候選機構

國際十字路協會有限公司

國際十字路協會致力連繫世界上有需要的人,全賴來自22個國家的全職義工和每年超過6,000個義工的熱心付出。我們向本地和國際上的有需要人士提供人道援助,透過體驗活動,讓大眾親身領會世界上不同人所經歷的困難。我們為受困的人,透過公平貿易商品和咖啡室提供收入。我們在國際十字路力求帶來變革並激發他人成為變革者。

(原文由機構提供 Original text from agency)

甲. 機構資料

1. 機構名稱 國際十字路協會有限公司
2. 成立年份 1995
3. 是否香港公益金會員機構
4. 是否接受香港賽馬會慈善信託基金撥款
5. 2017/2018年度總支出 $16,581,533
6. 全職員工總數 70 full time staff, all of whom are volunteers.
7. 每年平均義工人數 (包括董事會成員) in addition to the 70 full time volunteer staff, we have over 6,000 volunteers from the community each year.

8. 宗旨及使命:

Crossroads foundation is a Hong Kong based non profit organization. Our goal is to connect people in a broken world.
9. 服務範疇及簡介:
GLOBAL DISTRIBUTION: Where need meets resource;
GLOBAL HAND: Partnering for a better world;
GLOBAL X-PERIENCE: Stepping into another’s shoes
GLOBAL HANDICRAFTS: Fair trade for a fairer world


乙. 機構財務及服務狀況的交代及透明度

出版及披露周年報告之網上連結
Click here for 2017-2018 Annual Report
出版及披露周年財務報告之網上連結
Click here for 2017 Financial Statement
最後更新機構服務情況/資料的日期
2019/ 10/2(年/月/日)


丙. 機構介紹摘要

  • 國際十字路會 1995年成立以來一直由一群熱心義工運作,致力將來自社會各界包括個人,家庭,團體及企業的高質素捐贈物品連結至香港及海外有需要人士及社群。至今已為香港超過400家及全球95 個國家的非牟利團體及機構成功配對物資。


丁. 機構介紹

  1. 請簡單介紹機構成立的原因。

    We live in a world that sees too much suffering. Crossroads’ goal is to connect those in need with those who can help. So we try to serve, quite literally, as a crossroads connecting people in a world of need.

    We do so through four services:

    • Global Distribution: We distribute quality goods to people in need, in Hong Kong and around the world, in keeping with standards of best practice.
    • Global X-perience: We offer simulation experiences in which participants step, briefly, ‘into the shoes’ of people facing global challenges: war, poverty, HIV vulnerability, blindness, environmental challenges, hunger and more.
    • Global Hand: This is a match-making service which links donors who have goods anywhere in the world with non profit organisations.
    • Global Handicrafts: Aid helps people today. An income helps them tomorrow. Global Handicrafts marketplace sells goods made by people in need, within Hong Kong and around the world, on a fair trade or social enterprise basis.


  2. 請簡述管治層對機構及服務發展帶來的正面果效。

    Crossroads has several levels of management and governance.

    • The Board comprises 5 individuals who are active in overall direction and development of the organisation.
    • The Senior Management Team comprises 6 operational directors who oversee different components of the work, and 12 Departmental Managers who manage their specific departments.
    • The Corporate Advisory Group comprises 12 individuals from the corporate and NGO sectors in Hong Kong who advise on developmental steps in particular.

    These folk are chosen for their understanding of charitable work both globally and locally, their areas of expertise, their compliance with the values of Crossroads, and their shown commitment to serving the poor. We are so grateful to be surrounded by people who are not only passionate about using their core competencies to engage with global need but are experts in their various fields. This enables Crossroads to remain agile, able to respond to opportunities before us and adjusting our services to deliver greatest impact, and to maintain an excellent level of service delivery and impact.

  3. 請簡述機構如何善用社會網絡及擴展人脈關係,推動機構及服務發展,並以現時協作夥伴及協作模式作為例子。可於協作性質、夥伴的角色及協作特點加以闡釋。

    Partnership is at the core of Crossroads’ services. This work simply would not happen without partnership.

    Donors: We have over 2000+ organisations in Hong Kong that contribute to the work of Crossroads, either through donating surplus product, funds, freight/logistics, volunteering help or giving pro bono services. See our full list of sponsors here.

    Volunteering: Crossroads is 100% volunteer run. A team of 70 full time volunteers is assisted by over 6000 volunteers from the community who contribute almost 80,000 volunteer hours each year. This work simply would not happen without this network of hardworking community volunteers.

    Partner NGOs: It is our joy to see surplus goods redistributed to NGOs and Social Welfare agencies throughout Hong Kong where those goods can support programmes and services to help the poor. We have helped well over 500 NGOs in Hong Kong. In addition, we have sent goods to NGOs in over 90 nations around the world.

  4. 請簡述機構的營運策略、服務介入模式及其獨特之處。(100-200字)

    As mentioned in Q5, wherever possible, we use sponsors’ goods or services rather than cash. Many companies make us part of their Corporate Social Responsibility commitment. Government and non-government groups assist as well. This wonderfully reduces our overheads. The full set of over 2,000 organisations is at http://www.crossroads.org.hk/our-sponsors. Some examples include:

    • Rent: The Government of the Hong Kong SAR kindly permits us the use of our premises: the former Perowne Barracks site in Tuen Mun, consisting of 40 buildings on 9 acres.
    • Staff: None of our 70 full time staff receives a salary. Their efforts are augmented by over 6,000 community volunteers each year.
    • Legal: Freshfields Bruckhaus Deringer, Mayer Brown, Allen & Overy donate legal services.
    • Humanitarian Transport: Transport companies routinely sponsor shipments or freight needs including, among many, APL, Cathay Pacific, CMA-CGM, COSCO, Crown Relocations, CTS, Dragonair, HACTL, Hamburg Süd, Hapag-Lloyd, MTR, Maersk, Santa Fe, OOCL, Zim.
    • Accounting: BDO gives all accounting services, including our annual audit.
    • IT: Microsoft has sponsored customised development of business process automation software. Cisco has donated hardware and software.
  5. 請簡述機構如何善用創新或獨特介入手法提供服務,及/或填補服務斷層,關顧受忽略群體,並簡述機構的關鍵績效指標及2018/2019年度的績效成果。(100-200字)

    Because of our modis operandus explained in Q6, we are able to multiply any financial donation given. $100 donated can result in $900 worth of goods distributed to people in need. That makes good financial sense.

    It makes excellent sense from an environmental perspective too: instead of becoming landfill, quality goods are redistributed to people who need them.

    Annually, we send the equivalent of 185 containers of aid. Each cargo is hand-tailored with a wide range of goods needed to equip schools, medical clinics, orphanages, community development projects, disaster relief, and more.

    Demand for our Global X-perience simulations continues to grow rapidly, with over 213,000 participants since they began in 2005. For the 2018-19 year, 67% participants were educational students. In addition, we’ve run our simulations for the delegates at the World Economic Forum in Davos each year since 2009, particularly highlighting the global refugee crisis.

    Our newest initiative, GoodCity, is an innovative online platform to streamline the process of goods donation to people and organizations in need within the Hong Kong community. More details in Q7 and Q9.

    Through our services, Crossroads impacts 120 countries and sees approximately 610,000 lives benefited each year.

  6. 請簡述機構洞悉的強處、弱處、機遇及危機的分析及管治團隊的對應措施。

    One of our greatest strengths is also one of our weaknesses: volunteer labour. In today’s financial climate, we frequently lose volunteers when a paying job takes precedence. We are so grateful to those who work so hard volunteering at Crossroads and long to have a more stabilized team of volunteers support them.

    One solution we are trialling is a new ‘Cultural Ambassador Internship Programme’, where we can source skilled interns for a 2 year period, with their costs covered by corporate sponsorship. We have 4 interns on this programme to date.

    Land tenure: We have graciously been permitted the use of government land in Tuen Mun, initially on a 5 year lease (from 2004-2009) but subsequently on a 3 month rolling lease. It is difficult to find organisations willing to invest financially in the development of our facilities with such a short lease, albeit one we’ve had for 10 years. With the generosity of financial sponsors who are able to risk the investment, however, we have been able to maximize our facilities and land. We would love to do more of this and are developing plans to that end, while the government continues to consider our lease situation.

  7. 請簡述機構未來發展計劃:1) 方向或範疇; 2) 發展策略及介入手法; 3) 拓展網絡 及4) 管治層(董事會)及管理層(高級職員團隊) 的團隊建立及整固。(不多於200字)
    We have focused on GoodCity for this question.
    1. Direction/aspects
      • In our trial period of promoting the new service platform, we aimed to have 400 donors using the app to make offers. In 3-year time, we expect 400% growth. While we have onboarded over 100 NGO staff members as our users, we expect to onboard over 600 accumulatively in 3-year time.
    2. Development strategy
      • These changes will facilitate faster process and turnover rate to serve the needy in Hong Kong as well as accelerate the donation process with 90% time saved from complicated procedures and communication by introducing the new technology/platform.
    3. Networking development
      • GoodCity had its soft launch in September to achieve better promotion and raise awareness among the NGOs. Crossroads aims to hold another public launch event in the coming year or two to further network and liaise with a wider spread of public donors and stakeholders from the commercial sector as well.
    4. Governance (board)/management level
      • Since GoodCity is operated by Crossroads, it comes under the management and governance systems of the Crossroads Foundation. In addition, where expertise is lacking, industry specific experts have been sought out for ongoing guidance and development of the app.