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Management and Strategic Planning for National Platforms. 1. What is Dóchas?. Modelling a network. Five dimensions of effective networks to be explored in the working groups: Trust Predictability Capable members Relevance Momentum - PowerPoint PPT Presentation
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Management and Strategic Planning for National Platforms
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1. What is Dóchas?“Umbrella organisation
of Irish
Non-Governmental Organisations (NGOs)
involved in development and relief overseas and/or in the provision of development education.”
Network: Focus on members and their prioritiesMandate: policy work, not operations.
Definition: “Independently established and located in the State”; need to be autonomous, and have been in existence min. 2 years.
Definition: “Government of the State … does not control it directly by choosing or appointing a majority of the board of directors or other officers or does not so control its constituent bodies or members whose concern with development co-operation would otherwise render them eligible for membership.”
Need to sign on to the NGDO Charter.
Development cooperation as important part of their work.Does not exclude local groups.
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Modelling a networkFive dimensions of effective networks to
be explored in the working groups:•Trust•Predictability•Capable members•Relevance•Momentum
Key message: Networks should focus on their benefits for members, not their form
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How did Dóchas come about?1974: Creation of VALC - no office, no staff, rotating administration- desire to lobby government and work on development
education
1970s: Creation of National Platform for CLONG
1974: Creation Governmental aid programme
1977: Formalisation: CONGOOD - Membership of 14. - Constitution, office and 1 staff member
1993: Merger & creation of Dóchas- 17 members (now 36)- One network for domestic and EU agenda
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Organisational set-up (1)
36 Members
General Assembly (36)
BOARD (9)
SECRETARIAT
Working Group
Working GroupWorking Group
Working Group
• Membership contributions based on relative size (voluntary income).
• Fees vary from €250 (14 members) to €25,000(2 members);Mean contribution: € 800
• After 10 years, now have a 3-year agreement with Irish Aid to build network’s capacity.
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Organisational set-up (2)Annual General Meeting
Board
Director
Staff
Delegated A
uthority
Accountability Working
Groups
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Key structures
BoardSecretariatWorking GroupsAnnual general meetingMOU formalising relations with
Govt.
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Dóchas Board• 9 members, plus 1 ‘semi-external’ treasurer• Members elected from membership by AGM
for 3 years• Board members responsible for Dóchas
(collective responsibility for scrutiny and oversight) under company law
• After 2 terms of 3 years, members have to step down
• Treasurer co-opted to assure financial good practice
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Board – positives & challenges
• Representative and democratic
• Guarantees that members are driving the organisation
• Routinely brings new blood and new ideas
• Now ‘competition’ for board places – more nominees than positions
• Hard work, for both secretariat and members, to keep it working well
• Big investment for NGOs to have someone on the board
• (6 meetings a year plus AGM plus ongoing decision/approval role)
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Secretariat Legal set-up distinguishes between
Director and staff: the Board instructs the Director, who interprets the board’s wishes and makes its wishes happen
3 core staffMore a ‘policy board’ than a ‘task-oriented
board’ Sets boundaries for action (through budget, work plan
and progress meetings), rather than limited tasks to be achieved
Avoids dragging board into micro-management Director mandated to interpret Board’s directions, then
implement work plan in the best way he sees possible
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Working Groups• Comprise people from member
organisations working together on a particular theme or issue.
• The Board has to approve the creation of Working Groups, since they have implications for strategy, focus and finances
• The Board approves the focus and perameters of the work to be done
• Dóchas publishes positions, sends advocacy letters, etc – not Working Groups
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Working Groups (2)• Have also been ‘Learning Groups’• Less formal groupings, ad hoc arrangements
Potential difficulties: focus, resources and finances?• Accommodates members’ interest in issues,
but requires capacity o There are also non-Dóchas groupings:
Platform does not have to do everything. o ‘Lead agency’ approach also in use.
Members can do a lot for and by themselves, keeping the network in the loop and drawing on occasional support/ reinforcement
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Working Groups (3) Task and learning oriented Limited lifespan and
defined goals Engages and involves
members in issues of importance to them
Helps achieve results, which consolidates members’ commitment and reinforces the strength of common action
Allows capacity building, information sharing and networking among members with stronger and weaker capacity
Important to retain network’s strategic direction and focus: don’t be pulled into trying to address every issue
Information sharing is not enough. You need to work on tasks and achieve results
E-working versus physically meeting, and coordinating communication
Getting members to do their share: the network can lead/ facilitate/ support. Members have to do much of the work they consider important
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AGM• Company law sets out the role of an AGM
Held once a year, for half a dayVery exceptionally: EGMs– EU Presidency, MOU with Irish
Aid• Approves accounts, annual report, budget, work
plan• Elects members to the Board. Decides on new
members, after recommendation from the Board• Accounts, budgets, work plan etc filed with
Companies Office and Revenue Commissioners.• Roughly two-thirds of members show up
(Must turn up at least once in every 3 years)
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AGM (2) Forces Board and
Secretariat to explain once a year what they have done and plan to do, as well as why, how and at what cost
Forward looking for the most part (assuming Board has considered and recommended the annual report)
Lots of formal work - so hard to make interesting or inspiring
Minimising time on routine and maximising discussion of work plan
Balance between discussion on strategy/direction and micro-level details.The Board is there to look after week to week governance
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MoU with Irish AidDefines the
partnership relationship between Dóchas and Irish Aid
Sets out mechanisms, processes to make that relationship work
At least 2 meetings a year on relationship; 2 with DG on issues, priorities etc
The relationship is not just about the MOU.
Relations between Dóchas and Irish Aid have to work at all levels - Daily and weekly level of ‘making things work’ really defines the partnership.
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Dóchas systems Consultative working
practices E-bulletin and Newsletter Minutes of all Working
Group meetings available (on request) to all members
Clearly defined members’ rights and responsibilities
Clear and important criteria.
Core budget and additional ‘programme budget’. It is intended to have core paid by members, programme paid by government
Membership fees paid in arrears to protect networkin 1 annual tranche
0.25% of voluntary incomeExceptions for the really big and really small
Annual external audit (SORP standard)
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BUT…
Networks should focus on their benefits for members, not their form …
– form follows function
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Key ingredients of a successful network
RelevanceMomentumTrustPredictabilitySkills
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Shaping an effective network
Aims
Proc
edur
es
Skills
RelationshipsCommitment
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Dóchas - network values
Strategy and focus
Pred
icta
bilit
y an
d cl
ear
rule
s
Skills and capacity
Trust and R
espect
Commitment and
Momentum
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Strategy and focus
Formulate a Vision and a Problem
Repeat, repeat! Focus, focus!
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Commitment and momentum
Big changes take time, small changes don’t
Start small, with many small successes
Be practical, not theoreticalCheck that all projects link back
to the vision/ problem
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Interaction - trust and respect
Emphasise strength in diversity and mutual dependencies
Personalise: meet each member separately on their turf (both physically and metaphorically)
Keep everyone informed all the time (eg through a newsletter, or e-letter)
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Skills and CapacityBase network strategy on current
capacity, not expected future capacitiesKnow who knows what –
don’t try to know it all yourself!Consider a ‘lead agency’ approachEstablish focused, effective working
groupsInformal briefings can be very effective
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Procedures, predictabilityDefine members’ rights and
responsibilitiesNetwork supports members,
network=members – therefore, members support members
Keep fees and secretariat to a minimumAvoid centralisation
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Conclusions (1)Don’t focus on the ‘hard’ but the ‘soft’
Skills (knowledge), staff (skills) and style (culture) … intangiblesBEFOREStructure, strategy and systems
Make sure not to just copy from othersDesign your own to suit your purposes!
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Conclusions (2)• The key to a network: Be relevant to members• Choose members wisely• Focus on what is to be achieved• Let members set the agenda• Let members implement the agenda• Don’t get frustrated if members don’t do what
you want: the customer is king -- but a bit of leadership is always a good thing
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Don’t forget, It’s taken Dóchas 30 years plus – And it’s not perfect…No network is perfectGood luck!