TECHO
22 October, 2014

WHY ARE WE TECHO TODAY?

1.    What is the change that Un Techo para mi Pais experienced?

In the past 15 years of existence, Un Techo para mi País went through a period of changes. We went from an implementation stage, where expansion, learning and adaptation led to rapid growth. Today, we are entering a consolidation stage. In this new phase, management, social impact, and political advocacy will begin playing a mayor role in our work model.

Since 2010 we have been working on a process of change and refocus centered around our three axis of work: social intervention model, Management of social projects, and organizational structure. We aim to represent these changes, that mark a shift in the identity and the organizational culture of TECHO, in a rebranding.

This change can be seen reflected in the redefinition of our vision, mission and new focuses of work in slums, and in a rebranding.

2.     Why is it necessary to accompany the institutional change with a rebranding?

The rebranding is necessary to create a correlation between the image and the transformations happening at an organizational level. In that sense, experts* state that “…a redesigning of identity must have a level of image correlation, that must confirm, strengthen and certify it…” This is exactly what we are aiming for with this rebranding.

*“Strategic Communication: Living in a world of Signs” by Tironi & Cavallo

3.     What does this rebranding consist of?

After a period of studies and testing, a new brand was constructed.  The new institutional image maintains a series of continued elements such as: the color (Cyan), the name, “TECHO,” which was determined naturally, given that this is how we are generally known and identified as.

The new brand seeks to generate a positioning where overcoming poverty in slums is possible through the joint work of families living in slums and youth volunteers.

The brand TECHO posses attributes such as: integrator, young, innovator, denouncing and global. Additionally it has a youthful, courageous, profession and carismatic personality.

The new graphic identity of TECHO includes a logo that symbolizes a house/arrow, that can be interpreted as home, a meeting space, or can also represent the growth and progress that can be implemented through the promotion of community development in the slums.

4.     What research was done to determine the rebranding?

During this past year we carried out a process of 5 stages. Beginning with a period of research, followed by a period of design, development of a Positioning strategy, construction of the brand, and Implementation, stage that we currently find ourselves in.

Throughout this process we were accompanied by multiple agencies with vast experience in this field such as: Burson Marsteller, Young & Rubicam, The Boston Consulting Group (BCG), who worked with all the information that the countries and the headquarters provided them with.

5.     Is Chile included in the rebranding?

Yes, as of now Un Techo para mi Pais and Un Techo para Chile will become one single institution. Chile will become one more region under the structure of TECHO, along with Mexico & the Caribbean, Southern Cone & Brazil, and Andean.

This decision was based on a consultancy, that has been going on for over a year, led by The Boston Consulting Group (BCG), experts in this type of organizational changes.

6. Is there a plan to expand to more countries and other continents?

In the short term we are planning to expand into Puerto Rico and Cuba. The first advances into Africa do not have a defined date, but it is planned to happen by 2015.

7. Will the intervention model remain the same?

The intervention model will have a change in its approach and focus, where all the plans and activities that we execute will aim to strengthen community development. From our initial intervention in the slums, we will promote community organizing, promoting participation and community co-responsibility amongst slum residents.

 

8. Does the model of financing change? 

Right now approximately 80% of funding comes from the private sector, and under this new institutional approach we will seek to diversify the forms of financing of the project. We will be aiming to attract other sources of funding such as individuals that donate monthly, international cooperation, and events, amongst others. Similarly, we will seek to enhance our partnerships with the private sector, making more comprehensive alliances, reflecting a strong identification between our partners and our vision and mission at TECHO, and that they respond to the objectives of the most vulnerable communities.

9. Do the agreements and commitments made with the communities change?

No, they do not change. Our commitment with the community is maintained and we want to continue working together to achieve the goals that we set for ourselves. Also, we will look for a new approach in our intervention, where the plans and activities that we execute in the slums will aim at the strengthening of community development, promoting participation and community co-responsibility.

10. Do the plans that are implemented in the slums change?

The work plans must respond to the needs of each community, focusing on the strengthening of community capacity building. In other words, the plans that have already been developed will not change; they will be strengthened and expanded (depending on the local capacity) through more professional designs and the consolidation of networks that can bring more quality to the improvement of the community welfare.