Accountability Statement – Child Helpline International

We are committed to making Child Helpline International an effective and powerful organisation that is determined to give a voice to children and young people worldwide.

ANBI
Public Benefit Institution (ANBI)

The Inspector of Taxes has classified Stichting Child Helpline International Foundation as a Charity under their Algemeen Nut Beogende Instelling (ANBI) – public benefit organization – rulings and as referred to in Article 24, paragraph 4 of the Succession Act 1956.

As an ANBI, Stichting Child Helpline International Foundation are exempt from paying tax on inheritances and donations that the foundation receives in the context of the public interest.

 

Vision

A world that allows children to be heard, one by one, and through their voices shape the world and realise their rights.

 

Mission

To respond to children in need of care and protection and voice their concerns to policy and decision makers.

To achieve our vision and mission we believe that a transparent and accountable organisation is essential. This is a core goal of our strategy 2016-2020: to build an effective and sustainable organisation. To accomplish this goal, we will strive to ensure that we are accountable to our members, donors and partners and to use the resources available to us efficiently and sustainably.

Core goal of our strategy 2016-2020: to build an effective and sustainable organisation.

 

Governance of Child Helpline International

The philosophy of our bottom-up and participatory network, is reflected in our governance structure where the highest mandated power is the General Assembly of child helplines themselves. The General Assembly of Child Helplines is comprised of Child Helpline International full member child helplines. The General Assembly comes together every two years, or whenever a resolution of such a meeting is necessary or if this is considered desirable by the Management Board or by one or more member child helplines.

The General Assembly nominates the Regional Representatives as members of the Supervisory Board, as well as the Deputy Regional Representatives, and it ratifies Child Helpline International’s strategy for three or five-year periods. The terms and conditions of Child Helpline International’s governance are laid down in the Statutes and in the by-laws of Child Helpline International (available upon request).

 

Overview of Child Helpline International’s Governance

Constituent bodies:

  • The General Assembly of National Child
  • The Supervisory Board with five Regional Representatives (nominated by the members in the regions) and three Supervisory Committee
  • The Management Board with an Executive Director and two Heads of Departments, carrying the day to day management

We work with and for our members at all times

In this legal framework the Supervisory Board and the Management Board may also jointly convene Advisory Councils and taskforces or working groups. The Advisory Councils shall assist the Management Board and/or the Supervisory Board by providing advice based on their specific expertise. The members of the Advisory Councils are recruited by the Management Board and not via nomination. The taskforces are nominated by the membership.

At the moment Child Helpline International convenes:

  1. The Advocacy Taskforce
  2. The Quality Assurance for Child Helplines Advisory Council – to be convened in 2017
  3. The Youth Advisory Council
  4. The Child Helpline Impact Assessment Advisory Council

The Responsibilities of the Supervisory Board:

  • The Supervisory Board will promote the interest of the Child Helpline International network in the widest
  • To review and give input to the strategy plan, for approval by the General
  • To review and approve the annual plan of
  • To review and approve the annual budget and final audited

The Role of Regional Representatives on the Supervisory Board:

  • To support the co-ordination of the regional activities in co-operation with Child Helpline International.
  • To advocate on behalf of member child helplines at the regional
  • To contribute towards the regional consultations during the term on the
  • To participate in Supervisory Board meetings at least twice per
  • To represent Child Helpline International in relevant regional meetings.

The Role of Deputy Regional Representatives:

  • The Deputy Regional Representative has a supporting role to Regional Representative by facilitating regional advocacy activities as a member of the Advocacy Taskforce.
  • The Deputy Regional Representative acts in place of and in case the Regional Representative to the Supervisory Board is not able to attend the meeting or leaves his/her own organisation.

The Responsibilities of the Management Board:

  • To conduct daily activities of Child Helpline International in accordance with its strategic plan and in accordance with the annual plan and budget.
  • To act in accordance with the expenditure guidelines and the budget approved by the Supervisory Board.
  • To report to the Supervisory Board on a bi-annual basis.
  • To provide the Supervisory Board with the information it needs to carry out its duties in a timely manner.

This overview highlights that accountability is at the core of Child Helpline International. We have a strong network ownership and membership representation in our governance mechanisms and ensures that the child helpline member’s interest comes first. We work with and for our members at all times and because of this collective work we are focused on achieving our primary goal of our strategy 2016-2020: to improve child protection systems through more robust child helplines. In addition to our commitment to the network, our governance structure demonstrates to our partners and other stakeholders that we are transparent and accountable organisation and that there can be a partnership of trust.

We always work to our best ability to ensure that this accountability is at core of our commitment to the network, stakeholders and partners. Occasionally a stakeholder may feel we have fallen short of our commitment. Therefore, a stakeholder can make a complaint and can do so through our complaint procedure on our website.

 

Efficiency and Sustainability

To be an efficient and sustainable organisation one must have stringent financial management and be efficient with the financial resources.

Financial Management        

One the critical duties of the Management Board is overseeing the day to day management of Child Helpline International funds. There a number of necessary authorisations to be obtained before funds can be transferred. One such authorisation is where the Treasurer with the Executive Director must authorise all expenditure over €10,000.

Expenditure reports are requested and checked from all Child Helpline International partners undertaking activities funded by Child Helpline International. Receipts are a mandatory requirement before any funds are transferred. Occasionally, it is necessary to pre-finance an activity and this is only done upon approval of the Executive Director and upon provision of a detailed budget and international details from the Child Helpline International partner. In addition, Child Helpline International collects boarding passes, travel tickets and attendance sheets, which is a good practice and is obligated for the reporting of projects funded by the European Union.

Additionally, Child Helpline International is obliged to comply with internationally recognized accounting guidelines for the charities in the Netherlands; these are RJ650 auditing framework and the Code Wijffels. Child Helpline International is annually audited by independent auditor Deloitte. Our annual reports can be requested or downloaded from www.childhelplineinternational.org .

 

Effectiveness and efficiency of spending

Child Helpline International has adopted numerous strategies and procedures to guide the effective and efficient spending of funds. On an organisational level Child Helpline International’s 2016-2020 Strategic Plan forms our main guiding document, outlining our organisational ambitions for this period. In addition to the Strategic Plan, annual plans are developed to set the yearly objectives for each department.

We have a time-writing system which monitors how staff time is spent, and we correlate this to our objectives and allocated budgets. This system guides us on how efficiently we use our time on our activities. It also allows us to evaluate do we use our time effectively.

Thus, our monitoring and evaluation processes are designed to monitor whether we meet our organisational objectives, identified project outcomes and reaches the anticipated quality in service delivery. Continuous reflection on our work is important to find success factors and incorporate lessons learnt, which will lead to a greater impact within the work that we are doing.

The Annual Plan reflects the objectives of the Strategic Plan, the organisation’s responsibility in terms of programme delivery for specific funding bodies, the findings of internal and external evaluations and consultations, and last but not least Child Helpline International’s core responsibility of responding to the identified needs by our member organisations.