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Establishing the GAP International Network Co-ordination Centre

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Establishing the GAP International Network Co-ordination Centre. 3 . Identify existing routines and processes in the secretariat – to compare. 2. Identify what we want to happen – critical processes in the NCC. Secretariat of today Wish for better communication in GAP Int.

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slide1

Establishing the GAP International Network Co-ordination Centre

3. Identify existing routines and processes in the secretariat – to compare

2. Identify what we want to happen – critical processes in the NCC

  • Secretariat of today
  • Wish for better communication in GAP Int

1. Investigate need for co-ordination

4. Analyse and prioritize

5.Decisionby Board

A new functional NCC for GAP Int

6. Exploring funding for alternatives

7. Decision by board

8. Implementation phase

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Establishing the GAP International Network Co-ordination Centre

  • Description
  • Input – a mixture of secretariat of today blended with the actual wishes and needs for better communication between countries/organisations in GAP International.
  • Investigate need for communication
  • Find out what kind of communication the countries /organisations are expecting that GAP Int can contribute to and support. See Strategy document GAP 2.0 version 2. section 5.3
  • Role of the Network Co-ordination Centre
  • The role of the network co-ordination centre is directed by the board and has the delegated responsibilities from the board which include amongst others the following tasks.
  • • Collating statistics and results
  • • Creating a united face with basic marketing materials
  • • Co-ordinate funding opportunities
  • • Co-ordinate knowledge sharing and successes
  • • Co-ordinate between countries for partners and clients
  • • Co-ordinate quality assurance and report to the Board
  • • First contact for new members
  • • Co-ordinate networking and funding for new countries
  • • Co-ordinate agreements within countries
  • • Co-ordinate representation on an international stage
  • • To negotiate licensing agreements
  • 2. Identify what we want to happen
  • Identify critical processes in the NCC
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Establishing the GAP International Network Co-ordination Centre

  • Description
  • 3. Identify existing routines and processes in the secretariat
  • Existing routines and processes are for example new membership services, newsletter etc. Compare the existing routines and processes with 1. and 2.
  • 4. Analyse and prioritize
  • List and identify what routines and processes that are basic, necessary and good or not very important based on what comes up in 1., 2. and 3.
  • 5. Decision by board
  • Need for a board decision – what should be minimum, medium and max.
  • 6. Financing the NCC
  • Based on the variants the board pointed out a financing process starts. Here is the place to investigate and explore different models for example hosting NCC in different countries. Possibilities of growth if we decide to go with a smaller model in the start up phase. This is also the reality check – to size the NCC after our possibilities to fund and find resources for it. For example;
  • Licences
  • Full cost recovery: Over head (40%?) in all contracts made by the KC – and the overhead to go to the NCC
  • Membership fees
  • Sponsorships
  • 7. Decision by board
  • 8. Implementation phase
  • Output – a new functioning NCC which is funded and executes the processes and actions the board decided to prioritize.
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