Strategic Plan 2019 - 2022

A plan for revitalisation and sustainability President’s welcome Contents

The idea to create an organisation that resulted in IFCO is 40 years old this year! This is an important milestone for the organisation, our members and our supporters and one that should be celebrated. We look back with great pride at the achievements of IFCO, a small 3 A Short History of IFCO volunteer-led organisation. We have contributed much to foster care in those four decades of our existence. We have provided support, training, information, networking opportunities, camaraderie and friendship to so many people involved in foster care over the years. 5 Vision & Core Values We are rightly proud of our efforts to improve the lives of children in care and their foster carers in many parts of the world. As we approach our 40th anniversary in just two years’ time, we feel this not only provides us with an opportunity to celebrate our 6 Goals & Objectives achievements, it also gives us a chance to consider the future. IFCO, like all organisations, must plan for its future. The world which ex- isted all those years ago when IFCO was founded has changed to an astonishing extent, economically, politically, and socially. The de- IFCO’s Strategic Priorities velopment of information technology has brought about the most extraordinary changes to human life. Information technology has be- 7 come a provider of great liberation and knowledge and at the same time it has laid before us a host of new challenges to be addressed. 9 Towards More Effective Governance IFCO has faced many challenges during its lifetime, and it currently sits at a crossroads. Traditionally IFCO has been a volunteer-run organisation as well as being volunteer led. However, the demands of managing an organisation with an international reach in this 10 Reviewing the Management Task fast-moving technological age, where our members rightly have high expectations of us, no longer can be met by a volunteer-run or- ganisation. IFCO must adapt to survive, to remain relevant and to ensure the best possible service for our members and for children in 11 Stabilising & Growing our Finances care globally. 12 Professionalising our Staffing Model In these pages we set out a blue print for IFCO’s future. We have outlined our vision for IFCO where children and young people in care Danielle Douglas are at the heart of IFCO’s work. Our commitment to children includes the ongoing support of foster carers, without the commitment IFCO President 13 Valuing our Membership and dedication of whom, so many children would not have had the wonderful opportunity of experiencing a safe and stable family en- August 2019 vironment. The development of this strategic plan is an important step in IFCO’s regeneration to ensure its sustainability into the future. 14 Developing our Activities In it we make proposals to revitalise our organisation from top to bottom: governance, management, staffing, finances, membership, activities, communications and policy. The implementation of this strategic plan, in conjunction with an accompanying operational plan, 15 Improving our Communications will rejuvenate the incredible ground-breaking work begun by our founders. 16 Leading the Way in Policy It is with great enthusiasm that I lead IFCO into the next period of its life. I hope that in time those who will review IFCO’s history will acknowledge the importance of this document in the life of IFCO. Finally, I wish to thank all of those in the IFCO family who contributed to this plan for their belief in us, for their time and for their commitment to our wonderful organisation. 17 IFCO Conferences Between 2005 and 2007 IFCO, togeth- er with SOS Children’s Villages Inter- national and FICE, the International IFCO (International Foster Care Organisation) Federation of Educative Communities, Traditionally, IFCO’s work has been carried out by was first mooted in 1979 in Oxford, UK, at a con- worked on the Quality4Children proj- dedicated volunteers who gave their time freely to ference organised by the National Foster Care ect in developing European Standards furthering IFCO’s aims. This has been a significant Association, UK, to discuss a response to the for children in out-of-home care. Be- challenge for IFCO as the requirements of running tween 2016 and 2019 IFCO collaborat- United Nations’ International Year of the Child. an international organisation successfully on a vol- The IFCO Directors had recognised the Two years later in 1981 in the , IFCO ed with the international organisations untary basis takes its toll on those involved. IFCO Eurochild, FICE, Hope and Homes enormity of trying to sustain and grow the was formally established and subsequently in- has attempted to address this issue when in the pe- A Short History organisation with the bulk of the work rest- corporated as a charity in the UK. IFCO has al- for Children and SOS Children’s Vil- riod between 2001-2006 an office was established lages International, and civil society ing on the shoulders of a small number of ways been a multi-national membership-driven in the Hague, Netherlands. In 2013 IFCO’s Direc- volunteers. This strategic plan is an import- organisation, with an emphasis on involvement groups in 16 European countries, on tors contracted out the administrative element of its of the Opening Doors for Europe’s Chil- ant step in revitalising IFCO and in sustain- of people with care-experience and foster carers. work when it appointed Partnership for Every Child, ing its important work into the future. Its biennial conferences and regular newsletters dren campaign. The aim of the cam- Ukraine, to provide a Secretariat service for IFCO. In have been central to IFCO’s activities, providing paign was to support child protection mid-2018 when the contract for Partnership for Ev- IFCO support to children who are in care, foster par- systems in the European Union that ery Child came to an end a new three-person team ents and professionals who work with children in strengthen families and ensure high based in Ireland/Australia/UK took over the work of care and their families. quality family and community-based the Secretariat. The new Secretariat was contracted alternative care for children. A primary to take on many of the professional tasks which had goal of the campaign was to deinstitu- resided with the Directors. tionalise the care of children across all of Europe. Goal One Goal Two IFCO will advocate on behalf of children in al- IFCO will promote the rights of children in al- ternative care so that all those children who ternative care to ensure the inclusion of their need and want it, will have the opportunity to views on all matters affecting them as set out in Core Values avail of family-based foster or kinship care. Article 12 of the United Nations Convention on the Rights of the Child. Objective 1.1 IFCO believes that: IFCO, on its own and in collaboration with Objective 2.1 other like-minded organisations, will promote IFCO will promote Goal 2 by consulting with Goal 1 at the highest international level of gov- children in out-of-home care in the develop- ernment to encourage family-based care as the ment of its policies and practices. 1. Alternative care for children Vision primary response to out-of-home children. should be child-centred and family fo- Objective 2.2 Goals cused Objective 1.2 IFCO will provide and encourage platforms at IFCO will initiate, support and disseminate re- international level for children in out-of-home & IFCO’s vision is that chil- 2. In all decisions about children’s search on care experiences and outcomes for care to have their voices heard. Objectives care, the needs and rights of the child dren in alternative care children who are/have been in out-of-home care to inform best practice in this field. should be the primary consideration across the world would have the choice to live 3. Children should have a say in all in family-based care. We decisions made about their lives believe this form of care 4. Foster and kinship care should be offers children the best Goal Three an inclusive effort by all, birth families opportunity to grow and IFCO is committed to supporting foster and kinship families to achieve and maintain the highest (where possible and appropriate), fos- prosper. standard of care to ensure best outcomes for children in their care. ter carers, professionals and agencies, respecting the diverse contribution of Objective 3.1 IFCO will develop and provide training and other supports for foster and kinship families. each in the interests of children who are in alternative care Objective 3.2 IFCO is committed to engaging with and, where possible, to influencing politicians, administrators and professionals to support foster and kinship families and children in their care.

5 6 IFCO’s Strategic Priorities For most of its history At the core of IFCO is its IFCO’s members have membership, and our IFCO’s conferences provided the day-to-day members come from IFCO’s core activities have been the main supports and services across the world. The have traditionally includ- The Directors are source of funds for its for the organisation. It organisation was es- ed conferences, train- IFCO has a website responsible for the work. However, to date is not possible for IFCO tablished as a member- ing and collaboration which is undergoing management of the IFCO has been unable to sustain this voluntary ship organisation and with other groups. For an upgrade. It also has work of IFCO. In ef- to generate an on- Staffing model and to achieve its this core value remains many in the member- a Facebook, Twitter, IFCO has been incor- fect, it is the Man- going critical mass of aims. In response to this central to IFCO’s ethos. ship conferences are the Instagram and Linke- A central aim of IFCO porated as a compa- agement Committee funding to place it on reality IFCO Directors IFCO offers four types soul of the organisation, dIn presence. IFCO is to influence deci-

ny and charity since (MC), consisting of Finances a firm financial footing have contracted out the of membership: indi- providing a biennial op- holds its Board meet- sion-making at a po- Activities the early 1980s and the officers of the where organisationally administrative aspects of vidual, organisational, portunity to get togeth- ings online through litical level to improve

we have our legal Board (President, it can achieve its goals its work since 2013. Since Membership youth and life member. er with the IFCO family Zoom and all writ- the lives of children base in the UK. IFCO Vice-President, Sec- consistently and at the mid-2018 IFCO has pro- IFCO acknowledges from across the world. ten communications in care. IFCO’s con- is governed by its retary and Treasurer) highest level. The con- gressed a step further by that there needs to IFCO’s young members are through email. Policy ferences have always Memorandum and of IFCO that oversee trol and management contracting out the ad- be greater stability in meet at the IFCO youth Its documentation provided a platform Articles of Associa- the day-to-day oper- of IFCO’s financial pro- ministrative duties and membership numbers conference which is held is shared and stored for policy and in sub- tion (M&AA). IFCO ation of the organi- cedures need to be re- more of the responsibil- overall and a year-on- in conjunction with the using relevant soft- sequent publications intends updating its Management sation. The burden viewed to ensure they ities which had resided year increase. IFCO IFCO biennial confer- ware. IFCO publishes of conference pro- M&AA as best prac- of this task has been meet best practice. with the Directors, such recognises that the ence. IFCO has played an online newsletter ceedings. IFCO has Governance tice in governance identified by the MC as project management, benefits of member - an important role in sup- distributed through fostered links with ter-

has moved on since as ‘unsustainable’. policy, strategy and ship require significant porting young people Communications Mailchimp. Yet, IFCO’s tiary institutions which IFCO’s foundation. The complexity and communications. There improvement. IFCO’s in care and care-leavers, online presence has have hosted and par- intensity of the work- are some challenges to members are essen- through its conferences not been as active as ticipated in IFCO con- load for such a small the contract model used tial to the organisation and through training. it should be. IFCO has ferences through the group of volunteers by IFCO: the contracted and must be prioritised IFCO training has been developed a commu- years. These various has caused strain staff are not employees to ensure the ongoing successful and there nications strategy to links have been and on the organisation of IFCO; the work of the support of loyal mem- is scope for develop- address these issues continue to be import- and the individuals organisation is mostly bers and to attract new ing this arm of IFCO’s and has appointed a ant to IFCO’s work, entrusted with this carried out online; and, members. A strong and expertise. IFCO’s col- communications offi- but these relationships work for many years. IFCO does not have a informed membership laborations with other cer on a part-time ba- require rekindling and There are three key recognised office base. equals a strong IFCO. organisations on differ- sis to implement the further development elements for review ent projects over the strategy and promote to ensure maximum in the management years has been of value IFCO’s presence and benefit to the policy task: the individual to IFCO, the groups in- profile. aims of IFCO. and collective roles volved in the collabo- of the MC, the role of ration, and the project sub-committees, and outcomes. paid staff. W W

Priority One Management Towards More Effective Governance Reviewing the Management Task

IFCO’s Commitment Benefit Outcome IFCO’s Commitment Benefit Outcome

Aims of IFCO We are committed to streamlin- To provide clarity to our primary It will become easier to promote Management We are committed to reducing To make the management task Allows Directors to perform ing our aims to more accurately task. our organisation and our aims. Committee the burden of work on the Man- more manageable for IFCO’s their core legal tasks of over- reflect our work supporting chil- It will make it easier for us to se- agement Committee. Management Committee sight and governance. dren in foster and kinship care. cure funding for our work.

Selection of Directors We are committed to appoint- To enhance our capacity as an We will improve our capacity to Sub-Committees We are committed to reviewing To devise a committee structure Committees will be regarded as ing Directors with more diverse organisation by having greater deliver on our aims. the need, make-up and opera- that is more effective and re- a valuable resource for IFCO. experience and a range of qual- diversity in our Board member- tion of sub-committees. sponsive to the needs of IFCO. ifications. ship.

Update the category We are committed to amending To recognise outstanding con- IFCO becomes known for valu- Staffing We are committed to profes- To enhance our day-to-day work Allows Directors to perform of Life Member our M&AA to allow for a change tributions to our work by indi- ing its members’ contributions. sionalising our staffing model to achieve our aims. their core legal tasks of over- in the definition of a Life Mem- vidual members. (see Section 4 below). sight and governance. ber.

Support for Directors We are committed to improving To develop best practice in sup- IFCO’s Directors will be assisted our support for IFCO’s Directors porting our Directors to assist in carrying out their role to the

Governance by developing new policies and them in their work for IFCO. highest standards. procedures to enhance their participation. Priority Two Language change in We are committed to diversity To demonstrate our commit- All members and others associ- the M&AA at IFCO and we will change the ment to diversity and inclusivity. ated in any way with IFCO will wording of our M&AA from ‘he/ feel welcome. him’ to be more inclusive of all gender identification.

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Priority Three Stabilising & Growing our Finances Professionalising our Staffing Model Staffing

IFCO’s Commitment Benefit Outcome IFCO’s Commitment Benefit Outcome

We are committed to review- To have financial management Greater transparency and trust IFCO’s financial We are committed to shifting To enhance the performance Allows Directors to perform ing and enhancing our financial oversight and practices in line in IFCO’s financial oversight and Moving from management systems our dependence on voluntary of our day-to-day work to assist their core legal tasks of over- management systems to ensure with best practice. management. voluntary effort to input by IFCO’s Directors for the achieve our aims. sight and governance. they are up-to-date and meet Greater confidence by donors professional staff day-to-day work of the organi- best practice in the not-for- in IFCO’s financial oversight and sation to a professional staff. profit sector. This will include management which will lead the appointment to the Board to increased opportunities for of Directors someone with an Contracting of staff We are committed to continu- To provide a period of organi- Brings IFCO’s work and perfor- funding. accounting or financial manage- ing our contract model for the sational stability between 2019 mance to a high standard. ment background. period of this strategic plan. and 2022. Priority Four Funding strategy We are committed to develop- To increase funding to provide IFCO will be better able to meet Finances ing and implementing a funding greater financial stability. its aims with increased funding. Review of IFCO We are committed to reviewing To allow the development of a Ensures IFCO will have the most strategy to increase the finances staffing model our contractual model of staff- long-term staffing plan. suitable staffing model to meet available to IFCO. ing to examine if it is the most its needs. suitable form of staffing for IFCO in the long term. Training for Directors We are committed to support To assist our Directors to be- To enhance the Board of Direc- training for our Directors in fi- come more knowledgeable tors’ expertise in the key areas Review of IFCO base We are committed to exploring To assess if a permanent office An agreement on IFCO’s loca- nancial responsibilities and about managing finances and of finances and fundraising. the need for a permanent office base would be useful for IFCO’s tion for the long-term. fundraising techniques. fundraising techniques. base. long-term future.

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Priority Five Valuing our Membership Developing our Activities Activities

IFCO’s Commitment Benefit Outcome IFCO’s Commitment Benefit Outcome

Improve IFCO’s We are committed to reviewing To increase member loyalty to A more committed, engaged Conferences We are committed to using our To have a range of conference The development of these con- benefits to the practical benefits of IFCO IFCO. and informed membership. conference profile and brand to options available: sole organ- ference models will extend IF- membership with the intention extend the reach of our confer- iser, partnership, franchise and CO’s influence in this field and members of improving the offering to ences. online/virtual conferences. The it will also add to the organisa- members. implementation of these op- tion’s financial resources. We are committed to develop- tions will ensure that IFCO will ing a range of conference op- IFCO will be the lead confer- be involved in at least one con- Membership We are committed to develop- To retain IFCO’s pre-eminence Increased membership will tions which will have an IFCO ence provider on foster care ference each year. recruitment ing a strategy to increase mem- as a leading voice in the field of give IFCO greater strength and input but not always as the sole and related issues. bership, which will include a fo- foster care. depth as an organisation. or lead organiser. cus on attracting members from Increased membership from the less-represented regions of less-represented regions will Training We are committed to enhancing To develop and offer stream- IFCO training will improve the the world. strengthen IFCO’s commitment the provision of quality training lined training for different target experience of care for children. to foster care globally. for various groups. groups. IFCO training will improve the skills and knowledge of foster We are committed to giving val- To determine a fair fee structure Greater transparency in mem- Priority Six Review membership and kinship carers and the pro- ue for money to members. that is not burdensome on any bership fees will allow members fees fessionals who support them membership category. see the value of their financial and children in care. contribution to IFCO. We are committed to expand- To enhance the lives of young There will be several out- We are committed to changing To acknowledge significant con- IFCO becomes known for valu- Youth programme Change of criteria for ing our work with youth to im- people in care through IFCO’s comes from this development: the category of Life Member. tributions to the work of IFCO ing its members’ contributions. life member prove the lives of children in fos- youth programme by provid- care-leavers networks; mentor-

Membership This change will be recom- by individual members. ter care and other children and ing empowerment, leadership, ing programme to support the mended to honour the special youth in care as well as those research and advocacy training transitions for young people; contribution of individual mem- young people who are ageing to support them as agents for and, the expansion of the Pat bers through the implementa- out of care. change in their own lives. Whelan fund to finance young tion of an honorary life-member people to attend and partici- category irrespective of age. pate in conferences, seminars and training.

Collaborations We will continue to collaborate To benefit IFCO’s advocacy Working closely with other or- with like-minded organisations agenda through collaboration. ganisations will improve policy to pursue our goals whenever and practice for foster and kin- the opportunity arises. ship carers and children in their care. 13 14 Priority Seven Communications children andyouth with Communication Online presenceOnline magazine and Newsletter dren IFCOwebsite. onthe foryoungpeopleandchil- tions sec- havededicated IFCO will care. youngpeoplein engage with to velop ourcommunications and young people and de- will We are tochildren committed IFCO membersonly. quarterly extensive for bepublished magazine will more A public. the bers andinterested members of freelydistributed toourmem- and monthly bepublished will January 2020 e-newsletter this From Newsletter. IFCO the ing We are toredesign committed - platforms. social media and targeted main useofthe gy weare toregular committed of our strate- communications Through implementation the IFCO’s Commitment 15 not incare. care and childrenwith who are children andyoungpeoplein To improve engagement with care andrelated areas. research onfosterandkinship and conferences velopments, andnewsonde- information To provide regular up-to-date organisation. workofthe the To connectIFCOmembersto aninterestwith infostercare. those and followers supporters, members, our inform better To Benefit Improving ourCommunications ship care andrelated issues. onfosterandkin- population To haveabetter-informed youth as apriority. needs IFCOseestheir know that To letchildren incare andyouth ship care andassociatedissues. kin- and foster IFCO, to lating re onimportantmatters public - inform IFCOmembersandthe will publications These online foster andkinshipcare. to contribution knowledge of and IFCO’sprofile improving in playamajorpart website will presencedia andredeveloped IFCO’s improved socialme- Outcome Leading the Way the Leading inPolicy care Research onfoster foster care knowledge on Repository of has little presencehas little regions where IFCO development in Support ofpolicy Policy links Policy competitions Student research ity fosterand kinship care. wards development of qual - the or groupsdividuals working to- world toprovide supporttoin- partsofthe inall ing alliances We are todevelop - committed rience. expe- care the and of aspects other care, of out ageing care, alternative care, kinship and ter researchand contracting onfos- We are to initiating committed cy-making institutions. - poli andnational international ing orre-establishing to links We are- toestablish committed subjects. ter and kinship care and related research andknowledge on fos- ing arepository ofacademic We are- toestablish committed foster care. young people’s knowledge of toenhancechildren’stions and - opment ofarangecompeti We are devel- tothe committed IFCO’s Commitment the Westernthe world. relevance aware ourworkiscentred that in our throughout worldasweare the expand To care. research infosterand kinship global advocateandleaderof To haveusrecognised asa To help us influence policy policy influence change forchildren incare. us help To literature field. inthis policy and practice scientific, all members and non-members to To provide forIFCO easylinks native carenative forchildren. ing andconsequences of alter mean- the on reflect to people couraging children andyoung of fosterandkinshipcare byen- To improve knowledge public Benefit 16 - care. inalternative icy andpractice across world the to improve pol- andgroupsport individuals These developments sup- will dence to support its policy work. haveresearchIFCO will evi- for out-of-homechildren. careprimary formofalternative foster andkinshipcare asthe debates topromote useof the policy influence to try will IFCO foster andkinshipcare. people whohaveaninterest in resource toawiderangeof providesite will animportant source materialonIFCO’s web- tothis oflinks The availability f ae epcal fse and kinship care. foster especially care, of forms ofall and understanding en- courage a greater knowledge will competitions, These Outcome

Priority Eight Policy 1981 Slagharen, The Netherlands (International) 2002 Tampere, Finland (Regional)

1982 Beekse Bergen, The Netherlands (Regional) 2003 La Plata, Argentina (International)

1983 Christchurch, New Zealand (Regional) 2004 Paramaribo, Surinam (Regional)

1985 Christchurch, New Zealand (Regional) 2004 Prague, Czech Republic (Regional)

1987 Leeds, United Kingdom (International) 2005 Madison, USA (international)

1988 Lunteren, The Netherlands (Regional) 2006 Bucharest, Romania (Project)

1989 Michigan, USA (International) 2006 Bratislava, Slovakia (Regional) 1990 Athens, Greece (Regional) 40 Years 2007 Hamilton, New Zealand (International) 1991 Jonkoping, (International) 2007 Mellieha, Malta (Regional) 1992 Gent, Belgium (Regional) of 2009 Dublin, Ireland (International) 1993 Dublin, Ireland (International) 2010 Brighton, United Kingdom (Regional)

1994 Berlin, Germany (Regional) 2011 Victoria, British Columbia, Canada (International) 1995 Bergen, Norway (international) IFCO Conferences 2012 Sofia, Bulgaria (Regional) 1996 Los Angeles, USA (Regional) 2013 Osaka, Japan (International)

1997 Vancouver, Canada (International) 2014 Waterford, Ireland (Regional)

1998 Budapest, Hungary (Regional) 2015 Sydney, Australia (International)

1998 Manilla, The Philippines (Regional) 2016 Sheffield, UK (Regional)

1999 Melbourne, Australia (International) 2017 Valetta, Malta (International)

Cork, Ireland (Regional) Montreal, Canada (International) 2000 Oxford, United Kingdom (first International conference) 2020 Organised by the National Foster Care Association 2001 Veldhoven, The Netherlands (International) 1979 Contact IFCO Email Social Media Strategic Plan 2019 - 2022 [email protected] Twitter Facebook Instagram LinkedIn

A plan for revitalisation and sustainability