Post on 02-Oct-2020
Morgen Organisation Strategy 2014
Board of Morgen, 2013-2014
Organisation Strategy Morgen | 2014 | page 2
Table of contents
1. Student Network ............................................................................................................................................................. 5 1.1 Current situation ............................................................................................................................................... 6 1.2 Targets ............................................................................................................................................................... 7 1.3 Tools .................................................................................................................................................................. 7
1.3.1 Consolidation of the ties with and between our members ........................................................................ 7 1.3.2 Active recruitment of members ................................................................................................................. 8 1.3.3 Initiation of working groups or ‘think tanks’ ............................................................................................. 8 1.3.4 Cooperation with non-members ................................................................................................................ 8 1.3.5 Duurzame Introductie Stunt (Sustainable Introduction Event) .................................................................. 8
2.1 Current situation ............................................................................................................................................... 9 2.2 Targets ............................................................................................................................................................. 10 2.3 Tools ................................................................................................................................................................ 10
2.3.1 Rijksdienst voor Ondernemend Nederland .............................................................................................. 10 2.3.2 SURF ........................................................................................................................................................ 11 2.3.3 NJR ........................................................................................................................................................... 11 2.3.4 GroeneGeneratie ..................................................................................................................................... 11 2.3.5 Urgenda ................................................................................................................................................... 11 2.3.6 SustainableMotion .................................................................................................................................. 12 2.3.7 FossilFreeNL ............................................................................................................................................. 12 2.3.8 VVM ......................................................................................................................................................... 12
3. Higher education ......................................................................................................................................................... 13 3.1 Current situation ............................................................................................................................................. 13 3.2 Targets ............................................................................................................................................................. 14 3.3 Tools ................................................................................................................................................................ 14
3.2.1 VSNU & VH .............................................................................................................................................. 14 3.2.2 Cooperation TU Delft Industrial Ecology ................................................................................................. 14 3.2.3 Intense cooperation with education institutions ..................................................................................... 15
4. Communication ............................................................................................................................................................ 16 4.1 Current situation ............................................................................................................................................. 16 4.2 Targets ............................................................................................................................................................. 17 4.3 Tools ................................................................................................................................................................ 17
4.3.1 Morgen website ....................................................................................................................................... 17 4.3.2 Morgen newsletter .................................................................................................................................. 17 4.3.3 Morgen social media ............................................................................................................................... 18 4.3.4 Personal networks ................................................................................................................................... 18 4.3.5 DuurzameStudent website ...................................................................................................................... 18 4.3.6 DuurzameStudent social media ............................................................................................................... 18
5. Continuity ....................................................................................................................................................................... 19 5.1 Current situation ............................................................................................................................................. 19 5.2 Targets ............................................................................................................................................................. 19 5.3 Tools ................................................................................................................................................................ 20
1.3.1 Adopting of a CRM-system (Customer Relationship Management System) ........................................... 20 5.3.2 Adapting the process of the board transfer ............................................................................................ 20
6. Finance ............................................................................................................................................................................ 21 6.1 Current situation ............................................................................................................................................. 21 6.2 Targets ............................................................................................................................................................. 22 6.3 Tools ................................................................................................................................................................ 22
6.3.1 Project financing ...................................................................................................................................... 22 6.3.2 Diversify structural income sources ......................................................................................................... 22
Implementation of organisation strategy ............................................................................................................... 23
Organisation Strategy Morgen | 2014 | page 3
Dear reader,
The 2013-2014 board of Morgen hereby presents its Organisation Strategy for
2014. This document starts with the organisations’ aims and vision, resulting in
general targets. These targets are backed by six themes, both external as
internal. Each theme consists of a status quo, specific targets and tools on
how to achieve those targets.
The division in themes is different from the previous set-up of the
organisation strategy. We believe that this new structure will aid us in setting
more effective targets, enabling us to focus more strongly on the visualized
future. The chart below shows the outline of the report.
We would like to invite you to join in our plans, and if you have any
suggestions or ideas, please share them with us. Co-operation is, in our
opinion, the key to move forward. We look forward to working together in
creating a more sustainable world!
Kind regards,
The Board of Morgen, 2013-2014
Organisation Strategy Morgen | 2014 | page 4
Aim
The aim of Morgen, as stated in its Statutes, is:
a. to promote awareness of sustainable development among students
and all others involved in higher education;
b. to promote the integration of sustainable development within
education, research and operational management in higher
education sector;
c. to inform and support local student organisations and individual
students in the field of sustainable development in higher education
and student life;
d. to advance the collaborations, especially between local student
organisations in the field of sustainable development.
Vision
Morgen is both a national student network and a partner for higher
education institutions, which aims to integrate sustainability into higher
education and to increase awareness regarding sustainability among
students.
According to Morgen a desirable future implies all higher education
institutions having integrated sustainability in all their practices, in such a way
that graduating students apply this knowledge in their daily practices. This
cannot be achieved without student-driven initiatives, through local student
organisations, who play an important role in the mindsetting process.
Organisation Strategy Morgen | 2014 | page 5
1. Student Network
Organisation Strategy Morgen | 2014 | page 6
1.1 Current situation Morgen is the centre of a network of student organisations, which aim to
make society more sustainable. The characteristics of these organisations vary
broadly. Among the study related organisations, some are directly affiliated
with universities. These organisations, Green Offices, aim to make the
universities more sustainable, rather than solely focusing on students.
Currently the network consists of fifteen members from cities across the
country. Throughout the years, Morgen has provided its members with
knowledge and support. Via social media, e-mails and the monthly newsletter
Morgen updates her members regularly. Projects organised by Morgen allow
members to participate in sharing knowledge and increasing their network.
Vice versa, it is because of her members that Morgen has the potential to
reach out to and inspire those who would like to participate into making
society more sustainable.
Although Morgen proclaims to be a nationwide network organisation,
not all cities are covered. Expanding the number of member organisations in
the Morgen network is required to boost knowledge sharing among
sustainable-minded people.
Nowadays Morgen is an organisation that mostly puts its effort in
reaching a group of like-minded people: people who believe that
sustainability should be integrated in society and its challenges. The
disadvantage is that Morgen hereby is not able to reach a large part of
society. Therefore, Morgen should not only expand its network among like-
minded people, but instead continue inspiring "ordinary" people as well. This
can lead to a much larger gain on a societal level. Thus, Morgen should try to
find a balance between easy green and deep green.
Organisation Strategy Morgen | 2014 | page 7
1.2 Targets Consolidate and intensify ties with and between members;
Elaborate on the convergence of Morgen and its members, in terms of
knowledge and support;
Connect to student sustainability organisations that are currently not
part of Morgen network, without compromising the future needs of the
current members of Morgen;
Reach out to all students who might have or develop interest in how
they can make society more sustainable.
1.3 Tools
1.3.1 Consolidation of the ties with and between our members 1. Have a board member Student Network, previously named General
board member, in charge of the realisation and maintenance of the
contact with member organisations;
2. Make appointments with boards of member organisations to identify
the needs and wishes of the members concerning the role of Morgen;
3. Make an effort of visiting events organised by member organisations;
4. Organise member-oriented events at least ten times per year, e.g.
‘regular’ events, symposia, workshops regarding FossilFree, Green
Offices, etcetera;
5. Organise workshops, invite keynote speakers or ask members to present
events/projects during the general assembly;
6. Professionalise e-mails to members by using free internet services such
as Mailchimp or MadMimi;
7. Focus on listening to and processing feedback from members in order
to optimize network function;
8. Update members via social media and e-mails with the latest events of
Morgen and its members, strengthening the network;
9. Involve members for specific events, such as the Day of Sustainability, in
the process of preparing and evaluating to strengthen ties.
Organisation Strategy Morgen | 2014 | page 8
1.3.2 Active recruitment of members The board will make an effort of expanding the Morgen network by searching
for potential members. Morgen will look for better ways to locate these
organizations, for example via existing contacts with organisations and
education institutions.
1.3.3 Initiation of working groups or ‘think tanks’ Initiate a ‘think tank’, consisting of representatives of (active) member
organizations. This could be very useful when trying to tackle issues or spark
innovation (workshops, network opportunities, etc.).
1.3.4 Cooperation with non-members The organisational structure of Morgen does not offer membership to
organisations that do not have sustainability as their core activity. Within those
organisations however, there is a lot to gain. Therefore, we aim to assist these
organisations regarding sustainability topics in three ways:
1. The Morgen website will provide information about how student
organisations can incorporate sustainability in their own organisation;
2. The board will look for other student networks in order to establish
potential partnerships. Furthermore, the board will visit more events to
increase the network outside the sustainability world;
3. Morgen aims to invite more non-members to participate in the events
and workshops organized by Morgen.
1.3.5 Duurzame Introductie Stunt (Sustainable Introduction Event) The Duurzame Introductie Stunt is a contest aiming to pass awareness
regarding sustainability to a wide student audience. During the Duurzame
Introductie Stunt, local student organisations challenge each other to
organise the most sustainable introduction event in three categories: highest
impact, highest creativity and most sustainable. This project, that was
previously organised by campaign office EEN, will this year be organised in
cooperation with Morgen.
Organisation Strategy Morgen | 2014 | page 9
2. Professional network
2.1 Current situation Outside the network of student organisations, Morgen has a large network
within the sustainability movement. As the power of sustainability lies in an
integral approach, cooperation with actors outside the academic world is
required. Morgen can be the connecting actor between the higher
education sector and other sustainability actors.
Morgen is a member of the National Youth Council (NJR), where over
30 youth organisations discuss topics regarding the involvement of youth in
the future of the Netherlands. Furthermore, Morgen works together with SURF,
Urgenda, SustainableMotion, GroeneGeneratie (GreenGeneration) and the
VVM. A cooperation with the Rijksdienst voor Ondernemend Nederland
(Netherlands Enterprises Agency, former AgentschapNL) is an ambition. Also,
Morgen is in touch with the VH and VSNU (umbrella organisations of higher
education institutes) in order to integrate sustainability top-down into higher
education institutes.
Regarding financial support, Morgen has for years been dependent on
AgentschapNL. The structure of the subsidy program DuurzaamDoor, which
was the primary source of project funding for Morgen, is changed in 2014.
There is a stronger focus on long-term cooperation, and a shift away from
supporting singular projects.
Morgen has an Advisory Committee and a Committee of
Recommendation. The Advisory Committee advises the board of Morgen on
long-term strategy, the Committee of Recommendation supports the mission
of Morgen in public. The members of these committees also carry a large
amount of knowledge.
Organisation Strategy Morgen | 2014 | page 10
2.2 Targets Form a bridge between the higher education sector and other actors
regarding sustainability;
Use external network in order to increase effectiveness of actions and
projects;
Increase incentive to join Morgen for potential members;
Retain knowledge and continuity of Morgen over multiple boards
through collaborations.
2.3 Tools Keep in touch with external organisations on a regular basis;
Meet with the Advisory Committee at least four times per year;
Meet with members of the Committee of Recommendation at least
once per year and involve these members in Morgen activities;
Sign cooperation agreements with two external actors, in order to
ensure long-term cooperation with obligations from both sides. For now,
this can be done with the Rijksdienst voor Ondernemend Nederland
(Netherlands Enterprises Agency) and SustainableMotion;
Intensify cooperation with SURF in order to integrate the yearly SURF
Sustainability Congres and the SustainaBul award ceremony.
2.3.1 Rijksdienst voor Ondernemend Nederland It has been Morgen’s strategy for years to cooperate more intensely with the
Rijksdienst voor Ondernemend Nederland (Netherlands Enterprises Agency,
former AgentschapNL). In the start of 2014, investigations will be made if a
cooperation agreement can be reached between Morgen and RVO.
Morgen could then receive yearly financial support in return for achieving
certain targets regarding sustainability.
Organisation Strategy Morgen | 2014 | page 11
2.3.2 SURF SURF provides ICT services for all higher education institutions. Their focus
shifted from greening in ICT to greening with ICT, as ICT is ideally fit for
increasing sustainability within education institutions. Morgen and SURF intend
to combine the SURF Congres on Green ICT & Sustainability with the
SustainaBul award ceremony in 2015. Already for 2014, there is intense
cooperation on the SustainaBul award ceremony. A partnership agreement
with SURF could ensure more continuity for Morgen’s future, but is not yet
required due to excellent cooperation.
2.3.3 NJR Morgen is a member organization of the national youth council (NJR), a body
representing Dutch national youth. The NJR provides two Youth
Representatives on Sustainable Development to the United Nations. Morgen
works together with the NJR on project basis. Regular contact is essential, as
the NJR also has a large and valuable network.
2.3.4 GroeneGeneratie Morgen works together with GroeneGeneratie on reaching a political, party-
transcending agreement on integrating sustainability in all education, from
kids to post-doc. This process started in 2012. In cooperation with the Youth
Representatives on Sustainable Development and GroeneGeneratie, Morgen
aims to close this agreement in the spring of 2014.
2.3.5 Urgenda Urgenda promotes a fast transition to a more sustainable economy, and is an
organisation that is mainly action- and media-oriented, putting less effort in
continuous projects. Continuous contact can have both an added value for
Urgenda – Morgen can promote and potentially participate in their projects –
as well as for Morgen, using the Urgenda network.
Organisation Strategy Morgen | 2014 | page 12
2.3.6 SustainableMotion SustainableMotion is the platform organisation between graduate students
and the labour market. SustainableMotion offers (internship) vacancies,
information on sustainability education, and organizes the Sustainability
Career Event and the SustainabilityChallenge. All these projects have
students as their main target group. Therefore, structural cooperation
between Morgen and SustainableMotion can lead to a win-win situation.
2.3.7 FossilFreeNL The FossilFree campaign is the new name for the Divestment Campaign,
which was initiated in the USA by 350.org. FossilFree was previously adopted
by Urgenda, but is now an independent organisation within the Netherlands.
One of the focus areas of FossilFreeNL is higher education institutions. There is
already a large network within the higher education sector, and several
institutions have already declared to become fossil free. For 2014, Morgen
aims to facilitate knowledge on FossilFree to member organisations, who want
to get this campaign started locally.
2.3.8 VVM The VVM is the national association for environmental professionals. Morgen
cooperates with the VVM through placing articles from the magazine Milieu
on DuurzameStudent.nl. This aids VVM in their publicity and aids Morgen in in-
depth content for DuurzameStudent.nl.
Organisation Strategy Morgen | 2014 | page 13
3. Higher education
3.1 Current situation The playing field of Morgen is the higher education sector. Besides students,
Morgen explicitly focuses on higher education institutions, as half of the Dutch
students pass through such institutions. Through a more intense integration of
sustainability in the threefold of education, research and operational
management, higher education institutions can have a significant
contribution towards a more sustainable society.
The focus on sustainability within education ensures that students take
this acquired knowledge into their career. Students will gain positions from
which they have more clout to pay attention to sustainability. Students with a
sustainable spirit are therefore future solvers of contemporary problems.
The research departments of universities are also essential for the higher
education sector. Morgen encourages more research on sustainability issues
in society, as business indicates they miss this aspect in newly graduates.
The third pillar of sustainability in higher education is operational
management. The higher education sector is an important role model for
students. In addition, improvements within large institutions actually contribute
on a larger scale and provide a role model for smaller institutions.
Morgen believes that exchanging best-practices is essential in growing
towards a higher sustainability level for the sector as a whole. The College
voor Morgen on October 10th 2013, the national sustainability day, was an
example. Morgen keeps providing the platform to exchange best practices.
Next to best-practices exchange, Morgen ranks institutions on their
sustainability performance. The SustainaBul, the higher education
sustainability ranking, is the ideal way to do so. The questionnaire is based on
a variety of topics, spreading the whole range of sustainability: both people,
planet and profit as education, research and operational management. The
ranking is presented during a large sustainability event for the higher
education sector. The results and the questionnaire offer handles for
education institutes to improve their own practices and policy strategies.
Organisation Strategy Morgen | 2014 | page 14
3.2 Targets ● Have all universities and all ‘large’ universities of applied science
participate in the SustainaBul;
● The SustainaBul will become the standardized ranking for all higher
education institutes, accepted and supported by the VSNU and the
VH;
● Extend the SustainaBul to provide full coverage of all important aspects
of sustainability, both in education, research as operational
management;
● Exchange best practices on a more frequent scale then only at the 10th
of October event; at least three times per year.
3.3 Tools
3.2.1 VSNU & VH Efforts are made to pass a note through the steering committees of the VSNU
(university umbrella organisation) and the VH (universities of applied science
umbrella organisation) to let the SustainaBul become the standardized
ranking for sustainability for all higher education institutions. This will provide
both institutional support to all participants, and financial support to ensure
the continuity of the project.
Frequent contact with both the VSNU and the VH can both raise
awareness regarding sustainability within those organisations, and create
support for Morgen and its projects.
3.2.2 Cooperation TU Delft Industrial Ecology A cooperation is set up with TU Delft master students in order to research how
qualitative policy on integrating sustainability in education and research can
be transformed into quantitative outputs, i.e. the influence of the sustainability
integration on society. This research, which will be conducted in the first half
of 2014, will provide input to the SustainaBul 2015.
Organisation Strategy Morgen | 2014 | page 15
3.2.3 Intense cooperation with education institutions Cooperation with higher education institutions is required to be able to host
events on site, thereby reducing costs for Morgen. Last 10th of October was
hosted by the Hogeschool Utrecht, 10/10 2014 will be hosted by Wageningen
and 10/10 2015 by the Hogeschool Leiden. The SustainaBul award ceremony
2014 will be hosted by Radboud University Nijmegen. It remains of key
importance to invite board members of higher education institutions.
3.2.4 Involve member organisations
The results of the SustainaBul offer food for thought for Morgen member
organizations, as they can become motivated to get in touch with their own
university to discuss possible improvements. Involving member organisations
of Morgen more deeply in the preparations of the SustainaBul by
brainstorming on the questionnaire therefore seems to have much potential.
This can be achieved through a workshop with representatives of individual
member organizations.
Organisation Strategy Morgen | 2014 | page 16
4. Communication
4.1 Current situation Public Relations & communication are key to Morgen. Effective
communication is firstly the way Morgen connects with its network, and is
secondly a way of branding the organisation, thereby increasing the reach of
Morgen’s message and her activities. It remains important to distinguish
between Morgen as a network organisation and Morgen as a national
(project) organisation.
Online communication has become the most important way of
external communication. The main lines of communicating that are currently
used are the Morgen website, the Morgen newsletter, the lifestyle website
DuurzameStudent (SustainableStudent; DS) and social media. The network of
Morgen consists of its member organisations, newsletter subscribers and
followers on social media, and is an estimated 3000.
Communication with member organisations works two ways. Morgen
facilitates its communication channels to member organisations, for which in
return Morgen can use the communication channels of members for its own
activities. By creating a synergy in Morgen communication and that of
members throughout the year, reach can be optimized.
The largest potential regarding sustainability lies in the general public:
those who are not (yet) aware of sustainability or its importance. To reach
those students, Morgen mainly uses its lifestyle website DuurzameStudent.nl.
Central to communication are the Morgen and DuurzameStudent
images, defined by their visions. In case of Morgen, this is about being both a
national project organisation and a network organisation. In case of DS, this is
about a sustainable study, career and/or lifestyle. To ensure that Morgen and
DS both retain their own, clear, message, no content is duplicated. Mixing
these messages in order to increase reach seems attractive in the short term,
but leads to a diffused message and an overload of content (spam) in the
long term.
Organisation Strategy Morgen | 2014 | page 17
4.2 Targets Identify & increase the online network of Morgen to 6000 (with possible
overlap)
o 3500 via newsletter
o 1500 Twitter followers
o 1000 Facebook likes
Increase the network of DuurzameStudent.nl to:
o 4000 unique visitors / month
o 3500 Twitter followers
o 1000 Facebook likes
Maintain difference in communication by Morgen and DS, defined by
separate image and aims;
Develop a long-term strategy for DS, strengthening the website by
generating structural content;
Strengthen the network function by informing member organisations
about activities of other member organisations.
4.3 Tools
4.3.1 Morgen website Morgen currently has an outdated website. A new website will help to find
information about the Morgen organisation more easily. Also, on the new
website Morgen strives to include information on why & how organisations
can include sustainability into their daily practices. A professional website is
crucial for a professional organisation image.
4.3.2 Morgen newsletter The Morgen newsletter updates subscribers on Morgen or sustainability-
related events, and gives an overview of trending topics at
DuurzameStudent.nl. This newsletter thereby increases the ties between
Morgen and DS. At the moment, the newsletter is published monthly and the
number of views and clicks is still increasing.
Organisation Strategy Morgen | 2014 | page 18
4.3.3 Morgen social media Morgen social media is used to update followers on Morgen or member
organisation projects and/or activities. Morgen social media is used in various
ways. Twitter is used on an ad-hoc, and not a regular basis. Facebook is used
at least once a week, often more.
4.3.4 Personal networks To increase the Morgen network, much potential lies at the personal network
of individual board members. Friends, relatives and colleagues have an
incentive to keep up to date with what Morgen does by knowing the board
member. Stimulating the interest of these people can create a snowball
effect, thereby strengthen the Morgen branding. Ideally, board members
should Twitter and Facebook regularly, sharing Morgen content.
4.3.5 DuurzameStudent website The website DuurzameStudent.nl targets on inspiring and reaching students
about sustainability topics in a wide sense. Efforts are made to enlarge the DS-
team in order to create more, structural content and a more active website.
Current categories are e.g. in-depth interviews, vegetarian recipes, columns
and an event calendar. Cooperation with external actors (VVM,
SustainableMotion) is being set up in order to gain more in-depth content.
4.3.6 DuurzameStudent social media To enlarge the number of visitors on DuurzameStudent.nl, using social media is
essential. Mentioning new articles via Facebook or Twitter leads to more traffic
to the website. The social media thereby have a supporting role towards the
website, and do not generate unique content. A way to increase reach
could be by using paid Facebook advertisements.
Organisation Strategy Morgen | 2014 | page 19
5. Continuity
5.1 Current situation The internal organisation is the backbone of Morgen. The internal organisation
functions well, however there is room for improvement. In order to maintain
continuity, it is required that board members remain aware of each other’s
responsibilities and support each other when necessary.
For an organisation proclaiming to be a network organisation, a well-
structured and easily accessible “customer database” is vital. Contact
information should be registered and kept up-to-date throughout the year.
This is however presently not the case: databases with contact information
are incomplete or lack.
Momentarily there are some projects of which only one board member
is in charge. Experience has taught us that limiting responsibility for a project
to just one person is not enough to optimize the potential of that project.
One of the biggest challenges every year is finding suitable candidates
for the Morgen board. This should receive early and significant attention.
5.2 Targets Adopt and maintain a CRM-system and have a board member in
charge of maintaining the database;
Improve preparation for the board transfer;
Improve communication between board members with regard to their
responsibilities, especially when it concerns projects;
Assure proper evaluation per project;
Continue and update monthly report of Morgen practices.
Organisation Strategy Morgen | 2014 | page 20
5.3 Tools
1.3.1 Adopting of a CRM-system (Customer Relationship
Management System) Morgen will adopt a CRM-system in order to structure and bundle network
contact data. This system will be integrated into the website of Morgen, in
order to combine data of newsletter subscribers and visitors who subscribe for
events. Thus, subsequently finding volunteers for events such as symposia or
workshops will become easier.
5.3.2 Adapting the process of the board transfer 1. Selection of the Interview Committee has to start in
November/December in order to inaugurate the members of the
Interview Committee during the second general assembly in
January/February;
2. The vacancies should be written by one person, with one other board
member monitoring the progress and providing feedback if necessary;
3. Publish vacancies for board positions by the end of February. More time
will thus be available for all other parts of the procedure, which should
increase the number and quality of applicants;
4. The introduction period of three weeks will be maintained and starts in
the beginning of June;
5. The board transfer document will be revised and updated. Besides
organisation information, it should contain the responsibilities and tasks
of board members.
Organisation Strategy Morgen | 2014 | page 21
6. Finance
6.1 Current situation The income of Morgen, essential to run the organisation, consists of three
parts. Firstly, Morgen receives €20,300 per year from DUO. Secondly, all
member organisations pay a member fee equaling a total of €200 per year.
Thirdly, the interest on the savings account equals €300.
The structural overhead expenses, without projects, of Morgen consist
of the board member fees, travelling expenses, office rent, PR &
representation and other costs. The board member fees equal €12,600 per
year. The chair receives €300 per month and the other board members
receive €150 per month. The full budget is published separately.
The expenses and income are equal (both €20,800), but Morgen faces
a tight budget. It is hard to increase buffers by making profit on the structural
affairs (excluding projects) of the organization. Moreover, Morgen is very
dependent on the remuneration from DUO. If this were to be cancelled, the
organization would be financially bankrupt. Assets on the savings account
could be used in financially difficult times, but provide no structural solution.
The current way of financing projects is faced by two challenges. Firstly,
Morgen mainly finances projects on an ad hoc basis, meaning that Morgen is
required to find financing for each individual project. This has proven to be
difficult and increases the uncertainty about the feasibility of a project.
Secondly, Morgen makes a structural loss on projects, as financing
actors compensate up to a fixed amount of expenses. If the granted amount
is larger than the actual costs, Morgen has to repay the difference. However,
if the actual costs are higher than the granted amount, financing falls short
and Morgen makes up for the loss. The net result of a single project will
therefore be zero at most, and structurally negative for a series of projects.
Organisation Strategy Morgen | 2014 | page 22
6.2 Targets The three largest projects – Duurzamestudent.nl, SustainaBul and the
annual event on 10/10 – should enhance their financial continuity and
start to generate more stable sources of income. This provides financial
security and continuity and saves time;
Ensure that Morgen will consist of volunteers for a 100%;
Increase the diversity of the structural sources of income.
6.3 Tools
6.3.1 Project financing 1. Improve contacts with higher education institutions regarding
sponsoring (hosting) of the SustainaBul ceremony and the 10/10 event.
2. Reach a long-term agreement with Rijksdienst voor Ondernemend
Nederland (Netherlands Enterprises Agency);
3. Approach commercial firms for structural sponsoring of projects;
4. Advertise on Duurzamestudent.nl through signing a contract with
AdFab;
5. Structurally apply for the NJMO-fund for project financing.
6.3.2 Diversify structural income sources Implement the donation system Vrienden van Morgen (crowdfunding), which
is expected to generate income starting the first three months of 2014. This will
increase and diversify the structural income of Morgen.
Cooperations with external companies could form another source of
income. This has however been proven to be very difficult in the past. Morgen
is not necessarily an interesting partner for companies (on a structural basis)
because of only getting in touch with potential customers during projects.
Organisation Strategy Morgen | 2014 | page 23
Implementation of organisation strategy
Describing the organisation strategy is one thing. Implementing the described
strategy, however, is far more important. We, the board 2013-2014, will use this
organisation strategy as a guideline for all our activities. New activities that we
come across will be checked for feasibility and must to fit within the
organisation strategy, before we make a decision to participate.
The key to making this organization strategy a success is the division in
six themes. All board members will carry primary responsibility for one theme,
in which way the division of tasks becomes easier and the organisation will
work more efficient. We believe that this organisation strategy can contribute
to a stronger Morgen and thus to a sustainable environment for us all. And we
need you, our members and network, to achieve this.
Thank you for your past, present and future support.
Kind regards,
Board of Morgen, 2013 - 2014
Sybren Bosch Chair
Timo Boekel Secretary
Marijn Bolhuis Treasurer
Nelleke Hijmans Public Relations board member
Kaja Sariwating Higher Education board member
Henriëtte van der Kwast Student network board member