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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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Establishing the gap international network co ordination centre

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


Establishing the gap international network co ordination centre

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


Establishing the gap international network co ordination centre

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.