Management and Strategic Planning for National Platforms

1. Management and Strategic Planning for National Platforms

2. 1. What is Dóchas?

3. Modelling a network • Five 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

4. 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

5. Organisational set-up (1) • 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.

6. Organisational set-up (2) Annual General Meeting Delegated Authority Board Accountability Director Working Groups Staff

7. Key structures • Board • Secretariat • Working Groups • Annual general meeting • MOU formalising relations with Govt.

8. 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

9. 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) Board – positives & challenges

10. 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 staff More 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 Secretariat

11. 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

12. 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 • There are also non-Dóchas groupings: Platform does not have to do everything. • ‘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

13. 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 Working Groups (3)

14. AGM • Company law sets out the role of an AGM Held once a year, for half a day Very 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)

15. 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 AGM (2)

16. Defines 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. MoU with Irish Aid

17. 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) Dóchas systems

18. BUT… • Networks should focus on their benefits for members, not their form … – form follows function

19. Key ingredients of a successful network • Relevance • Momentum • Trust • Predictability • Skills

20. Shaping an effective network Commitment Aims Relationships Procedures Skills

21. Dóchas - network values Commitment and Momentum Predictability and clear rules Trust and Respect Strategy and focus Skills and capacity

22. Strategy and focus • Formulate a Vision and a Problem • Repeat, repeat! • Focus, focus!

23. Commitment and momentum • Big changes take time, small changes don’t • Start small, with many small successes • Be practical, not theoretical • Check that all projects link back to the vision/ problem

24. 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)

25. Skills and Capacity • Base network strategy on current capacity, not expected future capacities • Know who knows what – don’t try to know it all yourself! • Consider a ‘lead agency’ approach • Establish focused, effective working groups • Informal briefings can be very effective

26. Procedures, predictability • Define members’ rights and responsibilities • Network supports members, network=members – therefore, members support members • Keep fees and secretariat to a minimum • Avoid centralisation

27. Conclusions (1) • Don’t focus on the ‘hard’ but the ‘soft’ Skills (knowledge), staff (skills) and style (culture) … intangibles BEFORE Structure, strategy and systems • Make sure not to just copy from others • Design your own to suit your purposes!

28. 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

29. Don’t forget, It’s taken Dóchas 30 years plus – And it’s not perfect… No network is perfect Good luck!