Establishing the GAP International Network Co-ordination Centre

1. 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

2. 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

3. 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.