Policy Plan (beleidsplan)

Policy Plan (beleidsplan)

Name: Stichting Tiny Miracles RSIN: 822201665

Address: Aambeeldstraat 24-1, 1021 KB Amsterdam, The Netherlands Phone: +31 20 334 26 86

Objective of Tiny Miracles Foundation:

Mission

Tiny Miracles stems from a deep-rooted belief that our generation must and has the power to help achieve United Nations SDG #1: “end poverty in all its manifestations by 2030 and ensure social protection for the poor and vulnerable and increase access to basic services”. It is the objective and mission of Tiny Miracles to help find a scalable, measurable solution for SDG #1¹.

Ambition of Tiny Miracles Foundation

Tiny Miracles’ 10 year on the ground research has shown that poverty can be solved sustainably by an in-depth understanding of the issues of the poor taking small steps, creating jobs to earn an income to stay out of poverty, creating a social security system and using technology. It is our ambition to enable one million people out of poverty by 2030 and inspire others to do the same.

Strategy to reach our mission and ambition

History: building proof of Tiny Miracles approach to fight poverty 2010-2019

Tiny Miracles started in 2011 with the objective to find a way to sustainably empower people to lift themselves out of poverty. We found out (tried, failed, tested, improved) that a bottom-up, in-depth understanding of the issues of the poor, small incremental steps, jobs generating a decent income, and rights and own responsibilities are key ingredients to get out and stay out of poverty. Many of the 2400 people that we work with, living in the poorest communities in Mumbai, are now self- confident people, earning middle income salaries, know how to stay out of poverty, and understand and make sure that the next generations can take their future in their own hands. This empowered community approach has resulted in astounding results on key developmental metrics such as access to healthcare, education, financial protection, gender equality (e.g. child marriages). (Annex II for highlights).

1 To develop a scalable, measurable solution for SDG #1 our approach simultaneously tackles SDG #3 (‘Good Health and Wellbeing’), SDG

#4 (‘Quality Education’), SDG #8 (‘Decent Work and Economic Growth’) and SDG #12 (‘Responsible Consumption and Production’)

This is how we work:

’20-‘23/4: Scale It- Digitalize and test growth accelerator: 30k out of poverty

Mobile and digital technology have given rise to new business and service models that empower the user, are transparent and can be scaled exponentially at low cost - examples are Uber, Airbnb, etc. And with very high mobile phone adoption in emerging markets-India estimated at 85-90%- we see an even stronger trend of local champions like Grab, Paytm, Go-jek in these developing markets. We believe we can use a similar digital -first and high-growth approach to further empower our beneficiaries and scale our impact.

Just like technology has disrupted commercial businesses around the world, they can be a game changer for NGO operating models as well. Our plan is to move from our proven ‘offline’ approach to a digital Tiny Miracles 2.0, which accelerates the following 3 essential drivers of the current success of Tiny Miracles.

1. Acceleration of Empowerment: a digital platform with transparent, real time insights will put people directly in charge of their finances and their daily responsibilities. Every day they fill in how many products they made, and will see how much they have earned, and saved, etc. (See examples of the platform in Annex III)

2. Acceleration of Efficiency and Learning: mobile technology enables self-measuring in a low- cost, easy, accountable way. By asking community members to scan QR codes (see examples in Annex IV) for example, after they have fulfilled a responsibility, we know right away it has been done. And, we can get their feedback through digital questionnaires. Quick feedback allows for quick learning and improvement of the model. We can moreover increase efficiency by digitizing behavioral interventions (not losing sight of the dynamics of human behavior and interaction). We will work with behavioral scientists to develop digital

‘nudges’ that address people’s behavioral and psychological barriers (habits, anxieties, social norms); and help them make the right choices and support them to follow through on their intentions.

3. Acceleration in Auditability: producing the right way is estimated to slightly increase the cost price of products, which consumers are willing to pay if they know their money ends up in the right hands.

Digitalization makes ‘the right way’ auditable: real time insights in key metrics (e.g. salary, social security, etc.) holds Tiny Miracles and companies accountable towards their customers and enables marketing as a Socially Responsible company. This digitalization will be tested in the coming 3-4 years among 28

communities in the Aarey area of Mumbai, India.

‘23/4-‘30: Scale It- Reach more people, faster: 1mn people out of poverty

Once we have our digital approach up and running, we will engage more communities much faster. We will productize the Tiny Miracles approach and make it available for other NGOs and social enterprises, so they can work along the same principles and expand the impact among many more communities. We cannot reach 1 million people by ourselves, and we don’t aspire to have a large organization in any case. Tiny Miracles sees itself as the architect of a new development model and believes that, next to supporting our own communities, syndicating this innovative approach will give the highest ROI. Our ultimate dream is that Tiny Miracles should not be needed anymore as this ‘work the right way’ approach has become the new normal.

Fundraising strategy

It does not fit our philosophy to engage in public fundraising – it does not fit our beliefs. We want to focus solely on impact, enabling the system.

We are looking for and collaborate with a couple of partners who believe in our mission and in our entrepreneurial philosophy of not running the system but enabling the system, being resilient, gets excited about the ambition and thinks outside the lines of traditional NGO models (often working on one dimensionally and taking over instead of empowering). We want to show that with a limited donor investment, we can create the highest social ROI. The cost of not serving/helping these million people get out of poverty is higher than the risk we run with not building it. Our current main funder is Rituals Cosmetics.

Average yearly budget Tiny Miracles Foundation during development phase (2010-2019): EUR 200,000 Expense ratio’s Tiny Miracles Foundation 2010-2019

Maximum overhead expense: 10% of total expense e.g. travel, office, 50% founder salary

Maximum mission related expense: 15% of total expense

e.g. Prepare for (tech) scale, guideline development, 50% founder salary Founder salary (L Meuter):

2010-2014: EUR 0 gross per month 2014-2017: EUR 300 gross per month 2018-2020: EUR 2,500 gross per month Board

Ms MW Frank Chairman

Mr DW Meuter Financial Controller

Ms EM Elias Secretary

Remuneration board: 0

Expense reimbursement board: 0

Day to day operational (staff) of Tiny Miracles Foundation:

Laurien Meuter (strategy + fundraising) 1.0 FTE EUR 2.500 gross per month Artie Premchand (operations) 0.6 FTE EUR 2.039 gross per month