1

On behalf of the ECRE Secretariat, I am pleased to provide a brief introduction to this 2014-2016 strategic planning document.

This plan is the result of ten months of intensive work by the staff, and incorporates the comments and suggestions by member or-ganisations (those who participated in the Directors’ Forum and all others who were provided with a draft via email) and members of the Board. During this process, we conducted two staff retreats, held several meetings of a smaller staff strategic planning com-mittee, conducted many personal interviews with various stake-holders and spent significant time considering and evaluating the data we received. We then circulated drafts among the staff, made several drafts available to the Board for review and comment and submitted a draft and the final proposed document to the mem-bership. Our staff strategic planning committee, given the task by our Board to complete this plan, devoted a great deal of time and effort to this process. Our discussions were at times serious, frustrating, mildly contentious and engaging, but always centred upon one critical focus: how best to work with our members to protect the rights of asylum seekers, refugees and displaced per-sons who seek protection in Europe.

We looked closely at our strengths as well as our weaknesses, dis-cussed threats to the Alliance as well as opportunities. As a result of this process, we are proposing a plan over the next three years that will see us continue our strong work to protect the rights of asylum seekers and refugees, but also expand into protecting the rights of displaced persons. We intend to broaden and shape our message to reach a more general audience in addition to those with whom we currently engage. We propose to respond to the threat of lower core funding by increasing our involvement in competitive service contract tenders and seeking support and contributions from appropriate private organizations, including global law firms and corporations. On the programmatic side, we look to ensure that national legislation and European practice re-flect the highest human rights standards by monitoring the trans-

position and implementation of the Common European Asylum System (CEAS), by further developing our Asylum Information Database (AIDA) and by continuing to look for solutions to key challenges and the future of protection in Europe. We will con-tinue to support protection and capacity building for asylum in third countries, and will redouble our efforts to help build a strong legal network on asylum in Europe. We will support the strength-ening of the work of European civil society on asylum and build stronger links with local civil society in third countries, while also continuing our efforts to inform, persuade and influence the work of EU and international authorities and agencies. We recognize we cannot accomplish everything alone, and will actively seek col-laborative relationships with our members as well as like-minded and similarly positioned organizations.

This plan also recognizes that if we are to continue to provide quality support and service to Alliance members, we must ensure that we have adequate infrastructure and invest sufficiently in our staff, our most valuable resource.

With this plan, we seek to build upon the existing strengths of the Alliance, properly position ourselves for upcoming opportunities and protect against financial challenges to work together to en-sure that the rights and dignity of all those seeking protection in Europe is upheld.

Strategic Plan2014 - 2016

Introductionby Michael Diedring, Secretary General

2

The European Council on Refugees and Exiles (ECRE) is a pan-European alliance of NGOs protecting and advancing the rights of refugees, asylum seekers and displaced persons. Our mission is to promote the establishment of fair and humane European asylum policies and practices in accordance with international human rights law. Working together with our members and partners to inform and persuade European authorities and the public, we monitor and denounce human rights violations while proposing and promoting fair and effective durable solutions. We accomplish our mission through research, advocacy and the sharing of knowledge and expertise.

Mission Statement

ECRE currently comprises 76 member organizations from 37 countries. ECRE’s budget in 2013 is €1.65 million with 13 full-time employees, 3 part-time employees (including our Head of Projects and Tenders Team, employed in the UK by ECRE Limited) and 4 full-time interns. In 2013, ECRE’s revenue was generated from four principal sources: 46% from the European Commission; 36% from philanthropic organizations; 12% from membership fees; and 6% from other income.

Vision StatementECRE strives for a Europe that protects refugees, asylum seekers and displaced persons with dignity and respect.

Organizational Profile

Core Strategies

Core Strategy 1

During the almost 40 years since its founding, ECRE has built a well-deserved, high reputation for intellectual rigor and accuracy by focusing its efforts on protecting the rights of a specifically defined group: asylum seekers, refugees and others in need of international protection. Due to a relatively recent shift, issues in our area of work are now more commonly raised, and funding provided, within the context of mixed migration flows. Thus, in making a strategic decision not to be seen as limiting ourselves exclusively to asylum seekers and refugees, but to expand into the protection of displaced persons, we acknowledge that the rights we have steadfastly defended on behalf of asylum seekers and refugees are identical to or form the basis of the rights others in the migratory flow, particularly displaced persons, do or should enjoy. For example, the rights of those whose claims have been rejected, the rights of persons before and during the return

process and the rights of those who have not obtained a residence permit, but cannot be returned for reasons beyond their control. This does not, however, mean that we intend to be active in all aspects of migration (for example, there are others who are better suited to address issues such as economic migration).

Where appropriate, we will move forward to show leadership in protecting the rights of displaced persons by building our own programmes with our members and by working in partnership to strengthen the impact of our activities. In topics others have significantly developed, we will work in collaboration with them or provide support (for example, the issue of statelessness and The European Network on Statelessness). As we move forward in implementing this strategic goal, we will modify this plan in the near term and in future years to address more specifically our particular areas of expansion.

The following three core strategies will influence ECRE’s goals for the next three years.

Build upon our recognized expertise in protecting the rights of asylum seekers and refugees to include the protection of the rights of displaced persons.

3

The research, training, sharing of information and advocacy/communication that we undertake are not ends in themselves but tools to be used in achieving a broader goal (for example, our efforts to monitor and denounce human rights violations are not undertaken merely to shed light on the violation, but more broadly and significantly to effect change that will provide a direct benefit to those people adversely affected. Likewise, we highlight “best practices” with the intent that others will be convinced to follow suit.). If we and our members generate outstanding work, but it is not broadly communicated in an appropriate manner to our diverse stakeholders, we lose the most important aspect of communication (the acceptance and comprehension of our message) and advocacy (the motivation to take action to change the situation).

Thus, if we wish to increase the impact of our activities beyond the Brussels-based advocacy we are currently involved with, we need to educate and channel the energy of the public at the national level. Therefore, we will continue our work with Brussels-based and national media through our network of media officers and in close cooperation with our members. As social media has become prevalent in our modern lives, we are also offered an outstanding opportunity to directly touch the general public (our 4,000

Facebook followers, our more than 3,000 Twitter followers and the thousands who visit our website on a monthly basis are examples of how our work is of interest). We will strive to become more effective, and to adopt the new technologies at our disposal, in the use of communication tools and messages targeted to a non-professional audience. Furthermore, we will provide information and work more closely and effectively with our members to help inform national debate.

The broadening of our communication and advocacy efforts, however, will not be at the expense of our existing “professional” work but will rather be a further sharing of our beliefs with a more varied and diverse audience. This expansion will be extremely challenging as we will need to communicate complicated, technical, politically sensitive and emotional issues, which are defined by national interests and pressures, in everyday language. Particularly when communicating at a national level, we will cooperate and coordinate closely with our members. The benefit of connecting with that segment of the general population interested in our work will be immense as it will add significant weight to our policy positions and advocacy work with politicians while increasing our visibility and broadening our stakeholder base.

Core Strategy 2

We will expand our communication and advocacy efforts to also target those in the general public interested in our work.

Although we enjoy very strong relations with our current funders – both the European Commission and the philanthropic organizations that provide our support – the level of funding available for core activities will be decreasing in the upcoming years. As the EU restructures its overall funding mechanisms in this time of austerity, we may witness a significant decrease in the availability of funds that specifically support our core activities, including European Commission-funded projects (furthermore, a worrying drift toward shifting traditional NGO activities in-house to EASO may also negatively impact the availability of EU funds to support our core work).

Thus, over the next three years, while continuing to seek increased core funding and project grants, we will intensify our involvement in competitive service contract tenders consistent with our mission and expertise, and that of our members, to generate excess revenue to support our core operations, and will seek support and contributions from appropriate private organizations,

including global law firms and corporations. We will exhibit care and deliberation in choosing partners for our revenue-generating activities, looking first to the high quality and integrity of those with whom we collaborate. Likewise, those in the professional and corporate sphere with whom we choose to associate will exhibit high standards of integrity and a reputation for honesty, professionalism and fair dealing, as well as a commitment to rights and values that are consistent with our mission. Our policy regarding outside funding and revenue generation will be reviewed and modified, as necessary. It is our intention to collaborate with our members in funding and revenue-generating activities rather than place ourselves in direct competition with them; on the same note, members are encouraged to show the same loyalty to ECRE. ECRE’s recognised strength is in high quality, pan-European comparative research, analysis and advocacy which, by definition, involve cooperation with our national members in sharing their expertise and practical experience.

Core Strategy 3Broaden and diversify our revenue and funding base to adequately support our mission.

4

Monitor transposition and implementation of legislative standards adopted at EU level to offer technical support, denounce significant deficiencies and promote higher standards of protection.

Develop and manage the Asylum Information Database — AIDA, an Internet-based, publicly available clearinghouse for information on the treatment of refugees, asylum seekers and displaced persons in Europe. Such a comprehensive database will include up-to-date information on legal and practice developments (including jurisprudence) for asylum systems in Europe (both inside and outside the EU (particularly strategic transit countries)) as well as information on access to fundamental rights post recognition and the final rejection of the request for international protection. The following substantive issues will be covered:

Asylum Procedures Reception Conditions Detention Operation of the Dublin System Interpretation and Application of Protection Grounds in EU Law Rights of Beneficiaries of International Protection with a Focus on Access to Health Care, the Labour Market and

Family Reunification Rights Access to Fundamental Rights After Final Rejection of the Asylum Application (e.g., destitution) Return Protection of Vulnerable Groups (with a particular emphasis on unaccompanied children and survivors of torture)

Stimulate and develop thinking within the membership on key challenges and the future of protection in Europe, including the development of concrete solidarity and responsibility-sharing between European States to uphold high protection standards, access to the territory and the role of Europe in the global protection regime.

Support and expand the membership and activities of ELENA to identify, understand and improve European practice, improve practitioners’ skills and engage with the judiciary.

Core Activity 1 will contribute to Core Strategy 1 (expansion of the protection of rights), Core Strategy 2 (expansion of communication and advocacy efforts) and Core Strategy 3 (diversification of our revenue and funding base).

Programme Goals and Objectives

Core activitiesTo achieve our mission, and ensure the most effective use of our limited financial and human resources, we have defined “core areas” of our work. These are the substantive areas in which we will show leadership, and those areas that will be given the highest priority with respect to funding, projects and activities and human capital. In other words, these are the topics that fundamentally define who we are and why we exist.

Ensure that national legislation and European practice reflect the highest human rights standards.Core Activity 1

5

Monitor protection issues in third countries and advocate at European level for the rights, protection and assistance of refugees, asylum seekers and displaced persons located in third countries. Priority will be given to the EU neighbourhood and countries with ECRE member organisations. The following substantive issues will be covered:

Asylum Systems Non-Refoulement Access to Protection and Services (especially in urban areas) Access to Rights Detention Durable Solutions Protection of Vulnerable Groups (with a particular emphasis on women and children and survivors of torture) Return and Reintegration

Support and engage in capacity building activities in third countries, together with member organisations, to establish or further develop functional asylum systems, provide displaced persons with access to asylum and services and strengthen the capacity of local civil society to assist them. Priority will be given to countries in the Balkans region, Turkey and selected countries in the Eastern European/Caucasus region.

Maintain a dialogue with the European institutions on migration and refugee protection in third countries.

Monitor the externalisation of European border control measures and its impact on access to protection in Europe.

Core Activity 2 will contribute to Core Strategy 1 (expansion of the protection of rights), Core Strategy 2 (expansion of communication and advocacy efforts) and Core Strategy 3 (diversification of our revenue and funding base).

Core Activity 2Advocate for European policies and programmes outside EU borders that reflect the highest human rights standards for displaced people, based on a spirit of solidarity and responsibility sharing.

Support the European legal community in defending the rights of refugees, asylum seekers and displaced persons through the further development and support of the ELENA network and its high level training for lawyers.

Develop and strengthen our overall judicial engagement strategy, with a primary focus on high profile strategic litigation before the Court of Justice of the European Union and the provision of assistance and training to legal practitioners and the judiciary.

Core Activity 3 will contribute to Core Strategy 1 (expansion of the protection of rights), Core Strategy 2 (expansion of communication and advocacy efforts) and Core Strategy 3 (diversification of our revenue and funding base).

Build a strong legal network on asylum in Europe.Core Activity 3

Core Activity 4Strengthen the work of European civil society on asylum.

Improve the facilitation of the exchange of information among members and develop joint projects and initiatives.

Increase services offered to members, such as pro bono legal services offered by international law firms.

Support exchange and institutional capacity building for member organisations, as relevant.

Core Activity 4 will contribute to Core Strategy 1 (expansion of the protection of rights), Core Strategy 2 (expansion of communication and advocacy efforts) and Core Strategy 3 (diversification of our revenue and funding base).

6

EU Institutions – ECRE will be a liaison to the Commission, and will actively interact with the European Parliament (and its members), the Council and the European External Action Service (EEAS) whenever appropriate.

EU Agencies – EASO, FRONTEX and the Fundamental Rights Agency (FRA). ECRE is the leading voice of refugee-assisting organisations/civil society; ECRE will secure a meaningful role for its members in the activities of these agencies whenever possible.

UNHCR – ECRE will act in a peer-to-peer strategic relationship with UNHCR’s Bureau for Europe and will re-establish a supporting role with UNHCR’s Headquarters as the leading voice of European refugee-assisting organisations/civil society.

Core Activity 5 will contribute to Core Strategy 1 (expansion of the protection of rights) and Core Strategy 2 (expansion of communication and advocacy efforts).

Core Activity 5Inform, persuade and influence the work of EU and international authorities and agencies.

ECRE Supported ActivitiesWe have specifically defined certain “supported activities”. These are in areas which are important and in which we may involve ourselves, but not in a leadership position. This, however, does not exclude targeted action in those areas where it serves our overall strategy, or the “elevation” of a supported activity to a core activity in future years:

Advocacy before the Council of Europe bodies (Commissioner for Human Rights, Parliamentary Assembly of the Council of Europe (PACE), European Social Charter, European Code of Social Security, DGI - Human Rights and Rule of Law, Committee for the Prevention of Torture (CPT)).

1

Advocacy before the UN Treaty Monitoring Bodies, where relevant.2

Campaigning activities with regard to detention (we will continue to actively support initiatives launched by other networks such as JRS and the International Detention Coalition).

3

Campaigning activities with regard to rights of irregular migrants in Europe (we will continue to actively support PICUM and others).

4

Campaigning activities with regard to the rights of vulnerable groups; in particular, unaccompanied children, victims of torture and those fleeing persecution due to sexual orientation or gender identity (we will continue to actively support Save the Children, IRCT, ILGA, EWL and others in this area).

5

Statelessness (we will continue to actively support the European Network on Statelessness).6

Resettlement (we will continue to participate in the 20,000 by 2020 Campaign and actively support the work of the Resettlement Network).

7

Refugee Community Organisations (we will continue to encourage RCOs but are not currently in a position to provide financial assistance or significant support).8

Russia (we will continue supporting our members facing major challenges in their work, to the extent possible).9

7

Financial, Administrative and Governance Goals and Objectives

Staffing and Remuneration GoalTo retain our highly qualified and committed staff and attract, when needed, equally impressive and committed can-didates who continue to reflect the Alliance’s pan-European character.

Staffing Meet the needs of our members, the commitments to our funders, our contractual obligations under service contract pro-

jects and the general needs of the organization without burnout by our employees. At present, we have sufficient staff and, unless we were to receive additional funding, would not expect a meaningful increase in staff in 2014.

By the end of year one of the plan, two additional full-time staff positions will need to be filled; one in the accounting func-tion and the other in fundraising and donor management.

Remuneration By the end of year one of the plan, review the salary and benefits offered by comparable organizations in Brussels (and the

United Kingdom for our UK-based staff member) with the aim to recommend to the Board and implement new salary scales.

Analyse benefits on an on-going basis to identify ways to best meet employee needs.

Training & Evaluation By the end of year two of the plan, establish and maintain a more formalised system to promote and offer on-going training

open to all staff.

By the end of year one of the plan, ensure all job descriptions are up-to-date and implement an annual staff evaluation sys-tem for all employees.

Human Resource (HR) Policy & Compliance Within the next three years, review and implement HR policies and practices within the organisation that will reflect pro-

gressive, European best practice.

Review HR policies annually to ensure they are in compliance with Belgian and UK legislation.

By the end of year one of the plan, review and update the Work Rules and/or Employment Manual.

Financial Review institutional and activities budgeting methodology.

Review classification of accounts.

Prepare administrative and financial procedures.

8

Fundraising GoalIdentify and obtain stable, multi-year, broad-based financial resources and in-kind support to sustain and develop the Alliance and the programs envisioned in this strategic plan.

Diversification of Funding Within the next three years, secure new funding to replace that received from Atlantic Philanthropies and increase the

amount of private sector philanthropy and revenue generation to at least 40% of ECRE’s annual operating budget.

Within the next three years, increase overall revenue by 20%.

Within the next three years, increase the value of in-kind donations to 5% of ECRE’s annual operating budget.

Board of Directors GoalMaintain an effective, active and informed Board of Directors whose role in governance, strategic direction and support help ECRE grow and achieve its mission.

Board of Directors Role in Fundraising Increase the board’s participation in all aspects of fundraising.

Fundraising Infrastructure By the end of year one of the plan, employ a Fundraising Officer dedicated full-time to fundraising and donor management.

Bring on an intern as soon as the budget allows or as funds can be raised to assist the Fundraising Officer in activities such as grants writing. Within the next three years, hire a full-time new grants writer.

Board Membership Continue to strive for diversity on the board to accurately reflect those we serve.

Board Enhancement Increase the capacity of the board to assist in: fundraising; legal matters; public relations; technology; and program evaluation.

Within the next two years, review how ECRE’s regions are defined to ensure an effective, up-to-date distribution and representation of Alliance members.

Evaluate annually all aspects of the board and its efficient operation.

Membership GoalEnsure that the ECRE Alliance is addressing to its highest potential the needs of the people of its concern by improving the effectiveness of the flow of information and expertise throughout the Alliance, facilitating common actions in terms of policy development, advocacy, communications and project collaboration and strategically expanding membership as necessary.

As soon as the budget allows or funds can be raised, improve the Members’ Area to ensure effective communication is maintained throughout the Alliance, both with and among Members and the Secretariat. By the end of year one of the plan, identify how information needed to support the Alliance and its goals can be shared more effectively and efficiently between members and the Secretariat.

9

Ensure that the necessary structures are in place to enable common advocacy and communications activities throughout the Alliance.

In view of the importance of pan-European project collaboration, continue to encourage partnerships among ECRE and members of the Alliance and the Refugee Alliance whenever practicable. When ECRE undertakes its pan-European com-parative research and other activities, treat collaboration with Alliance members as a top priority. Tools will be developed to effectively track the projects undertaken by the Alliance to ensure the coherence and continuous positive development of our strategic project work.

By the end of year one of the plan, identify organisations that would further strengthen the work of the Alliance, including refugee-assisting organisations, refugee-led organisations, academic and research-based organisations from across Europe that share ECRE's vision. Actively encourage such organisations to seek ECRE membership.

Planning and Quality Control GoalEnsure we meet the needs of our stakeholders and that all our activities maintain the high level of intellectual rigor and accuracy for which ECRE is known.

Within the next three years, establish an internal evaluation process for all activities to assess results, quality and whether any programmatic changes are needed to better address the needs of our stakeholders.

Hold an annual strategic planning retreat and planning process, and make annual changes to the plan as needed.

Hold an annual staff retreat to plan activities, access future needs and address matters of current capacity. Draft an annual program and activities operating plan consistent with the annual budget.

Communications and Public Relations GoalIncrease ECRE’s visibility, particularly with respect to appropriate messaging to the general public, assist in increasing the visibility of the Alliance, improve the effectiveness and impact of our message, ensure ECRE and its members are properly recognized for their achievements and that ECRE is identified as Europe’s leading NGO advancing the rights of refugees, asylum seekers and displaced persons.

Build public awareness of ECRE’s work and its mission through increased media coverage and a high level of activity via social media.

Increase the number of social media followers by at least 10% annually.

Continue to distribute, and improve upon the content and distribution, of ECRE’s Daily Press Review, Weekly Bulletin, Weekly Legal Update and Annual Report.

By the end of year one of the plan, create an ECRE brochure and other necessary promotional materials.

As soon as the budget allows, design and purchase appropriate banners and a logo wall to be used for press interviews.

Infrastructure and Technology GoalIncrease ECRE’s operational and management efficiency and effectiveness.

Ensure, through the development of an appropriate process, that timely, accurate and useful information is available to staff and consistently applied by management in decision-making.

Identify and implement effective and efficient communication systems between Alliance members and the Secretariat, and within the Alliance.

Produce timely and accurate financial reports, as required by law.

Maintain a computerized accounting system.

10

Financing Our Strategic Vision

Networking and Collaboration Goal

Allocate sufficient time to the Secretary General, Fundraising Officer and Finance and Administration Manager to identify potential collaborators and negotiate service contracts, Memoranda of Understanding (MOU) or the like, as appropriate.

By the end of year one of the plan, in addition to the strong daily working relationship that already exists, re-establish a meaningful strategic relationship with the UNHCR Bureau for Europe and seek cooperation with the Bureau for Europe to build an appropriate relationship with UNHCR Headquarters.

Within the next three years, assess the needs of the ELENA network and develop a plan to continue and improve upon this critical collaboration with refugee law practitioners, and with the judiciary.

Identify, maintain and develop collaborations and relationships with funders and other organizations that benefit the Alliance, our stakeholders and ECRE, while ensuring as robust a mutually beneficial relationship as can be created between ECRE and the Alliance.

Provide financial reports, budgets, cash flow projections and management accounting reports to the Secretary General and Board of Directors.

Implement all agreed upon recommendations in Ernst & Young’s Recommendations to Management letter.

Annually review internal controls to ensure all resources are adequately safeguarded.

Continuously assess ECRE’s technology needs and update computers and other technology as needed. Within the next three years, have available the technology and equipment necessary to provide high quality, efficient and effective service to the Alliance and our other stakeholders.

Maintain ECRE’s offices in a manner attractive to stakeholders and ensure a pleasant and comfortable environment for all ECRE staff and interns.

Europe’s general push toward austerity is also affecting ECRE. We find ourselves in a sensitive financial situation because while The Atlantic Philanthropies, one of our longest, largest and most generous contributors, is winding down its fund and the European Commission, at the time of the writing of this plan, continues to analyse how best, and at what level, to fund work in the overall asylum and migration area. Paradoxically, this funding challenge comes at a time when our fundamental work in ensuring that Member States implement the Common European Asylum System in a protection sensitive manner is most needed.

To reflect this reality, our 2014 budget contemplates a need for an operating revenue of almost €2 million. We will respond to this demand for additional revenue by continuing our high level of professional output on the AIDA project and our other work, in close cooperation with our members, to ensure current and future investors/contributors fully understand the value we provide and the critical need for civil society’s input into the proper implementation of the CEAS. Our challenge is to ensure that the impact of our work continues to increase, and that we wisely influence all stakeholders as a united voice for our members who assist refugees, asylum seekers and displaced persons. Our fundamental goal is to contribute to finding pragmatic answers to short-term problems while continuing to advocate for long-term durable solutions.

In order to support ECRE’s future vision, we will need to raise the level of our fundraising efforts to match our programmatic goals. The following are our major paths to such growth:

Utilising the strong and long-standing relationships we have with the Sigrid Rausing Trust and The Atlantic Philanthropies to identify and attract other like-minded contributors;

Ensuring that our work in the EPIM-funded AIDA project is of the highest quality and becomes known as the centrepiece of our work, thus drawing additional financial support from all types of sources;

Attracting and retaining significant investments from foundations, corporations and, perhaps, individuals to fund our core programme;

Seeking significant in-kind support from international law firms and other professional service providers to reduce our costs while upgrading the legal and financial advice we receive, thereby improving the efficiency and effectiveness of our operations and professional output.