and collection boxes many munic- is slightly different as it is not organizations put a minimum ipalities, schools, businesses, exclusively directed at humani- amount of work into campaigns churches and others make an effort tarian disaster appeals. Importantly, and mobilize volunteers. In 2013 a to reach collection targets. During Radiohjälpen mandate is not only decision was made a more formal the campaign week in October, to raise funds for these interna- partnership process will be put in reports of projects funded by the tional and national causes, but also place. For the Children of the World campaign are broadcasted. The to inform the Swedish public of campaign, the 12 organisations newest and fastest growing fund- humanitarian issues. It is therefore (selected from the 21 liaised on a raiser event is Music Aid, (adapted deeply rooted in Swedish society. rotating basis) receive 75% of the from the Dutch originated ‘Serious collected funds based on proposals Request) where dj’s broadcast radio Organization that are reviewed by a committee. non stop from a glass cage set up at a town square before Christmas. The board has 13 members of which Criteria are presence and experience Spin off events are created Music Aid 6 come from Swedish NGO’s that in the concerned countries. The has developed a strong social media serve in their personal capacity. 21 staff of Radiohjälpen has grown to 6 community with 200.000 followers. Swedish NGO’s are liaised by written persons, especially due to increasing

The Emergency Appeals Alliance - The power of a joint appeal / 21 Sweden – Radiohjälpen

Major successes, Partnerships accountability is demanded and therefore more staff is needed to highlights Radiohjälpen as such does not process reporting, monitoring and have partnerships with businesses. The Children of the World campaign auditing. New ways are also needed Children of the World has a number has been Radiohjälpen most to interact between television and of smaller partnerships with one important success in the last years. social media and attract younger staff position dedicated to such The projects it supports overlap participants. New digital ways of partnerships and Music Aid has one in their development and human- fundraising are being developed temporary staff person working on itarian aid character. The board is through SMS text messaging and a partnerships during it’s campaign. discussing whether a more clear dis- digital collection bucket. Another However, during the Philippines tinction should be made. Currently challenge is that more international appeal 10% of donations came from the campaign is being revamped, aid organizations set up fundraising aimng to attract younger audiences. corporations who wanted to con- tribute, eventhough there were little Other successes are Music Aid which funding. Although there is no ban on is the fastest growing fundraiser, that,offices Radiohjälpen in Sweden and is intended apply for to be a wake up call and Radiohjälpen is collecting 350.000 euros in 2008 rooted in Swedish society and the lookingor no promotional into strategy benefits. how to This work was and 3,5 million euros in 2013. The link with awareness raising among out corporate support strategies. national televised appeal for the the population needs to be main- Philippines was another success it tained. For that purpose, starting in was the third largest humanitarian Challenges and innova- 2014, also an annual humanitarian fundraiser over the years. Although tions for the future conference with the Swedish gov- Radiohjälpen is seen as somewhat ernment agency Sida is organized. old fashioned, it maintains a very Radiohjälpen needs to profes- high score on credibility and trust. sionalize for a number of reasons. More quality, transparency and

22 / The Emergency Appeals Alliance - The power of a joint appeal Switzerland - Swiss Solidarity

National Population Staff size Key private sector partners 7.7 million 19 Swisscom

Year of foundation

1946, 1983 (formal status as foundation)

List of members

ADRA – Adventist Fastenopfer - Swiss Médecins du Monde Swiss Red Cross Developement and Relief Catholic Lenten Fund Switzerland Agency SolidarMed Handicap International MSF – Docters Without Bruecke / Le pont Borders Switzerland Swissaid Helvetas Caritas Switzerland Nouvelle Planète Swisscontact HEKS – Swiss Interchurch CBM – Christoffel Aid Pestalozzi Children's Terre des hommes Blindenmission Foundation – Helping children IAMANEH Switzerland worldwide CFD – the feminist Peace Salvation Army Organization Medair Terre des Hommes Suisse Solidar Switzerland EDM – Enfants du Monde Vivamos Mejor

History Organization years during which the designated earmarked funds are carefully Swiss Solidarity started as the The Foundation Council (in which invested and audited with a strong ‘Chaine de Bonheur’ or ‘Gluckskette’, SRG SSR has the majority) has focus on ethical and fair criteria. The a radio program in 1946. It linked overall supervision and overseas the administrative costs, such as the people together in a chain of sol- external strategy and budget. Every secretariat and staff have so far been idarity to help ease suffering in four years the criteria of partnership covered almost every year by the the aftermath of the Second World are checked. Swiss Solidarity works interest gained from careful invest- War. In 1983 Swiss Solidarity was with 25 accredited Swiss organiza- ments and not by the donations granted legal status as a foundation. tions that run the relief projects. The done by the public. However, due to Through its close connection with organizations submit proposals for very low interests this is increas- Swiss Radio and TV (SRG SSR), it projects approved for by a project raises funds for relief projects in commission. Projects are monitored now allowed to take up to 5% of the Switzerland (25%) or abroad (75%). during execution and after comple- donationsingly difficult to cover and Swiss its costs. Solidarity is tion. Relief work may last several

The Emergency Appeals Alliance - The power of a joint appeal / 23 Switzerland - Swiss Solidarity

Fundraising Major successes, Challenges and innova- Due to its close links with Swiss highlights tions for the future radio and television Swiss Solidarity The most important success is Swiss Solidarity is very conscious is able to act without any delay after that Swiss Solidarity, due to it’s of the changing environment for a major disaster. There are four history and it’s strong link with humanitarian aid. ‘Western aid with levels of activity depending on the SRG SSR, is a very strong brand. its principles, values and standards gravity and urgency of a disaster. This makes it possible to reach out is no longer as exclusive as it once to a to the public that has a deep was’ says Walter Ruegg , president items on the website. The second, consciousness for support and of Swiss Solidarity. A report commis- moderate,The first level level is is to to post publish news a press solidarity. It has built up trust and sioned by Swiss Solidarity addresses release to raise funds. The third quality over several decades and trends such as the rapid increase level requests the agreement of the therefore is very well known in all of new actors in the humanitarian SRG SSR, as it includes TV spots and Swiss language regions. Further aid sector, the increasing impact of adds on the radio, and the appeal more, success is always closely geopolitical forces on the delivery of will be broadcasted in relevant news linked to the emotions expressed humanitarian aid, the need to link items. The fourth and major level is in the media. For the future it will emergency aid to prevention and to launch a fundraising national day be necessary however to keep up development, and the increasing event in the case of a major disaster. this strong brand in an increasingly demands and competition within This includes setting up call centres, digital and more crowded fund- broadcasting in all Swiss language raising world. regions (a contractual commitment effectivethe fundraising and sustainable field. Swiss ways to by SRG SSR), and use the appointed dealSolidarity with theseis determined new challenges. to find ambassadors (or ‘Voices’) for each Partnerships language region. The decision to Swiss Solidarity has a partnership More practical challenge are that start level four is based on how with Swisscom that pays for all com- although being a strong brand, much funding is needed and can be munications, telephones and the set Swiss Solidarity needs to update processed by the partner organiza- up of call centres during an appeal. it’s image and attract younger tions. Also the expectations of the Usually there is also a match of audiences. Therefore investments public is taken into account. Next donations by Swisscom employees. have been made in communica- to the close cooperation with Swiss To engage in partnerships is very tions strategies and social media radio and television, private and important, although competition, such as a new app that has been printed media usually follows the for example with environmental public media when a level 3 or 4 - Solidarity can individually address appeal is launched. General aware- cating factor is that Swiss Solidarity donors.developed. Furthermore For the first there time has Swiss been ness is also created by educational wantsorganizations to associate is fierce. with A businesses compli engagement with the young public dossiers that are send to schools, as not only on a regional level but on a radio station SRF3, with whom well as being available on internet. national level. Swiss airlines, trains the ‘Serious Request’ Music event and banks are looked into. A review (Jeder Rappen zählt) is being held of partnership policies is planned in the German speaking part of for the near future; to this end, Switzerland every year since 2009. Swiss Solidarity has conducted a poll on donating corporations’ views of about sponsorship and corporate social responsibility.

24 / The Emergency Appeals Alliance - The power of a joint appeal United Kingdom - Disasters Emergency Committee

National Population List of members

62.8 million ActionAid Christian Aid Save the Children Age International Concern Worldwide UK Tearfund Year of foundation British Red Cross Islamic Relief World Vision 1963 CAFOD Oxfam

Staff size Care International UK Plan UK 13

Key private sector partners

Rapid Response Co-operative Bank, Channel 4, PayPal, Radio Centre, Royal Bank Network: Community Channel, FIVE, HSBC, of Scotland, S4C, Sky, Transport for Barclays, BBC, The Big Give, British ITN, ITV, Just Giving, NewsNow, London, World Pay Bankers’ Association, BT, The

Ogilvy & Mather, Post Office,

History Organization is guaranteed. Accountability and transparency are ensured through The DEC was formed when several The DEC currently has 13 member the DEC Accountability Framework organizations started coordi- agencies. Next to member CEOs, that includes regular appeal reports, nating their activities in 1963 and there are six independent trustees independent evaluations and annual on the board. They are chosen for assessments. Together with the 1966 earthquake in Turkey. Since Humanitarian Coalition of Canada itlaunched started thetheir DEC first has appeal launched after the evaluations or ‘response reviews’ 64 appeals and raised 1.1 billion ortheir networks. capacities Aspiring in finance, members politics or have been done for the East Africa pounds. Since its early days the aremedia welcome that fill to the apply, gaps provided in knowledge and Philippines disasters. It would DEC has had a strong relationship they are able to meet the member- be very useful if other EAA members with the major broadcasters, which ship criteria. The DEC secretariat were able to join such evaluations: is part of its success. The DEC consists of a staff of 13, along with has well worked out procedures regular volunteers. Allocation of can be shared and learning can be and a strong brand in the UK and funds is based on member agencies’ disseminatedimportant benefits to a wider are that audience costs as amongst humanitarian stakeholders ability to raise income from their well as being less disruptive for col- worldwide. donors and the capacity to spend it in vulnerable countries. This way to receive one such mission. a fair and transparent allocation leagues in the field as they only have

The Emergency Appeals Alliance - The power of a joint appeal / 25 United Kingdom - Disasters Emergency Committee

Fundraising Major successes, Network which have skills that can Members can opt in or out of highlights helpfind partnersDEC better for reach the Rapid the British Response responding to a crisis for which the Success is achieved by being very public. An example is BT, their ‘my DEC is appealing, but must promote careful about launching an appeal. donate’ platform is used and they and support the appeal. When the Over the years there have been on also support call centres. DEC trustees decide to launch an average 1.5 or 2 appeals per year appeal the Rapid Response Network at the most. The public remains is alerted. This is a unique network very generous and positive, they Challenges and innova- of corporate and broadcasting really value that aid agencies come tions for the future sector partners who are essential in together and they see the appeal The biggest challenge is how to quickly reaching out to the British everywhere. The ‘one stop shop’ respond to slow onset crises, which idea is quick and appreciated. The are often related to drought and broadcasters and the ‘white listed’ speed with which an appeal is food security. The level of need is public. DEC works with five national national newspapers. In addition launched is a good way of encour- huge, but there is little in the news. DEC member organizations have aging people and this is due to their own activities towards their DEC’s high level relationships with they risk splitting public opinion. constituencies and local news Conflicts are another challenge as outlets. Clearly digital media is partners. The most important recent awareness for slow burn disasters. all of the five major broadcasting a strong and growing channel as success is how quickly money is DECIt is necessaryis exploring to withfind wayscreative to raise media currently most people get news raised as well as donations growing partners how documentaries or through a mobile or digital device. larger; 13 million pounds in 24 other programming might con- DEC asks its supporters to reach hours for the Philippines, mostly tribute to this. DEC also reaches out out to their personal networks and to corporate partners that can help uses social media such as Facebook raise funds more quickly, especially and Twitter to inform and interact online. The benefits are that it is making aid more efficient, people with supporters on the progress right away and members have more and activity is a major strategy. It in the field can initiate programmes of the humanitarian relief effort. includesin the digital adapting field. theOnline DEC presence website Approximately half of the income effectively. in order to better engage and share flexibility in spending the money now comes through online channels, with the public, reaching out on such as the website or text giving. Partnerships Facebook and Twitter in order to Importantly, the UK government report progress and be accountable The partnership with all major has recently matched the funds to the public, as well as paid adver- broadcasters is at the centre of received for the Philippines (5 tising such as pay per click. million pounds) and Gaza (2 million reaching the public. Corporations pounds) appeals. This is an incentive approach DEC during appeals, for the public as it demonstrates support from the government. It support. Recently a High Value also recognizes a certain indication Partnershipoffering financial, Manager logistical was hired or other and as to how a portion of tax money DEC is pro actively pursuing such would be spent. partnerships. There are two goals,

from employees, and secondly to firstly fundraising, including support

26 / The Emergency Appeals Alliance - The power of a joint appeal Conclusion

There is a strong potential in working together ●● Enhance opportunities for partnerships; it is to improve fundraising for humanitarian relief. more attractive for corporate partners to work Collaboration among humanitarian organizations with an organization which represents a whole creates many opportunities for improving fundraising sector and has a strong national ‘brand’ than it results and the quality of communications with the is to choose among organizations. In fact, faced public. Cooperation at the international level between with competing requests, many donors and busi- joint appeals through the Emergency Appeal Alliance, nesses simply do not make a contribution. serves to strengthen the joint appeal model through ● Increase accountability; sharing costs and sharing of lessons and resources. Overall, joint appeal ● mechanisms are able to: reducing the burden on field staff through joint ●● Create clarity and clear messaging with a one- coordination will also contribute to improve con- reporting has strong benefits. In addition, visible stop-shop; taking the guesswork out of giving and making donating easy for the public as well as fidence among the public. national media. A single and united voice across Emergency Appeals Alliance the humanitarian sector also favours stronger In addition to these opportunities for national joint appeals, collaborating at the international level through educate the public. the Emergency Appeals Alliance further strengthens influence of media coverage and opportunities to ●● Guarantee quality; collectively adhering to humanitarian standards gives a guarantee of those●● supportbenefits thethrough: creation of national joint appeals in professionalism and experience to the public. other countries. Collaboration further enhances information sharing for better knowledge on humanitarian ●● further enhance the sharing of information on situations as well as informed decision-making humanitarian situations, fundraising strategies on when to launch an appeal. and the use of social media.

●● Save advertising and media costs; unlike in a ●● building collective international credibility sup- competitive fundraising scenario, where orga- porting global-level partnerships with media and nizations compete for media coverage and pay the corporate sector during times of humani- for duplicate advertising campaigns, one joint tarian crises. appeal can reduce wasteful duplication of costs and expand partnership potential. For media, the option to deal with a single humanitarian sector contact point is clearly preferable to managing multiple organizations and messages.

The Emergency Appeals Alliance - The power of a joint appeal / 27 List of documentation

Memorandum of Understanding, International Joint Netherlands Appeal Alliance, 2013 ●● Interview with Baukje Heemskerk and Barbara Bosma, Samenwerkende Belgium ●● Hulporganisaties ●● Interview Erik Todts ●● Actie reglement, Statuten en Organisatie ●● Statuten Belgische Consortium voor reglement SHO Noodhulpsituaties ●● Zesde SHO rapportage Haiti ●● Haiti LAVI 12-12 Sweden Canada ●● Interview with Per Byman, Radiohjälpen ●● Interview with Nicolas Moyer, Humanitarian Coalition ●● Arsberättelse 2012, Arsberättelse 2013, Radiohjälpen ●● Annual report 2013, Humanitarian Coalition ●● ‘Together saving more lives: Joint Appeals and the Switzerland experience of Canada’s ●● Interview with Catherine Baud-Lavigne, Swiss Solidarity ●● Humanitarian Coalition’, Nicolas Moyer, Executive Director, February 2013 ●● Annual report 2013 Swiss Solidarity; http://ar.swiss-solidarity.org/ ●● Philippines Typhoon Haiyan, Response Review by DEC and Humanitarian ●● ‘Aide humanitaire. Entre acteurs traditionnels et nouveaux acteurs’, Ruth Daellenbach, November ●● Coalition, April 2014 2013 Germany United Kingdom ●● Interview with Markus Moke, Aktion Deutschland Hilft ●● Interview with Saleh Saeed, DEC ● Annual report & Accounts 2012-2013, DEC ●● Jahresrückblick 2013 ● ●● Review of the DEC Philippines Appeal Italy ●● Philippines Typhoon Haiyan, Response Review by ●● DEC and Humanitarian Coalition, April 2014 ●● ProfileRelazione by Shellydi Missione Sandall, 2013, Agire Agire ●● Valore dell’ aiuto 2012-2014

28 / The Emergency Appeals Alliance - The power of a joint appeal