PARTNER VIEWS AT THE START OF TULIP TULIP evaluator Kari Seppälä Tallin 6.11.2008.
Trialog Central Training March 26 th – 27 th 2007, Tallin, Estonia
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Transcript of Trialog Central Training March 26 th – 27 th 2007, Tallin, Estonia
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MManaginganaging andand developing thedeveloping the Platform as a NetworkPlatform as a Network
Slovak NGDO PlatformSlovak NGDO Platform
Successes and difficulties of 2006
MManaginganaging andand developing thedeveloping the Platform as a NetworkPlatform as a Network
Slovak NGDO PlatformSlovak NGDO Platform
Successes and difficulties of 2006
Trialog Central TrainingTrialog Central TrainingMarch 26March 26th th – 27– 27thth 2007, Tallin, 2007, Tallin, EstoniaEstonia
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Platform's framework• 2003 - Platform officially registered with its
Statutes and Structure
• 2003 – 2006 - the effort to manage and develop functioning
• Structure of the Platform: – Members Assembly – 33 mems. (4 new)– Board – 5 members + Ex. Secretary – Secretariat – stuff: 2 full time + new 2 part-
time– Working groups – 2 + 1 new - active WG; 2 + 2 new - active task forces
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Board & SecretariatBOARD• ensures the fulfillment of duties and sets
objectives of NGDO Platform• Decision-making body (GA for statutory issues)• Representives of the Platform as network
(national and EU/ CONCORD level)
SECRETARIAT• executive and institutional body• Executive Secretary + stuff (3 new people)• Financing: Project's support only (2 + 2 new
projects)
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Working groups & Task forces
• beggining 2006 - 4 officially stated WGs: – DE WG with DESS task force– Development projects WG (Africa and Balcan)– Volunteering WG– Humanitarian Aid– G-CAP task-force
• during 2006 - 2 new WGs were established at the autumn GA:– Legal Framework WG– WG Management (secretariat management task
force)
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Temathic division of the fields within the
Platform• Development
projects in dev. countries - members
• Humanitarian and post-humanitarian aid - members
• DE & RA in Slovakia – members and specifically Platform's secretariat
• Slovak and European policy – Platform's secretariat and board
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Platform´s strategizing process
2006• the process of formation since the beginning of
the Platform• more projects, partners, CONCORD membership -
necessity to define priorities and to combine them with members expectations
• January 2006 – strategic planning meetings - on internal level – summary and division of tasks within:
• the mission of the Platform - Statutes,• tasks and goals adopted at last Member
Assembly, •project´s activities of the secretariat
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Plan and its evaluation
• PLAN: transfer of competencies from the Board to the secretariat
• EVALUATION: Relation between the Board and the Secretariat - in the process of formation and is the subject for the new WG Management (plan 2007)
• PLAN: transfer certain initiatives from the secretariat to the constituency (through WGs)
• EVALUATION: hapenned only to a certain extent. Initiative of the members - still week
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Main difficulty – the role of the secretariat
• unclear relations among all stakeholders – their priorities and responsibilities.
• Different perseption of the secretariat: – by members - as a service provider, caring for
its own sustanaibility and management
– by official Platform’s partners - as a common voice of the NGDO sector in Slovakia able to provide an expertize in certain issues
– by the Board as an executive body implementing board decisions, and caring for the Platform´s outer image as a network
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Secretariat reality 2006
• People at the Secretariat are project managers (1 project/person)
• Original project´s activities partly meeting the expectations of members, Board and partners and never the secretariat management as such
• Secretariat itself is comprised of 2 full-time employees.
• For the key activities the secretariat/ board should find financial and human sources (f.e.: providing info-service, active CONCORD membership, rent, etc.)
• Good planning and management + multi-sources financing = secretariat priority No.1
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Guestions posed to Autum Member Assembly 2006:
• What are priority activities of the Secretariat at its current capacity?
• How to asure/raise capacities for the activities, that can not be covered for the moment (or are hardly covered? - human resources
• How to assure the financialal sustainability of the Platform? - financial resources
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Main areas of the Secretariat activities1. Assure sustainable basic functioning of the Platform
(institutional and statutory field).2. Information service for members - e-mail and web
service.3. Involvement in the key processes on the MFA SR/
Governmental/ Parliamental level or indicated by them – lobby and advocacy, dialogue and partnership on national level.
4. Represent the member´s concern in CONCORD – EU level
5.Development Education and rising awareness.6.Projects field – running projects with specific activities
(organizing the conferences, media work, etc., project management and new projects planning)
The priorities defined by the majority of members: No. 1+ No. 3 (while trying to keep pace in all
other priorities defined).
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Successes in 2006
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„Big“ activities of the Platform in 2006
Cooperation among members, the Secretariat, the
Board, and other partners functions:
• In 2006 the Platform organized: 3 seminars/ conferences
– “The new EU - Africa Strategy and its implementation – Recommendations from a Central European Perspective”
– Seminar for members on African projects
– The conference “ODA legal and institutional framework – flexibility in ODA management)
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• 2 GAs, meetings of WGs (DE, ODA LF, Africa, DESS, G-CAP)
• Continual communication with the MFA SR - new representation at MFA SR after elections 06 – several meetings were organized
• Lobbying for increase in both total and bilateral ODA funds, institutional support for the Platform, etc. (14 lobby letters in 2006)
• Cooperation with the MF SR established (OECD/DAC statistics reporting project)
• Cooperation with the ME SR (DE School Curricula project started – continuation in 2007
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• G-CAP campaign and WBD event on Oct. 17, 2006.
• Slovak NGOs represented in 3 CONCORD WGs (Policy, Enlargement, DEF)
• With 2 new EU projects (MDGs and DESS) - distribution of tasks at the Secretariat
slowly started (2 new part-time employees)• Financial analysis (base for fin. planning)
and deep control of the Secretariat functioning was performed.
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• Management of the Platform - a priority issue also for members.
• Serious negotiations on the institutional support of the Platform started – Memorandum of Understanding presented to the MFA SR (in reality the support might develop into some other form).
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Core needs identified for the Platform’s
functioningMinimum(EUR)
Maximum(EUR)
Human sources (Exec. Secretary, office and finance. Assistant)
20.600 29.500
Office supply (communic. & admin)
1.060 1.750
Rent 5.880 8.820
Concord fee 3.530 7.350
Meetings/ Seminars 1.470 5.880
Travel 4.410 5.880
TOTAL (cca) 37.000 60.000
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The main challenges facing the Platform
during 2007
• Process of the new ODA law formation – the Platform´s representative in the MFA WG - involved in the process from the beginning
• Slovak Dev. Agency – set up January 1, 06 – even before the Development Act was adopted!!!
• Increase in bilateral ODA funds – continual objective of our lobbying activities
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• Strategic planning and management - the process started in 2006 should continue in 2007
• Institutional support for the Platform –BL for institutional support of umbrella organizations – probable
• Improved functionning od WGs
• DESS 2007 – June 26 – July 2, 07, Častá Papiernička, Slovakia
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Thank you for your kind attention!
Platforma MVROMiletičova 7, 811 04 Bratislava, SlovakiaTel.: +421-2-5738 5256Mobile: +421 908 565 316
e-mail: [email protected] [email protected]
Web: http://www.mvro.sk