A’foresightperspecBve’on’ FIDH’s’past,’present&’future’’...Fin Strat’ Op. Example:’a TurningP oinerom’the’PAST, idenﬁedby’ Person’A* in’the’themaBc’

António Alvarenga/Pedro Rocha Vieira – FIDH – 15-‐01-‐2010

A foresight perspecBve on FIDH’s past, present & future

A Visual Report

By António Alvarenga & Pedro Rocha Vieira

January the 19th 2010

António Alvarenga/Pedro Rocha Vieira – FIDH – 15-‐01-‐2010 António Alvarenga/Pedro Rocha Vieira – FIDH – 19-‐01-‐2010

Agenda

①  Visual Mapping InterpretaBon

②  Past, present & future data sorted by “type of informaBon”

③  Past, present & future data sorted by “themaBc areas”

④  “Type of informaBon” data sorted by “themaBc areas” ⑤  Global Visual Mapping of FIDH past, present & future perspecBves

⑥  Conclusions & Inputs for Discussion

⑦  Team & Contacts


VISUAL MAPPING INTERPRETATION A foresight perspecBve on FIDH’s past, present & future


FIDH’s past, present & future Visual Mapping

INTERNAL

EXTERNAL

PAST PRESENT FUTURE

Type of informa;on Key Type of informa;on Key Type of informa;on Key

Turning Points TP State-‐of-‐affairs SOA Key Factors (work environment) KF

Strategic Decision SD Driving Forces (STEEP) DF Success Story (next 10 years) SS

Thema;c Areas Color Thema;c Areas Color Thema;c Areas Color 1) InternaBonal InsBtuBons & FIDH InternaBonalizaBon

3) GeopoliBcal and Geo-‐economics affairs

5) FIDH Financial Resources

2) HR InternaBonal Legal & PoliBcal Framework

4) FIDH Governance & OrganizaBonal Structure

6) FIDH Strategic Areas of AcBvity (Focus/PrioriBes)

7) FIDH OperaBons

TP

TP

SD SOA

SOA SD

DF

SS

KF

SS

II&I

ILPF

Geo

Gov

Fin

Strat

Op.

Example: a Turning Poinerom the PAST, idenBfied by Person A* in the themaBc area “Interna;onal Ins;tu;ons or FIDH

Interna;onaliza;on”.

* If there is more than one color it means that more than on person mention this topic – different colors correspond to different people, see slide nr. 4.


FIDH “ENVIRONMENTS”

FOCO

ConsBtuencies CommuniBes “Customers” Partners CompeBtors RegulaBon

Social Technological

Economic Environmental

PoliBcal

“working”

contextual

FIDH

Driving Forces

KeyFactors


BY TYPE OF INFO (PAST, PRESENT & FUTURE)



PAST (by type of informaBon)

EXTERNAL:

TURNING POINT: TP1 – Military dictatorships TP2 – Society reclamaBon of the “enforced disappearance” TP3 – The role of FIDH in the Pinochet process TP4 – RelaBon of FIDH with UN & EU TP5 – FIDH in EU HR short list funded organizaBons TP6 – CreaBon of the inter American DemocraBc Charter TP7 – HR became a global issue TP8 – Vienna HR conference in 1983 TP9 – CreaBon of the ICJ in 1988 TP10 – Women rights TP11 – UK Chamber of the lords decision on DiplomaBc immunity TP12 – Laws against terrorism TP13 – Asylum rights recogniBon TP14 – Co-‐founding of the world Social Forum TP19 – The break of the relaBons between other HR internaBonal organizaBons with Belarus HR organizaBons TP15 – Development of the Anglo Saxonic countries TP16 – 9/11 TP17 – Fall of the Berlin Wall TP18 – Israeli-‐Arab conflict

INTERNAL:

TURNING POINT: TP20 – Effort in making all member leagues accountable & parBcipaBve TP21 – ConsBtuBon of the secretariat TP22 – FIDH conscious of expand & growth TP25 – InternaBonalizaBon of the “InternaBonal Board” TP23 – IntegraBon of the Tunisian League TP24 – InternaBonalizaBon of FIDH TP26 – South American Vice President Fernando Silinin role in the consolidaBon of South American leagues TP27 – IntegraBon of South American leagues TP28 – Resources to bring all VP to FIDH meeBngs TP29 – FIDH budget improvement TP30 – Michael Eris iniBal funding TP31 – Change to triennial budgets TP32 – The 10 iniBal staff from the French unemployment fund/law

Person A Person B Person C Person D Person E Person F Person G Turning Point State-‐of-‐Affairs Strategic Decisions DrivingForces Key Factor Success Story


PRESENT (by type of informaBon)

EXTERNAL:

STRATEGIC DECISSIONS: SD1 – Reinforcement of work and advocacy with ICJ SD2 – Push for the development of the Universal jurisdicBon watch by every country SD3 – watch the temptaBon on execuBve sphere excesses SD4 – restore consBtuBonal powers & put legislaBve and judicial power in place SD5 – Fight against dictatorship immunity SD6 – Improve relaBons with UN HR SD7 – ProtecBon of HR defenders SD8 – Promote a discussion on InternaBonal Funding for HR SD9 – Climate refugees SD10 – Establish alliances with other organizaBons in order to leverage FIDH impact and focus SD11 – engage actors at the regional / naBonal level

STATE OF AFFAIRS: SOA1 – USA non-‐compliance with IL makes it weaker SOA2 – The primacy of laws can constrain acBon SOA3 – Difficulty in controlling CSR impact SOA4 – FIDH is mainly a lobbying structure with UN & EU SOA5 – FIDH in EU HR short list funded organizaBons SOA6 – Lack of internaBonal HR funding SOA7 – Financial and economic crises impact on migrants



PRESENT (by type of informaBon)

INTERNAL:

STRATEGIC DECISIONS:

SD12 – Adapt FIDH objecBves to its resources (focus & prioriBze) SD14 – FIDH organic growth SD15 – League members should fund up to 10% of the FIDH annual budget SD16 – Promote strategic cooperaBon & synergies between FIDH leagues SD17 – Decentralize FIDH non poliBcal operaBons to regional level (cost saving), communicaBon in London & poliBcal in Paris SD18 – Replicate South American best pracBces to other countries SD19– CreaBon of a plaeorm of communicaBon & knowledge management SD20 – Reinforce communicaBon methods (technology) SD21 – Develop beoer inter-‐country/region communicaBon sharing of info, best pracBces SD22 – Create long-‐term strategy before taking important decisions (ex. New headquarters) SD23 – Create a representaBon in Washington SD24 – reinforce and open offices in Africa & Americas SD25 – reinforce the work of the “Secrétariat InternaBonal” SD29 – Need enhance “family” morale SD26 – InsBll FIDH as an organizaBon of leagues and not blocks SD27 – Promote beoer arBculaBon of leagues SD28 – Reinforce regional offices (link between field & FIDH) SD30 – Improve coordinaBon between verBcal and horizontal acBvity SD32 – Get images & info in real Bme SD33 – Need to clarify FIDH model (emanaBon of the leagues vs. internaBonal branch of FIDH) SD34 – Charge league members for FIDH services SD35 – Move congress from 3 to 4 years cycle SD36 – Need for Governance redefiniBon SD38 – Need to review FIDH model with external help SD37 – Establish alliances with other organizaBons

STATE OF AFFAIRS:

SOA8 – FIDH internal crises of “poliBcally correct” (the elephant in the room) SOA9 – Leagues have a local / regional focus only SOA10 – Leagues are very autonomous SOA11 – “InternaBonal Board” members are not commioed enough in fundraising efforts SOA12 – league members do not share funding with FIDH SOA15 – More training & info is needed among members SOA16 – CommunicaBon difficulBes between FIDH members SOA17 – Conflict between FIDH financial & poliBcal model SOA18 – FIDH is organized in regional/poliBcal facBons SOA19 – There is no consensus about who / what FIDH is SOA20 – AdministraBve gap between regional and themaBc programs SOA21 – Moment of rupture inside FIDH (France is stepping away) SOA22 – Leagues only fund 1% of FIDH budget SOA23 – FIDH is quite efficient and recognized considering the size and budget SOA24 – FIDH funding sources have been stable so far SOA25 – Fear of decentralizaBon SOA26 – Funding goes to programs, lack of core funding SOA27 – no noBon of conBnuity SOA29 – There is a problem in the generaBonal renovaBon of the “InternaBonal Board” SOA30 – FIDH growth is constrained by the growth of funds



FUTURE (by type of informaBon) EXTERNAL:

DRIVING FORCE: DF1 – Financial & economic crises DF3 – Global compeBBon paradigm DF4 – Social Corporate Responsibility DF8 – GlobalizaBon DF2 – MigraBon DF5 – Terrorism DF11 – Human mobility acceleraBon DF6 – Role of women DF10 – Growth of Asylum-‐seekers DF9 – NaBonal IdenBty crises DF12 – The power of the individual DF13 – Rise of China

KEY FACTOR: KF1 – EvoluBon of the relaBons between security concerns & HR protecBon KF2 – USA compliance with IL KF27 – Development of internaBonal JusBce InsBtuBons KF28 – InternaBonal JusBce

SUCCESS STORY: SS1 – FIDH contribuBon for the creaBon of the InternaBonal Court for Economic Crimes SS2 – Death Penalty aboliBon SS3 – FIDH contribuBon for the creaBon of a InternaBonal Court for “Enforced Disappearance” SS4 – ContribuBon for the creaBon of an internaBonal protocol for economic and social rights SS5 – FIDH contribuBon for the IntegraBon of Muslim and western socieBes

INTERNAL:

DRIVING FORCE: DF15 – Cultural diversity of the FIDH league members

KEY FACTOR: KF3 – Capacity to reply to league solicitaBons KF4 – FIDH booom-‐up legiBmacy based on the Leagues KF5 – Get enough resources to implement acBons KF6– CoordinaBon of internal acBviBes KF7 – FIDH as a structure for sharing experiences of leagues KF08 – Beoer strategic cooperaBon between FIDH members KF9 – Balance between poorer and richer league members KF12 – Engage & include leagues in major FIDH decisions KF13 – EvoluBon of the HR Observatory KF14 – Renewal of the “InternaBonal Board” KF15 – Balance between insBtuBonal and field view KF16 – Train people KF17 – Ability to work verBcally and horizontally KF18 – Balance between centralizaBon and regionalizaBon KF19 – Distribute power between FIDH league members KF20 – Non-‐personalizaBon of decisions KF21 – Smooth transiBon of presidency KF22 – Good disseminaBon of FIDH info KF23 – Important that FIDH understands itself KF24 – Create good metrics of control KF25 – More transparency and coherence KF26 – Keep people (team & volunteers) moBvated and engaged

SUCCESS STORY: SS6 – FIDH organic growth SS7 – FIDH expand as a real network SS8 – IntegraBon of other important countries in FIDH (ex. Ukraine & Kazakhstan) SS9 – FIDH becomes the power of the leagues and not Paris SS10 – FIDH keeps flexible



BY THEMATIC AREAS (PAST, PRESENT & FUTURE)



PAST (External/Internal by ThemaBc Areas)

EXTERNAL:

Interna;onal Ins;tu;ons & FIDH Interna;onaliza;on: TP4 – RelaBon of FIDH with UN & EU TP5 – FIDH in EU HR short list funded organizaBons

HR Interna;onal Legal & Poli;cal Framework: TP6 – CreaBon of the inter American DemocraBc Charter TP7 – HR became a global issue TP8 – Vienna HR conference in 1983 TP9 – CreaBon of the ICJ in 1988 TP10 – Women Rights TP11 – UK Chamber of the lords decision on DiplomaBc immunity TP12 – Laws against terrorism TP13 – Asylum rights recogniBon TP14 – Co-‐founding of the world Social Forum TP19 – The break of the relaBons between other HR internaBonal organizaBons with Belarus HR organizaBons

Geopoli;cal and Geo-‐economics affairs: TP1 – Military dictatorships TP2 – Society reclamaBon of the “enforced disappearance” TP3 – The role of FIDH in the Pinochet process TP6 – CreaBon of the inter American DemocraBc Charter TP15 – Development of Anglo Saxonic countries TP16 – 9/11 TP17 – Fall of the Berlin Wall TP18 – Israeli-‐Arab conflict

INTERNAL:

Interna;onal Ins;tu;ons & FIDH Interna;onaliza;on: TP23 – IntegraBon of the Tunisian League TP24– InternaBonalizaBon of FIDH TP25 – InternaBonalizaBon of the “InternaBonal Board” TP26 – South America Vice President Fernando Silinin’s role in the consolidaBon of South American leagues TP27 – IntegraBon of South American leagues

FIDH Governance and Organiza;onal Structure: TP20 – Effort in making all member leagues accountable & parBcipaBve TP21 – ConsBtuBon of the secretariat TP22 – FIDH conscious of expand & growth TP25 – InternaBonalizaBon of the “InternaBonal Board” TP28 – Resources to bring all VP to FIDH meeBngs TP32 – The 10 iniBal staff from the French unemployment fund/law

FIDH Financial Resources: TP28 – Resources to bring all VP to FIDH meeBngs TP29 – FIDH budget improvement TP30 – Michael Eris iniBal funding TP31 – Change to triennial budgets TP32 – The 10 iniBal staff from the French unemployment fund/law



PRESENT (External by ThemaBc Areas)

EXTERNAL:

Interna;onal Ins;tu;ons & FIDH Interna;onaliza;on: SOA4 – FIDH is mainly a lobbying structure with UN & EU SOA6 – Lack of internaBonal HR funding TP5/SOA5 – FIDH in EU HR short list funded organizaBons SD6 – Improve relaBons with UN HR SD8 – Promote a discussion on InternaBonal Funding for HR

HR Interna;onal Legal & Poli;cal Framework: SOA1 – USA non-‐compliance with IL makes it weaker SOA2 – The primacy of laws can constrain acBon SOA3 – Difficulty in controlling CSR impact SD1 – Reinforcement of work and advocacy with ICJ SD2 – Push for the development of the Universal jurisdicBon watch by every country SD3 – Watch out for the temptaBon of excesses of the execuBve sphere SD4 – Restore consBtuBonal powers & put legislaBve and judicial power in place SD5 – Fight against dictatorship immunity

FIDH Strategic Areas of Ac;vity (Focus/Priori;es): SOA7 – Financial and economic crises’ impact on immigrants SD5 – Fight against dictatorship immunity SD7 – ProtecBon of HR defenders SD9 – Climate refugees SD10 – Establish alliances with other organizaBons in order to leverage FIDH impact and focus SD11 – Engage actors at the regional / naBonal level



PRESENT (Internal by ThemaBc Areas) INTERNAL:

Interna;onal Ins;tu;ons & FIDH Interna;onaliza;on: SD23 – Create a representaBon in Washington

FIDH Governance and Organiza;onal Structure: SOA8 – FIDH internal crises of “poliBcally correct” (the elephant in the room) SOA9 – Leagues have a local / regional focus only SOA10 – Leagues are very autonomous SOA11 – “InternaBonal Board” members are not commioed enough in fundraising efforts SOA12 – League members do not share funding with FIDH SOA16 – CommunicaBon difficulBes between FIDH members SOA17 – Conflict between FIDH financial & poliBcal model SOA18 – FIDH is organized in regional/poliBcal facBons SOA19 – There is liole consensus about who / what FIDH is SOA20 – AdministraBve gap between regional and themaBc programs SOA21 – Moment of rupture inside FIDH (France is stepping away) SOA23 – FIDH is quite efficient and recognized considering the size and budget SOA25 – Fear of decentralizaBon SOA27 – No noBon of conBnuity SOA29 – There is a problem in the generaBonal renovaBon of the “InternaBonal Board” SD14 – FIDH organic growth SD15 – League members should fund up to 10% of the FIDH annual budget SD16 – Promote strategic cooperaBon & synergies between FIDH leagues SD17 – Decentralize FIDH non poliBcal operaBons to regional level (cost saving), communicaBon in London & poliBcal in Paris SD22 – Create long-‐term strategy before taking important decisions (ex. New headquarters) SD23 – Create a representaBon in Washington SD24 – Reinforce and open offices in Africa & Americas SD25 – Reinforce the work of the “Secrétariat InternaBonal” SD26 – InsBll FIDH as an organizaBon of leagues and not blocks SD27 – Promote beoer arBculaBon of leagues SD28 – Reinforce regional offices (link between field & FIDH)

SD29 – Need to enhance “family” morale SD30 – Improve coordinaBon between verBcal and horizontal acBvity SD33 – Need to clarify FIDH model (emanaBon of the leagues vs. internaBonal branch of FIDH) SD36 – Need for Governance redefiniBon SD35 – Move congress from 3 to 4 years cycle SD38 – Need to review FIDH model with external help

FIDH Financial Resources: SOA11 – “InternaBonal Board” members are not commioed enough in fundraising efforts SOA12 – league members do not share funding with FIDH SOA17 – Conflict between FIDH financial & poliBcal model SOA22 – Leagues only fund 1% of FIDH budget SOA23 – FIDH is quite efficient and recognized considering the size and budget SOA24 – FIDH funding sources have been stable so far SOA26 – Funding goes to programs, lack of core funding SOA30 – FIDH growth is constrained by the growth of funds SD12 – Adapt FIDH objecBves to its resources (focus & prioriBze) SD15 – League members should fund up to 10% of the FIDH annual budget SD17 – Decentralize FIDH non poliBcal operaBons to regional level (cost saving), communicaBon in London & poliBcal in Paris SD22 – Create long-‐term strategy before taking important decisions (ex. New headquarters) SD34 – Charge league members for FIDH services SD35 – Move congress from 3 to 4 years cycle

FIDH Strategic Areas of Ac;vity (Focus/Priori;es): SOA9 – Leagues have a local / regional focus only SOA19 – There is liole consensus about who / what FIDH is SOA23 – FIDH is quite efficient and recognized considering the size and budget SOA27 – No noBon of conBnuity SOA30 – FIDH growth is constrained by the growth of funds SD12 – Adapt FIDH objecBves to its resources (focus & prioriBze) SD18 – Replicate South American best pracBces to other countries SD37 – Establish alliances with other organizaBons



PRESENT (Internal by ThemaBc Areas)

INTERNAL (cont.):

FIDH Opera;ons: SOA15 – More training & info is needed among members SOA20 – AdministraBve gap between regional and themaBc programs SD17 – Decentralize FIDH non poliBcal operaBons to regional level (cost saving), communicaBon in London & poliBcal in Paris SD18 – Replicate South American best pracBces to other countries SD19 – CreaBon of a plaeorm of communicaBon & knowledge management SD20 – Reinforce communicaBon methods (technology) SD21 – Develop beoer inter-‐country/ region communicaBon sharing of info, best pracBces SD22 – Create long-‐term strategy before taking important decisions (ex. New headquarters) SD24 – Reinforce and open offices in Africa & Americas SD28 – Reinforce regional offices (link between field & FIDH) SD38 – Need to review FIDH model with external help SD32 – Get images & info in real Bme



FUTURE (External by ThemaBc Areas)

EXTERNAL:

HR Interna;onal Legal & Poli;cal Framework: DF10 – Increase of Asylum-‐seekers KF1 – EvoluBon of the relaBons between security concerns & HR protecBon KF2 – USA compliance with IL KF28 – InternaBonal JusBce SS1 – FIDH contribuBon for the creaBon of the InternaBonal Court for Economic Crimes SS2 – Death Penalty aboliBon SS3 – FIDH contribuBon for the creaBon of an InternaBonal Court for “Enforced Disappearance” SS4 – ContribuBon for the creaBon of an internaBonal protocol for economic and social rights

Geopoli;cal and Geo-‐economics affairs: DF1 – Financial & economic crises DF2– MigraBon DF3 – Global compeBBon paradigm DF4 – The evoluBon of Social Corporate Responsibility DF5 – Terrorism DF6 – Role of women DF8 – GlobalizaBon DF9 – NaBonal IdenBty crises DF10 – Increase of asylum-‐seekers DF11 – Human mobility acceleraBon DF12 – The power of the individual DF13 – Rise of China KF1 – EvoluBon of the relaBons between security concerns & HR protecBon KF2 – USA compliance with InternaBonal Law (IL) SS5 – FIDH contribuBon for the IntegraBon of the Muslim and western socieBes

FIDH Strategic Areas of Ac;vity (Focus/Priori;es): KF27 – Development of internaBonal JusBce InsBtuBons KF28 – InternaBonal JusBce SS1 – FIDH contribuBon for the creaBon of the InternaBonal Court for Economic Crimes SS3 – FIDH contribuBon for the creaBon of a InternaBonal Court for “Enforced Disappearance” SS4 – ContribuBon for the creaBon of an internaBonal protocol for economic and social rights



FUTURE (Internal by ThemaBc Areas)

INTERNAL:

FIDH Governance and Organiza;onal Structure: DF15 – Cultural diversity of the FIDH league members KF4 – FIDH booom up legiBmacy based on the Leagues KF6– CoordinaBon of internal acBviBes KF08 – Beoer strategic cooperaBon between FIDH members KF9 – balance between poorer and richer league members KF12 – Engage & include leagues in major FIDH decisions KF13 – EvoluBon of the HR Observatory KF14 – renewal of the “InternaBonal Board” KF15 – Balance between insBtuBonal and field views KF17 – Ability to work verBcally and horizontally KF18– Balance between centralizaBon and regionalizaBon KF19 – Distribute power between FIDH league members KF20 – non-‐personalizaBon of decisions KF21 – Smooth transiBon of presidency KF23 – Important that FIDH understands itself KF25 – More transparency and coherence KF26 – Keep people moBvated (team & volunteers) engaged) SS6 – FIDH organic growth SS7 – FIDH expand as a real network SS8 – IntegraBon of other important countries in FIDH (ex. Ukraine & Kazakhstan) SS9 – FIDH becomes the power of the leagues and not Paris SS10 – FIDH keeps flexible

FIDH Financial Resources: KF5 – Get enough resources to implement acBons KF9 – balance between poorer and richer league members KF24 – Create good metrics of control

FIDH Strategic Areas of Ac;vity (Focus/Priori;es): KF3 – Capacity to reply to league solicitaBons KF4 – FIDH booom up legiBmacy based on the Leagues KF7 – FIDH as a structure for sharing experiences of leagues KF13 – EvoluBon of the HR Observatory KF16 – Train people SS6 – FIDH organic growth

FIDH Opera;ons: KF3 – Capacity to reply to league solicitaBons KF7 – FIDH as a structure for sharing experiences of leagues KF15 – Balance between insBtuBonal and field view KF16 – Train people KF17 – Ability to work verBcally and horizontally KF22 – Good disseminaBon of FIDH info KF24 – Create good metrics of control KF26 – Keep people (team & volunteers) moBvated and engaged



TYPE OF INFO BY THEMATIC AREAS A foresight perspecBve on FIDH’s past, present & future


1) InternaBonal InsBtuBons & FIDH InternaBonalizaBon:

TURNING POINT: TP4 – RelaBon of FIDH with UN & EU TP5 – FIDH in EU HR short list funded organizaBons TP25 – InternaBonalizaBon of the “InternaBonal Board” TP23 – IntegraBon of the Tunisian League TP24 – InternaBonalizaBon of FIDH TP26 – South America Vice President Fernando Silinin’s role in the consolidaBon of South American leagues TP27 – IntegraBon of South American leagues

STATE-‐OF-‐AFFAIRS: SOA4 – FIDH is mainly a lobbying structure with UN & EU SOA5 – FIDH in EU’s HR shortlist of funded organizaBons SOA6 – Lack of internaBonal HR funding

STRATEGIC DECISIONS: SD6 – Improve relaBons with UN HR SD8 – Promote a discussion on InternaBonal Funding for HR SD23 – Create a representaBon in Washington



2) HR InternaBonal Legal & PoliBcal Framework: TURNING POINT: TP6 – CreaBon of the inter American DemocraBc Charter TP7 – HR became a global issue TP8 – Vienna HR conference in 1983 TP9 – CreaBon of the ICJ in 1988 TP10 – Women Rights TP11 – UK Chamber of the lords decision on DiplomaBc immunity TP12 – Laws against terrorism TP13 – Asylum rights recogniBon TP14 – Co-‐founding of the world Social Forum TP19 – The break of the relaBons between other HR internaBonal organizaBons with Belarus HR organizaBons

STATE-‐OF-‐AFFAIRS: SOA1 – USA non-‐compliance with IL makes it weaker SOA2 – The primacy of laws can constrain acBon SOA3 – Difficulty in controlling CSR impact

STRATEGIC DECCISSIONS: SD1 – Reinforcement of work and advocacy with ICJ SD2 – Push for the development of the Universal jurisdicBon watch by every country SD3 – Watch the temptaBon on execuBve sphere excesses SD4 – Restore consBtuBonal powers & put legislaBve and judicial power in place SD5 – Fight against dictatorship immunity

DRIVING FORCES: DF10 – Increase in Asylum-‐seekers

KEY FACTORS: KF2 – USA compliance with InternaBonal Law KF1 – EvoluBon of the relaBons between security concerns & HR protecBon KF28 – InternaBonal JusBce

SUCCESS STORIES: SS1 – FIDH contribuBon for the creaBon of the InternaBonal Court for Economic Crimes SS2 – Death Penalty aboliBon SS3 – FIDH contribuBon for the creaBon of a InternaBonal Court for “Enforced Disappearance” SS4 – ContribuBon for the creaBon of an internaBonal protocol for economic and social rights



3) GeopoliBcal & Geo-‐economics affairs:

TURNING POINT: TP1 – Military dictatorships TP2 – Society reclamaBon of the “enforced disappearance” TP3 – The role of FIDH in the Pinochet process TP6 – CreaBon of the inter American DemocraBc Charter TP15 – Development of Anglo Saxonic countries TP16 – 9/11 TP17 – Fall of the Berlin Wall TP18 – Israeli-‐Arab conflict

DRIVING FORCES: DF1 – Financial & economic crises DF2– ImmigraBon DF3 – Global compeBBon paradigm DF4 – The evoluBon of Social Corporate Responsibility DF5 – Terrorism DF6 – Role of women DF8 – GlobalizaBon DF9 – NaBonal IdenBty crises DF10 – Asylum growth DF11 – Human mobility acceleraBon DF12 – The power of the individual DF13 – Rise of China

KEY FACTORS: KF1 – EvoluBon of the relaBons between security concerns & HR protecBon KF2 – USA compliance with InternaBonal Law (IL) SS5 – FIDH contribuBon for the IntegraBon of the Muslim and western socieBes



4) FIDH Governance & OrganizaBonal Structure: TURNING POINT: P20 – Effort in making all member leagues accountable & parBcipate TP21 – ConsBtuBon of the secretariat TP22 – FIDH conscious of expand & growth TP25 – InternaBonalizaBon of the “InternaBonal Board” TP28 – Resources to bring all VP to FIDH meeBngs TP32 – The 10 iniBal staff from the French unemployment fund/law

STATE-‐OF-‐AFFAIRS: SOA8 – FIDH internal crises of “poliBcally correct” (the elephant in the room) SOA9 – Leagues have a local / regional focus only SOA10 – Leagues are very autonomous SOA11 – “InternaBonal Board” members are not commioed enough in fundraising efforts SOA12 – League members do not share funding with FIDH SOA16 – CommunicaBon difficulBes between FIDH members SOA17 – Conflict between FIDH financial & poliBcal model SOA18 – FIDH is organized in regional/poliBcal facBons SOA19 – There is liole consensus about who / what FIDH is SOA20 – AdministraBve gap between regional and themaBc programs SOA21 – Moment of rupture inside FIDH (France is stepping away) SOA23 – FIDH is quite efficient and recognized considering the size and budget SOA25 – Fear of decentralizaBon SOA27 – No noBon of conBnuity SOA29 – There is a problem in the generaBonal renovaBon of the “InternaBonal Board”

STRATEGIC DECISIONS: SD14 – FIDH organic growth SD15 – League members should fund up to 10% of the FIDH annual budget SD16 – Promote strategic cooperaBon & synergies between FIDH leagues SD17 – Decentralize FIDH non poliBcal operaBons to regional level (cost saving), communicaBon in London & poliBcal in Paris SD22 – Create long-‐term strategy before taking important decisions (ex. New headquarters) SD23 – Create a representaBon in Washington SD24 – Reinforce and open offices in Africa & Americas

SD25 – Reinforce the work of the “Secrétariat InternaBonal” SD26 – InsBll FIDH as an organizaBon of leagues and not blocks SD27 – Promote beoer arBculaBon of leagues SD28 – Reinforce regional offices (link between field & FIDH) SD29 – Need enhance “family” morale SD30 – Improve coordinaBon between verBcal and horizontal acBvity SD33 – Need to clarify FIDH model (emanaBon of the leagues vs. internaBonal branch of FIDH) SD36 – Need for Governance redefiniBon SD35 – Move congress from 3 to 4 years cycle SD38 – Need to review FIDH model with external help DF15 – Cultural diversity of the FIDH league members

KEY FACTORS: KF4 – FIDH booom up legiBmacy based on the Leagues KF6– CoordinaBon of internal acBviBes KF08 – Beoer strategic cooperaBon between FIDH members KF9 – Balance between poorer and richer league members KF12 – Engage & include leagues in major FIDH decisions KF13 – EvoluBon of the HR Observatory KF14 – renewal of the “InternaBonal Board” KF15 – Balance between insBtuBonal and field view KF17 – Ability to work verBcally and horizontally KF18– Balance between centralizaBon and regionalizaBon KF19 – Distribute power between FIDH league members KF20 – non-‐personalizaBon of decisions KF21 – Smooth transiBon of presidency KF23 – Important that FIDH understands it self KF25 – More transparency and coherence KF26 – Keep people (team & volunteers) moBvated and engaged

SUCCESS STORY: SS6 – FIDH organic growth SS7 – FIDH expand as a real network SS8 – IntegraBon of other important countries in FIDH (ex. Ukraine) SS9 – FIDH becomes the power of the leagues and not Paris SS10 – FIDH keeps flexible



5) FIDH Financial Resources:

TURNING POINT: TP28 – Resources to bring all VP to FIDH meeBngs TP29 – FIDH budget improvement TP30 – Michael Eris iniBal funding TP31 – Change to triennial budgets TP32 – The 10 iniBal staff from the French unemployment fund/law

STATE-‐OF-‐AFFAIRS: SOA11 – “InternaBonal Board” members are not commioed enough in fundraising efforts SOA12 – league members do not share funding with FIDH SOA22 – Leagues only fund 1% of FIDH budget SOA23 – FIDH is quite efficient and recognized considering the size and budget SOA17 – Conflict between FIDH financial & poliBcal model SOA24 – FIDH funding sources have been stable so far SOA30 – FIDH growth is constrained by the growth of funds SOA26 – Funding goes to programs, lack of core funding

STRATEGIC DECISIONS: SD12 – Adapt FIDH objecBves to its resources (focus & prioriBze) SD15 – League members should fund up to 10% of the FIDH annual budget SD17 – Decentralize FIDH non poliBcal operaBons to regional level (cost saving), communicaBon in London & poliBcal in Paris SD22 – Create long-‐term strategy before taking important decisions (ex. New headquarters) SD34 – Charge league members for FIDH services SD35 – Move congress from 3 to 4 years cycle KF5 – Get enough resources to implement acBons

KEY FACTORS: KF9 – Balance between poorer and richer league members KF24 – Create good metrics of control



6) FIDH Strategic Areas of AcBvity (Focus/PrioriBes):

STATE-‐OF-‐AFFAIRS: SOA7 – Financial and economic crises’ impact on migrants SOA9 – Leagues have a local / regional focus only SOA19 – There is liole consensus about who / what FIDH is SOA23 – FIDH is quite efficient and recognized considering the size and budget SOA27 – No noBon of conBnuity SOA30 – FIDH growth is constrained by the growth of funds

STRATEGIC DECISIONS: SD5 – Fight against dictatorship immunity SD7 – ProtecBon of HR defenders SD9 – Climate refugees SD10 – Establish alliances with other organizaBons in order to leverage FIDH impact and focus SD11 – Engage actors at the regional / naBonal level SD12 – Adapt FIDH objecBves to its resources (focus & prioriBze) SD18 – Replicate South American best pracBces to other countries SD37 – Establish alliances with other organizaBons

KEY FACTORS: KF3 – Capacity to reply to league solicitaBons KF4 – FIDH booom up legiBmacy based on the Leagues KF7 – FIDH as a structure for sharing experiences of leagues KF13 – EvoluBon of the HR Observatory KF16 – Train people KF27 – Development of internaBonal JusBce InsBtuBons KF28 – InternaBonal JusBce

SUCCESS STORY: SS1 – FIDH contribuBon for the creaBon of the InternaBonal Court for Economic Crimes SS3 – FIDH contribuBon for the creaBon of a InternaBonal Court for “Enforced Disappearance” SS4 – ContribuBon for the creaBon of an internaBonal protocol for economic and social rights SS6 – FIDH organic growth



7) FIDH OperaBons:

STATE-‐OF-‐AFFAIRS: SOA15 – More training & info is needed at among members SOA20 – AdministraBve gap between regional and themaBc programs

STRATEGIC DECISIONS: SD17 – Decentralize FIDH non poliBcal operaBons to regional level (cost saving), communicaBon in London & poliBcal in Paris SD18 – Replicate South American best pracBces to other countries SD19 – CreaBon of a plaeorm of communicaBon & knowledge management SD20 – Reinforce communicaBon methods (technology) SD21 – Develop beoer inter-‐country/ region communicaBon sharing of info, best pracBces SD22 – Create long-‐term strategy before taking important decisions (ex. New headquarters) SD24 – Reinforce and open offices in Africa & Americas SD28 – Reinforce regional offices (link between field & FIDH) SD32 – Get images & info in real Bme SD38 – Need to review FIDH model with external help

KEY FACTORS: KF3 – Capacity to reply to league solicitaBons KF7 – FIDH as a structure for sharing experiences of leagues KF15 – Balance between insBtuBonal and field view KF16 – Train people KF17 – Ability to work verBcally and horizontally KF22 – Good disseminaBon of FIDH info KF24 – Create good metrics of control KF26 – Keep people moBvated (team & volunteers) engaged



GLOBAL VISUAL MAPPING A foresight perspecBve on FIDH’s past, present & future


FIDH’s past, present & futureVisual Mapping

INTERNAL

EXTERNAL

PAST PRESENT FUTURE

KF26

KF25

KF24 KF23

KF22

SS10 KF21

KF20

KF19 KF18

KF17

KF16

KF15

KF14

KF13

DF15 KF12

SS9

KF9

SS8

KF08 SS7

SS6

KF7

KF6

KF5

KF4

KF3

DF1

SS1 DF3

DF4

DF8

DF2 DF5 DF11

KF1

SS2

DF6

DF10

SS3 SS4

KF27

KF2

DF9

KF28

DF12 SS5

DF13 TP1

TP2 TP3

TP4 TP5

TP6

TP7

TP8 TP9

TP10

TP11 TP12

TP13

TP14

TP15 TP16

TP17

TP18 TP19

TP20

TP21 TP22

TP23 TP24 TP25 TP26 TP27

TP28

TP29 TP30

TP31

TP32

SD1

SD2

SOA1

SOA2 SD3

SOA3

SD4

SD5

SOA4 SD6 SOA5

SD7

SD8 SOA6

SOA7

SD9

SOA8

SD10 SD11

SD12

SD14

SD15

SOA9

SOA10

SOA11 SOA12

SD16

SD17

SD18

SD19 SD20

SOA15

SD21

SD22

SD23

SD24

SD25 SOA16

SOA17

SOA18

SOA19

SD26 SD27

SD28

SD29

SOA20

SD30

SOA21

SD32

SD33

SD34

SD35

SOA22

SOA23

SOA24

SOA30

SOA25

SOA26

SD36

SD37

SOA27

SD38

SOA29

II&I

ILPF

Geo

Gov

Fin

Strat

Op.



CONCLUSIONS & INPUTS FOR DISCUSSION



Conclusions & Inputs for Discussion – I

Interna;onal Ins;tu;ons & FIDH Interna;onaliza;on: 1)  The internaBonalizaBon of FIDH was very important for its growth and for the legiBmacy

of the organizaBon, but apparently it has been difficult to deal with the internal change of power.

2)  The South American region plays an important role inside FIDH but brings very different worldviews coming out of increased internal diversity (cultural, historical, socio-‐poliBcal)

3)  EU and UN centric? No references to other global or macro-‐regional orgs. 4)  No references to any of the BRICs. Only one to the USA. 5)  EU support can be a fundamental driver but at the same Bme can enhance the

“lobbying” factor (FIDH acBng essenBally as a lobbying structure). 6)  EU financial dependence could be linked to an internaBonal HR lack of funding,

therefore it is important to both diversify funding sources and promote an internaBonal debate around HR funding.

7)  Strong regional (even naBonal) posiBons of members and leagues pose great difficulBes to having a global view of the organizaBon

HR Interna;onal Legal & Poli;cal Framework: 8)  The development of internaBonal law and jusBce and the “enforced disappearance”

have been the key external drivers for FIDH. Law and internaBonal insBtuBons dependency”? But the evoluBon of internaBonal and jusBce seems uncertain: USA role, BRICS, Corporate Social Responsibility, increased difficulty to monitor and enforce.


FIDH Governance & Organiza;onal Structure: 9)  The organized effort for making all member leagues accountable and parBcipaBve was menBoned as

key in the past and an underlining concern for the future 10)  The South American region plays an important role inside FIDH but brings very different worldviews

coming out of increased internal diversity (cultural, historical, socio-‐poliBcal) 11)  FIDH is mainly seen by the Leagues as a plaeorm for access / lobbying / pleading to internaBonal

insBtuBons. 12)  Financial restricBons are recognized throughout the interviewed persons, but only the treasurer

advances with concrete proposals. 13)  Strong regional (even naBonal) posiBons of members and leagues pose great difficulBes to have a

global view of the organizaBon. 14)  Is the FIDH relaBon with the French league the “elephant in the room”? 15)  DecentralizaBon and regional offices reinforcement could be the right path (e.g. Africa, Washington) 16)  The growth of FIDH increased cultural & ideological diversity of its members, organizaBonal

complexity and dispersion of interests and prioriBes was not addressed by an adequate strategy at the following levels: governance, acBvity focus, financial model and internal communicaBon. This, together with an underlining “poliBcally correctness” atmosphere, might have lead to the present internal tensions with some of the historical leagues, a lack of strategic focus and communicaBon problems among its members.

17)  Improve Governance and OrganizaBonal Model: •  Assure smooth presidency transiBon •  Have a beoer coordinaBon between the “Secrétariat InternaBonal” and the “InternaBonal

Board” •  Reorganize governance structure in order to incorporate interests (e.g. “historical members”

vs. new members; “financers” vs. “receivers”) 18)  Enhance “family morale” by creaBng an internal narraBve which involves every member.

Conclusions & Inputs for Discussion – II


FIDH Financial Resources: 18)  EU financial dependence could be linked to an internaBonal HR lack of funding,

therefore it is important to both diversify funding sources and promote an internaBonal debate around HR funding.

19)  Linked to the new sources of funding there is a possible leveraging partnerships and local empowerment, in terms of cost saving and acBvity focus. (e.g. intervenBon in HR-‐environment related issues in partnership with environmental NGOs & root movements).

20)  Financial restricBons are recognized throughout the interviewees, but only the treasurer advances with concrete proposals.

21)  leagues involvement: 1% of financial contribuBon and 100% of demand for acBon? 22)  FIDH should undertake a financial restructuraBon. PossibiliBes:

•  Charge for services •  More financial contribuBons from the Leagues (from 1% to 10% of FIDH budget?) •  Create a beoer financial metrics and control measurements •  Cost saving by creaBng synergies between the leagues and with other external

partners in FIDH core acBviBes (sharing of resources) •  Cost saving by decentralizing non poliBcal operaBons to the leagues or regional

offices •  New forms of funding (professional fundraising, a beoer mix of funds, more

dynamic and spread online donaBons, other type of fundraising acBviBes)

Conclusions & Inputs for Discussion – III


FIDH Strategic Areas of Ac;vity (Focus/Priori;es): 23)  EU financial dependence could be linked to an internaBonal HR lack of funding, therefore is

important to both diversify funding sources as well as to promote an internaBonal debate around HR funding.

24)  The “defense of the defenders” is embedded in FIDH culture. 25)  Economic crises and climate related issues are two key areas to address in the present.

Dispersion of acBon can be a threat. 26)  Some of the external success stories told for the future are very difficult to be decisively

influenced by FIDH acBon (see “external” “Success Stories”). There is a need to clarify the role and resources to achieve this objecBves if chosen.

27)  Strategic definiBon of FIDH areas of focus & priority is crucial (avoid dispersion, KPI definiBon for each area).

FIDH Opera;ons: 28)  Linked to the new sources of founding there is a possible leveraging partnerships and local

empowerment, in terms of cost saving and acBvity focus. (e.g. intervenBon in HR-‐environment related issues in partnership with environmental NGOs & root movements).

29)  Knowledge management & web 2.0 tools implementaBon and disseminaBon 30)  ImplementaBon of real communiBes of pracBce with professional facilitators in order to

create experience sharing and beoer communicaBon among members 31)  Seek external help on change management processes in order to help FIDH in this important

moment. 32)  Don’t take important operaBonal decisions before having a clear vision / strategy (e.g. don’t

expand the headquarter before defining either to decentralize FIDH or not)

Conclusions & Inputs for Discussion – IV


TEAM & CONTACTS A foresight perspecBve on FIDH’s past, present & future


Team & Contacts

• UniversitéJeanMoulin (Lyon III) -‐ PhD, Strategic Management, Foresight (work in progress)

• Universidade Técnica de Lisboa -‐ Post-‐GraduaBon, Strategy

• CollegeofEurope (Bruges) -‐ Master of Arts in European Economic Studies

• Universidade do Porto -‐ Degree in Economics (5 years degree)

António Alvarenga • Professor at InsBtute for the Development of Economic, Financial and Management Studies (IDEFE) – ISEG/UTL (Lisbon)

• Teacher / Trainer at NaBonal AdministraBon InsBtute (INA -‐ Portugal)

• Head of the Foresight Analysis Unit at DPP • Professor at InsBtute for Technological Development (IDT) – Porto Polytechnic Ins9tute Founda9on

• Invited Professor at Aveiro University -‐ Portugal • Key Account Manager at Invest in Portugal Agency (API)

Academic FormaBon Relevant Professional Experience

+351 919 070 048 | [email protected]

• ISEG Post Gradua9on in “Foresight, Strategy & Innova9on” at ISEG (Lisboa, Portugal)

• INSEAD Social Entrepreneurship Programme at INSEAD (Fountaiblue, France)

• Finance Summer School at LSE (London, UK) • Degree in “Management and Business AdministraBon” at UniversidadeCatólica Portuguesa (Lisboa, Portugal) -‐ Bsc equivalent

Pedro Rocha Vieira • Free Agent: Project Manager, (Social) InnovaBon & (Social) Entrepreneurship (since October 2009)

• NGO TESE – Co-‐Founder & Associate Director at Social InnovaBon Program (2007-‐2009)

• NGO CHAPITÔ – Project Manager (2006-‐2007) • BANCO BPI – Corporate Retail Bank & Project Finance Financial Analyst (2003-‐2005)

+351 919 561 688 | [email protected]

Documents

A’foresightperspecBve’on’ FIDH’s’past,’present&’future’’...Fin Strat’ Op. Example:’a TurningP oinerom’the’PAST, idenﬁedby’ Person’A* in’the’themaBc’