FPDL ANNUAL REPORT 2012 by ANA VASILACHE

FPDL PARTNERS FOUNDATION FOR LOCAL DEVELOPMENT BOARD OF DIRECTORS 2012

Anca Harasim, Board President, AMCHAM – American Chamber of Commerce, Director

Kristina Creosteanu, Agency for Regional Development, Brasov

Fred Fisher, IDIOM – International Development Institute for Organization and Management – USA, President Julia Roig, PDC – Partners for Democratic Change, USA, President Tomasz Sudra, UN – HABITAT, Consultant Government Initiative Steering Committee, Member Ana Vasilache, FPDL – Partners Development, Executive Director

Foundation

and

Local

for

Local

FPDL PARTNERS FOUNDATION FOR LOCAL DEVELOPMENT STAFF 2012

Management Team

Ana Vasilache

Nicole Rata

Carmen Marin

Executive Director

Deputy Director

Financial and

Trainer/Consultant

Office Manager

Operational Team Program Managers and Trainers/Consultants

Daniela Plugaru

Olivia Baciu

Andreea Buzec Doru Cristian Bularda

Administrative Support Team

Maria Dumitru Accountant

Marcela Nistor Administrative Assistant

IT Assistance: Digitronix Company Webmaster: Claudiu Nistor

FPDL REPORT 2012 PARTNERS FOUNDATION FOR LOCAL DEVELOPMENT

CONTENTS 2012 SUMMARY OF ACTIVITIES 2012 INTERNATIONAL PROGRAMS 

Albania, BiH, Croatia and Serbia: PAP* - Program for Anticorruption Practitioners under the Regional Program “Working Together” and World Bank-Austria Urban Partnership Program for SEE countries

 Afghanistan / Kabul: Consultancy through USAID/Deloitte  Tajikistan/Muminabad District: Participatory Planning and Decision Making

Processes – Training of Trainers and Training of Facilitators and Participatory Strategic Planning for Income Generation Activities  Tajikistan: Training of Trainers in Inclusive Education  Western

Balkans and Organizations (TACSO)

Turkey:

Technical

Assistance

for

Civil

Society

 Senegal / Dakar: Advocacy and coalition building for the Coalition ANE and the

Coalition for the transparency in the extractive industry sector in Senegal  Guinea: Trainings in advanced facilitation skills and partnership for Child Fund

Guinea

 Tunisia: TILI Program, Stakeholders Mapping – Civil Society Groups  Moldova: Diversity Management Training for UN Staff

2012 NATIONAL PROGRAMS 

The Project I-DEALIS – Inclusion and Economic Development in Alpine Areas of Romania (Mountain and Sub-Mountain) through Social Inclusion



Collaboration with the National Agency for Community Programs in the Field of Education and Vocational Training



The Program “Young Ideas for Europe”



Public Policy Training Program



Communication and Community Training Program (I)



Communication and Community Training Program (II)



The Project „Bustuchin – Responsibility, Civic Spirit and Active Involvement”



Academic Program at University of Bucharest

2012 MEETINGS, PARTICIPATION IN CONFERENCES AND TRAINING PROGRAMS

2012 SUMMARY OF ACTIVITIES L EA RN I NG EV E NTS FPDL trainers and facilitators have prepared, designed and conducted a total of 43 learning events, which include Training of Trainers (ToT)/Training of Facilitators (ToF), Training Programs (T), Consultancy and Technical Assistance Programs (C&TA) and Workshops/Facilitated Meetings, for a total of 1126 participants and a total of 545 days.

2012 Learning events

37%

63% International level

National Level

2012 Total days

39%

61%

International Level

National Level

Training of Trainers (ToT)/Training of Facilitators (ToF) Our trainers prepared and conducted a total 8 TOTs/TOFs, out of which 1 TOF in Romania and 7 ToTs/ToFs at international level (1 in Croatia, 4 in Tajikistan, 1 in Senegal and 1 in Guinea), in which a total of 110 participants were trained as trainers/facilitators/consultants, during 58 training days.

Training programs FPDL trainers designed and conducted 17 training programs involving 438 participants (trainers, academics, representatives of NGOs, elected officials and technical staff working in public institutions, school teachers, urban planners, university students and youth, social economy operators) during 109 training days. These training events were organized in English and Romanian, for the audience from CEE/SEE countries, African countries as well as for participants from Romania.

2012 Training Program s

2012 TOT/TOF Programs

13%

18%

82% 87% International Trainings

National Trainings

2012 Training Programs Participants

International TOTs/TOFs

National TOF

2012 TOT/TOF Programs Participants

5% 39%

61%

95% International Trainings

National Trainings

International TOT/TOF

National TOF

2012 TOT/TOF Programs Days

2012 Training Program Days

7% 26%

74% International Trainings

93% National Trainings

International TOT/TOF

National TOF

Consultancy and Technical Assistance (C&TA) programs FPDL consultants have prepared, designed and conducted 11 Consultancy and Technical Assistance programs for 247 clients (trainers, representatives of NGOs, elected officials and technical staff working in public institutions, representatives of ministries, school teachers, youth, social economy operators) during 354 consultancy days.

Conferences and Meetings Facilitation (C&M) Our facilitators have prepared, designed and facilitated in total 7 events, in which have been involved 349 participants (NGOs representatives, local governments representatives, experts in various areas, citizens, teachers, young people, etc.), during 24 days.

These programs were delivered in English and Romanian, for the audience from CEE and Western Balkans countries, Central Asia (Tajikistan), African countries (Afghanistan, Senegal, Tunisia) as well as for participants from Romania. 2012 C&TA Programs

2012 C&M Events

57%

27%

73% 43% International Programs

National Programs

2012 C&TA Participants

International Events

National Events

2012 C&M Events Participants

26% 36%

64%

74% International Programs

National Programs

International Events

National Events

2012 C&M Events Days

2012 C&TA Program Days

54% 33%

46%

67%

International Programs

National Programs

International Events

National Events

2012 INTERNATIONAL PROGRAMS



Albania, BiH, Croatia and Serbia: PAP* - Program for Anticorruption Practitioners under the Regional Program “Working Together” and World Bank-Austria Urban Partnership Program for SEE countries

 Afghanistan / Kabul: Consultancy through USAID/Deloitte  Tajikistan/Muminabad

District: Participatory Planning and Decision Making Processes – Training of Trainers and Training of Facilitators and Participatory Strategic Planning for Income Generation Activities

 Tajikistan: Training of Trainers in Inclusive Education  Western

Balkans and Turkey: Technical Assistance for Civil Society Organizations (TACSO) 

Presentation of experience related to Romanian CSOs in the transition process (general approach) and to specific activities in the area of good governance and democratic leadership (FPDL approach)



Partnership Making and Enhancing the Organisation’s Role in Addressing Policy Issues – Study Visit

 Senegal

/ Dakar: Advocacy and coalition building for the Coalition ANE and the Coalition for the transparency in the extractive industry sector in Senegal

 Guinea: Trainings in advanced facilitation skills and partnership

for Child Fund Guinea  Tunisia: TILI Program, Stakeholders Mapping – Civil Society

Groups

 Moldova: Diversity Management Training for UN Staff

PAP* - PROGRAM FOR ANTICORRUPTION PRACTITIONERS Under the Regional Program “Working Together” and World BankAustria Urban Partnership Program for SEE countries PAP* 2011-2013 was funded from two sources:  

LGI/OSI (last) grant World Bank-Austria Urban Partnership Program for SEE countries

Background Addressing corruption is a priority for many countries and international donors. For good reasons: global studies have shown that corruption is directly linked with poverty and poor economic conditions. Higher the levels of corruption, lower the investments, slower the growth and poorer the business enviornment, all leading to big differences in wealth between nations. As the graph below demonstrates, countries with higher levels of corruption have lower per capita GDP1:

Corruption favors the rich by distributing a larger share of the wealth to the undeserving – the insiders and those with enough to bribe. The poor suffer most from lack of opportunities, inefficient public services and inability to pay bribes under corrupt systems.2 Reducing corruption can help reduce social inequalities. High levels of corruption are connected also with lower education and health spending, with lower life expectancies and educational attainment.3Corruption leads to dysfunctional societies, in which citizens do not trust and do not respect their public authorities and leaders.

Corruption is measured by Transparency International Corruption Perception Index – TI CPI Shepherd A. 2000. Governance, good government and poverty reduction, Int. Rev. Adm. Sci. 66:269–84 3 Akcay S. 2006. Corruption and human development, Cato J. 26:29–48 2

The graph below shows the direct link between the levels of corruption and the levels of trust in politicians.4

The administrative decentralization, happening in many countries, brought also the decentralization of corruption. More responsibilities and financial resources were devolved at local level, more vulnerable to corruption local governments became, offering to public officials temptations and opportunities to misuse their positions for private gains. In the anticorruption global movement, the first important phases were (1) making development agencies and governments be no longer in denial and address corruption in an open and systematic way, and (2) setting standards through international conventions such as the UN Convention against Corruption. But the phase that is following logically, the implementation and enforcement of these standards, is the most difficult and by far the most challenging: literally thousands of people and hundreds of organizations all around the globe, both in and out of government, should be reached and involved. The anticorruption methodology we promote provides some of the tools and instruments for that to happen. Most of the national anticorruption strategies focus mainly on improving the anticorruption legislation, the judicial and investigative institutions and the capacity of NGOs to play watch-dog roles. The general aim of all these strategies is to increase the probability of discovering corrupt activities and of enforcing severe penalties that will hopefully deter in the future other corrupt activities. Even if more control, more laws and more pressure on public officialsâ&#x20AC;&#x2122; to behave ethically are necessary, they are not sufficient for effectively addressing corruption and for making significant changes in the way public institutions perform. Nobody, including institutions, really change only under outside pressure, as no illness can 4

Levels of corruption are measured by TI CPI and levels of trust in politicians by the Global Competitiveness Index (GCI) of the World Economic Forum.

be cured without the patient involvement. The anticorruption methodology we promote provides the necessary tools and instruments for making changes happen with the participation of those who are part of the problems and should be also part of the solutions. An innovative anti-corruption methodology This anticorruption methodology is based on the assumptions that there are public officials willing to address corruption and improve the way their organizations (and themselves) perform, as well as, there are capable, motivated public managers/civil servants, knowledgeable about their organizations’ problems and goals. Indeed we witness that many public officials win their mandates on anticorruption electoral platforms and many public managers/civil servants are concerned about corruption. But most of them fail to address it effectively because their strategies include exclusively imposing more control, more regulations and more fear of punishment, hunting isolated corrupt individuals or focusing too much on enforcing codes of ethics. We propose to these public leaders and managers a new approach, a rational/strategic methodology, based on which they can identify and treat with priority the most dangerous forms of corruption, can focus on changing not (only) corrupt individuals but the public policies and organizational systems that breed corruption, can “break the taboo” and start talking openly about corruption and its dangerous effects, involving in the process of change staff as well as outside affected stakeholders. In fewer words, we propose that they act as institutional reformers rather than judges or prosecutors. We offer also the support of skilled anticorruption practitioners, that are able to design and facilitate strategic, participatory planning processes in their organizations, aimed at treating and preventing the vulnerability to corruption and beyond this, increasing integrity, efficiency, accountability and transparency of activities and public services delivery. These anticorruption practitioners are today’s social entrepreneurs, fundamentally different from yesterday’s activists. Historically, activists have proceeded largely as outsiders to power and by contrast social entrepreneurs frequently combine outside and inside oriented tactics to bring change. Outside activists have convinced institutions that they need to change, social entrepreneurs working on the inside shown them what to do5. This anticorruption methodology strength does not rely only on identifying the vulnerable to corruption areas, which are similar in many countries and public organizations; or on prescribing what should be done, as many libraries have plenty of books with solutions; it relies on the participatory process power to bring the planned changes into existence. Through the involvement of public leaders, managers and employees, trust and commitment are created for the planned changes implementation; people connect to each other as human beings with real concerns and issues; discussions focus on what they can do and not on what others can or need to do for them; and last but not least, a deeper, shared understanding of the corrupt systems in place is emerging and a treatment plan for curing and prevention, that no outsider could better do, is developed.

David Bornstein and Susan Davis on Social Entrepreneurship

Even if surprising, this is possible as long as the assumption is that corruption is not (just) a problem of bad people but of bad systems; that corruption is only a symptom of organizational malfunctioning and that addressing corruption is only the entry point in the process of reinventing a better and fairer public organization. Application/dissemination of the anticorruption methodology in CEE/SEE This novel anticorruption methodology was used successfully in La Paz, Bolivia by Mayor Ronald MacLean Abaroa and his consultant, Professor Robert Klitgaard. They named it a therapeutic approach to a sick institution.6 Starting his mandate in the context of Bolivia’s worst economic crisis ever where corruption was everywhere and public authority and public services were collapsing, Mayor Ronald MacLean Abaroa and his team, in less than 10 years, were able to successfully restore and improve the municipal government services, increase city revenues and investments in public works up to 10 times and improve city international creditworthiness. Last but not least, he was re-elected for four mandates. Since 2004, through the close collaboration between Ana Vasilache and her team from FPDL, and Ronald MacLean Abaroa (working with WBI) this anticorruption methodology was successfully disseminated, adapted and applied in CEE/SEE local governments, attracting the interest of many mayors, practitioners and academics. The results proved, to many public and civil society leaders who were thinking that nothing can be done, that with their commitment and participation, corruption can be cured and prevented, during their life time. We followed four main directions of action: Supply side: building the anticorruption practitioners’ capacity We started by building “change agents” - FPDL Regional Program7 network members’ capacity to become anticorruption practitioners: to be able to support courageous mayors and civil servants who want to address the vulnerability to corruption of their organizations. We are providing a comprehensive learning program PAP* - Program for Anticorruption Practitioners having three components: (1) Knowledge Building (2) Skills Building (3) Real-life application in local governments. More than 40 anticorruption practitioners from 14 countries finalized PAP* components, gaining knowledge, skills and self-confidence Training materials in English and other 10 languages can be accessed for free from www.fpdl.ro (among them the book “Corrupt Cities”, FPDL Manual “Restore the Health of Your Organization”, the Multimedia Interactive Learning Course – MILC developed on La Paz case, other case studies from the region). Demand side: raising leaders/managers

the

awareness

and

interest

public

FPDL team and Ronald MacLean Abaroa/WBI, as well as the anticorruption practitioners, disseminated/promoted the anticorruption methodology in front of more than 400 mayors during their associations general assemblies or workshops organized in Romania, Moldova, Macedonia, Slovakia, Serbia, Ukraine, Croatia, 6

Corrupt Cities – a practical guide to cure and prevention, by Robert Kiltgaard, Ronald MacLean Abaroa and Lindsey Parris 7 In 1998, FPDL with LGI/OSI support, started the Regional Program “Working Together” a capacity building program for CEE/SEE and since, it succeeded to build a network of trainers and training institutions from more than 50 countries and 4 continents, the capacity of more than 1800 trainers, facilitators or consultants involved in the public administration reform in their countries, disseminating high quality training manuals and interactive/participatory training methodologies

Bulgaria, Armenia, BiH and Albania. The translated book and manual, as well as FPDL handbook developed for mayors and public managers, were provided, to deepen participants understanding on the main concepts on which the anticorruption methodology relies and its main results. Matching supply and demand: supporting professionally and anticorruption practitioners work with willing public leaders/managers

financially

FPDL team and Ronald MacLean Abaroa/WBI provided professional support, through mentoring/coaching, for the anticorruption practitioners working with local governments in Albania, Armenia, BiH, Bulgaria, Croatia, Georgia, Macedonia, Moldova, Poland, Romania, Serbia, and Slovakia. The financial support was secured from different funding sources (LGI/OSI, FOSIM – Open Society Foundation Macedonia, UNDP Moldova, World Bank Institute). Mayors/local governments were selected through competitive processes. Networking: offering/enabling opportunities for experience and ideas exchange FPDL organized since 2004 Regional Annual Meetings to offer opportunities for ideas and experience exchange in adapting/applying this anticorruption methodology. Each year the number of anticorruption practitioners and of the countries, entering the network, increased. The last two meetings were attended also by local governments’ representatives, presenting their achievements and being proud to be role models in the region. In countries that developed National Anticorruption Strategies, the methodology proved to be an effective way to support its implementation at local level. Where are we now The journalist David Bornstein, in his book “How to Change the World: Social Entrepreneurs and the Power of New Ideas” identified the social innovations that became successful large movements. All successful examples he identified had similar features with FPDL/WBI effort to disseminate the innovative anticorruption methodology: 



Not one of his examples started as a government or large-system-sponsored program. Each initiative began with little funding and no fanfare. Is exactly how we started: if one compares the millions spent in USAID or EU sponsored anticorruption programs, LGI/WBI yearly support in order to promote this innovative anticorruption methodology may be considered a modest funding. The author observed that changes that began on a large scale, initiated from the top and driven to produce quick wins, inevitably produced few lasting results. Sustainable changes occurred locally on a small scale and happened slowly. This is the way we worked. Another of his conclusions is that each successful innovation was driven by deeply committed and self-chosen leaders focused to make a difference and bring something new into the world. He describes them as social entrepreneurs, patient enough to give their ideas time to evolve and find their own way of operating. He find out that years were spent to learn what the best steps/approaches are and identify the types of people required to being successful. Is what we and the anticorruption practitioners did in the last 7 years. Changes were brought based on the principles that people are accountable and committed to what they have a hand in creating and that they have the collective wisdom to solve their problems and create their future. These are exactly our assumptions also.



And finally, his conclusions give us hope for a successful future of our efforts. He found out that only after the initiative has evolved and succeeded on its own terms that it began to grow, gain attention and achieve a level of scale that touched a large number of people.

The anticorruption approach we promote evolved and it is recognized as a best practice. It gained national recognition in 2010 in Romania: the National Agency for Civil Servants recognized it as a best practice in the category “Strengthening public service integrity, transparency and accountability”, awarding the 1st prize to Craiova Local Government that applied it with FPDL support.

It gained international recognition in 2011 when the UN Committee of Public Administration Experts selected Martin/Slovakia and Craiova/Romania to receive the UN Public Service Award, under the category “Preventing and Combating Corruption in the Public Service”. Both cities applied this strategic and participatory methodology and worked with anticorruption practitioners trained by FPDL/Ronald MacLean Abaroa - WBI.

PAP* 2011-2013 Objectives  Supply side: to build the capacity of anticorruption practitioners from SEE countries to work with local governments to apply the anticorruption approach and improve their organizations, public service delivery and city management  Demand side: to identify and select mayors/public managers concerned about the vulnerability to corruption of their organization and willing to improve their organizations, and ultimately to gain citizens’ trust and respect  Matching supply and demand: to support willing public leaders/managers in four countries (Croatia, Albania, Serbia and BH) work with anticorruption practitioners and implement the anticorruption participatory/strategic planning process in their organizations  Networking: to offer opportunities for networking and knowledge sharing for the anticorruption practitioners, as well as for local government representatives, in order to become role models to be followed in their country and region

PAP* 2012 Activities PAP* Knowledge Building Component, 2011-2012 The following activities have been implemented: June 1- June 30, 2011: Elaborated the Call for Application, prepared on-line application system, launched it on FPDL website July 1, 2011–September 10, 2011: Disseminated the Call for Applications for the Regional Capacity Building PAP* - Program for Anticorruption Practitioners

September 10–15, 2011: Selected participants for the Knowledge Building component, 11 teams (22 persons, 2/team) working for training and educational organizations, NGOs or private companies, from 3 countries (BiH, Croatia and Serbia) based on the information provided in their applications: capacity to replicate the program, good relations with local governments, CVs, and expressions of interest. June 15 – September 5, 2011: Revised the design of the Knowledge Building component modules, including the planning meeting held for that purpose in Bucharest, between FPDL (Ana Vasilache, Nicole Rata, Olivia Baciu) and Chronos Info (Anton FlorjanBarisic), in the period June 24-26, 2011

September 20-October 15, 2011: Purchased the books to be provided to selected teams, send them to Croatia/Zagreb to Chronos Info office, and from there disseminate them by mail to selected teams September 20, 2011-April 20, 2012: Organized and conducted the Knowledge Building Component 4 modules in order to build common understanding on the main concepts linked with curing and preventing corruption in Local Governments organizations. PAP* Knowledge Building Component 4 learning modules were planned as follows: 

Module 1: Understanding Corruption in Organizations, September 19–October 30, 2011 (till November 15 they receive Tutors feedback on Paper 1)



Module 2: Understanding Organizations, October 31-December 20, 2011 (till January 15, 2012 they receive Tutors feedback on Paper2)



Module 3: Understanding Local Governments Organizations, January 16February 26, 2012 (till March 15, 2012 they receive Tutors feedback on Paper 3)



Module 4: Understanding Change Management in Organizations, February 27-April 15, 2012 (Till April 20, 2012 they receive Tutors feedback on Paper 4, as well as the results of the selection process for the Skills Building component)

In the period September 20, 2011- April 20, 2012 all 4 modules have been conducted as planned, by PAP* Tutors, Ana Vasilache, Ronald MacLean Abaroa and Anton Barisic, for the selected Anti-corruption Practitioners teams from BiH, Croatia and Serbia. From the initial 11 teams selected to participate in the Knowledge Building component, 5 teams decided, in different moments, to drop out of the learning process because they were not able to devote the necessary time to such an intensive program. The best 6 Anti-corruption Practitioners teams (2/country) finalized all 4 learning modules and were invited to attend the Skills Building component. Their 4 Papers results and the total points are shown in the chart below:

PAP* Tutors Ronald MacLean-Abaroa is a leading governance expert and practitioner, the first democratically elected mayor of La Paz in 1985 and reelected four times until 1997. Appointed the youngest minister at age 29, he held five national cabinet positions including Planning, Foreign Affairs, Government Spokesman, Finance, and Sustained Development, serving three different Presidents between 1978 and 2001. He run for President of Bolivia in 2002, before joining the World Bank as the Lead Public Sector Management Specialist on Governance, Decentralization, and Poverty Reduction. He spent three years with Harvard Institute for International Development as a Senior Research Fellow on Governance, working with Jeffrey Sachs, and Michael Porter, in the Central American Project, and lectured at Kennedy School of Government at Harvard. He received his Masters in Public Administration from Harvard University, and his bachelor's degree in economics from the University of Maryland. He is the author of several articles, professional papers, case studies, and books. He coauthored with Robert Klitgaard and Lindsey Parris Corrupt Cities: A practical Guide

to Cure and Prevention (2000) translated into fifteen languages. Ana Vasilache is expert in public administration, architect and urban planner by background, with extensive experience in the design and facilitation of participatory processes in communities and organizations. In the last 15 years, Ana has built the capacity of more than 1500 trainers/facilitators from Romania and other countries from CEE/SEE, West and East Africa, Central and South Asia through interactive and participatory training programs, high quality educational materials and effective learning methodologies. She is Founder and Executive Director of FPDL - Partners Foundation for Local Development, a Romanian NGO playing an important regional role in promoting good governance and democratic leadership. Since 2004 she is collaborating with Ronald MacLean Abaroa/WBI in order to address corruption in local governments by building the capacity of CEE/SEE anticorruption practitioners' network. Ana received UN Habitat Scroll of Honor 2000 for her dedication in improving urban governance in Romania and Central and Eastern Europe.

Anton Florijan Barisic is expert in leadership and management, HR management, organizational development and strategic management, certified as anticorruption practitioner. He is the managing director and principal consultant of Chronos Info and has extensive experience in working with the private and public sector. He wrote as author or co-author more than 30 scientific and professional papers and articles. He is teaching, as senior lecturer, courses on management consulting, knowledge management and corporate performance at the University for Applied Sciences Zagreb, Croatia. He is president of the Croatian Association of Management Consultants, (AMC), and member of ICMCI Commitee for Education and Training. He is holding the world recognized certificate CMC for management consultants, he is certified European Excellence Auditor and member of EFQM. In 2011 he was awarded with Croatian National Award for outstanding contribution to the development of consulting profession in Croatia

PAP* Skills Building Component, April 23-May 2, 2012 The 6 teams that finalized successfully the Knowledge Building component, as well as one team from Albania/Partners Albania, have been contacted and invited to attend the Skills Building component. Partners Albania team has previously attended PAP* Knowledge Building component in 2009. Skills Building Component was organized by FPDL in collaboration with Chronos Info, in Croatia, Zadar, Falkensteiner Resort Borik, Hotel Club Funimation www.falkensteiner.com The Skills Building knowledge, skills and three roles they will interventions in local corruption.

component objective was, for participants, to gain new self confidence, as consultants, facilitators and trainers, the play when supporting mayors/public managers, initiating government organizations, aimed at curing and preventing

In order to achieve its objective, the Skills Building structure was:       

Day 1, April 23: Arrival and welcome dinner Day 2-4, April 24-26: The 3 roles: trainer, consultant and facilitator Day 5, April 27: Free day Day 6, April 28: Robert Klitgaard session and Preparing the Pilot Workshop Day 7-8, April 29-30: Pilot Workshop Day 9, May 1: Closing Session and Regional Meeting between anticorruption practitioners and clients (selected local governments’ representatives) Day 10, May 2: Departure

The photos bellows show a relaxed and friendly atmosphere, as well as, participants and Tutors committed and hard work. More to be seen on http://www.facebook.com/pages/CORRUPT-CITIES-A-NETWORK-TO-CURE-ANDPREVENT/369195359755

Trainers/Tutors of the Skills Building component were:   

FPDL/Romania: Ana Vasilache and Olivia Baciu; WBI: Ronald MacLean Abaroa and Professor Robert Klitgaard; Chronos Info/Croatia: Anton FlorjanBarisic

The following training materials were provided to participants, during the training, by FPDL and Chronos Info:  Books: “Flawless Consulting” and “Community – structuring belonging” by Peter Block  FPDL booklets “What is Facilitation” and “What is Participatory Planning” and the manual “Training Toolkit”  Book “Corrupt Cities – a practical guide to cure and prevention” translated in Croatian  Manual “Restore the Health of Your Organization” translated in Croatian  Power points presentations, other FPDL booklets and handouts used during the training, provided on a memory stick At the end of the Skills Building component, by completing an Evaluation Form, participants’ expressed their level of satisfaction and their perceptions about the program different aspects.

The synthesis of their evaluations demonstrates that the Skills Building component was very successful. The evaluation results look as follows:

Awareness Raising Workshops for mayors and public managers from Albania, Croatia, Serbia and Bosnia & Herzegovina, Kosovo, Macedonia, Montenegro Through the close collaboration of FPDL/Ana Vasilache, WBI/Ronald MacLean Abaroa and WBI/Tamara Nikolic, 7 Awareness Raising Workshops were held in the 7 countries as follows:       

March 5, 2012, Zagreb, Croatia March 7, 2012, Tirana, Albania March 13, 2012, Belgrade, Serbia March 14, 2012, Sarajevo, BiH November 14, 2012, Podgorica, Montenegro November 15, 2012, Prishtina, Kosovo November 16, 2012, Skoplje, Macedonia

PPTs presentations have been prepared in English and translated in each of the local languages. The following materials have been provided to participants:  Printed translations of the book Corrupt Cities and of the manual Restore the Health of Organizations in Croatia, Serbia, Montenegro (translation and printing realized in 2008-2009 through FPDL small grants program financed by LGI/OSI)  Electronic versions of the translations of the book Corrupt Cities and of the manual Restore the Health of Organizations in Albania, Kosovo, Croatia, BiH, Montenegro and Macedonia (on memory sticks)  CDs with MILC in English language (on CDs or memory sticks)

The ARWs were attended by the following number of participants (mayors, vicemayors, public managers, other NGOs, and the 3 WB-Austria Urban Partnership Program representatives Ronald MacLean Abaroa, Ana Vasilache, Tamara Nikolic):

Workshops main objectives were to: 

Increase participants knowledge about the innovative and practical approach to treat and prevent the vulnerability to corruption in local governments, by learning about (a) Ronald MacLean Abaroa - four times Mayor of La Paz, Bolivia, successful experience in applying this approach (b) FPDL & WBI collaboration results in the dissemination, adaptation and use of this approach in CEE/SEE countries/local governments



Invite participants to apply in the follow-up steps of the WB-Austria UPP to receive the support of program experts to apply this approach, in order to enhance efficiency transparency, accountability and integrity of LGs activities/services, increase citizens trust and strengthen public leaders’ political capital.

Invitations to apply were sent to all local governments/mayors from the 7 countries where the ARWs were held, to those who attended and those who did not attended the workshops. FPDL organized on its website www.fpdl.ro an on-line application system, for each country in its own language. The application system was accessible from the home page. Applications entered into a database organized by countries. Applications were translated into English for the selection process. Mid April 2012, one city/LG was selected, in each of the following 4 countries:   



In Albania, Kucova was selected among 4 cities aplications (Berat, Kuke, Rubik, Kucova) In BiH, Zenica was selected among 4 cities applications (Milici, Foka, Velika Kladusa, Zenica) In Croatia, Krizevci was selected among 4 cities applications (Manastir, Sinj, Zagreb, Krizevci). A special attention was devoted to the city of Zagreb, a meeting with the mayor of Zagreb and FPDL/WBI/Chronos Info representatives was scheduled for May 2, 2012 in order to discuss the possibility to start a longer term collaboration in 2013. Unfortunately the mayor of Zagreb, canceled the meeting. In Serbia, Boljevac was selected. Due to local elections held on May 6, 2012, it was the only one city that applied.

End of November 2012, two cities/LGs were selected in each of the following 3 countries:

  

In Montenegro were selected Herceg Novi and Tivat among 3 applications (Herceg Novi, Mojkovac and Tivat) In Macedonia were selected Vinica and Gostivar among 4 applications (Gostivar, Mavrovo and Rostusha, Sopishte, Vinica) In Kosovo was selected Istog among 2 applications (Istog, Novoberde). WBI Program manager decided to open again the application process and select a second city, based on LG Association proposal.

Selection criteria were announced in the launching document: „The Mayor/Local Government representative, who demonstrates, through the completed Application Form the highest level of interest and commitment, will be selected to receive Program experts' support to identify vulnerabilities to corruption in their local governments and the best strategies to address them”.

Matching supply and demand: apply anti-corruption methodology in the 4 countries, in the selected LGs/Cities Year 1, 2012: working with the APs teams trained in PAP*, the selected Mayors/LGs from Albania, Croatia, Serbia and Bosnia & Herzegovina initiated/implemented participatory processes, in order to elaborate anticorruption strategic plans that aimed, beyond treating/preventing corruption, to improve organisations integrity, accountability and transparency, as well as the efficiency of public services delivery and the city management. In all 4 countries the processes started May and ended November 2012 Albania/Kucova Anticorruption Practioners: Klotilda Tavani, Arjola Agolli and Blerjana Guga working for Partners Albania www.partnersalbania.org BiH/Zenica Anticorruption Practioner: Emina Abarhamsdotter working for Proffs Consulting www.proffs.ba Croatia/Krizevci Anticorruption Practioners: Anton Florjan Barisic, Joanna Rybacka-Barisic, Ivana Puksec working for Chronos Info, www.chronos.hr Serbia/Boljevac Anticorruption Practioners: Zivadinovic, MENA Group, www.menagroup.org

Suzana

Jivkovic

and

Tamara

Year 2, 2013: working with the APs teams trained in PAP* Knowledge Building and Skills Building components, two selected Mayors/LGs from each country, Kosovo, Macedonia and Montenegro, will initiate/implement participatory processes, in order to elaborate anticorruption strategic plans. The selected anticorruption practitioners teams, based on the signed agreements between FPDL and their organizations, received/will receive professional mentoring and financial support to design and facilitate the participatory processes and help the selected Mayors, public leaders, staff and outside stakeholders, diagnose their organizations and elaborate/implement solutions that will improve local governments integrity, transparency and accountability, as well as improve their urban management capacity. The anticorruption methodology, developed by Ana Vasilache and Nicole Rata/FPDL and Ronald MacLean Abaroa/WBI includes the following main stages: 

Clarify responsibilities for the process implementation, between the APs team and the clients, the Mayors/LGs. An agreement will be signed between each Mayor/LG and the APs team organization leaders.



Organize the Guiding Coalition teams in each of the LGs, having as leaders the Mayors and including close colaborators, main departments directors – public

managers, elected officials). Identify a contact person in each LG, responsible for monitoring LGs assumed tasks 

General and In-depth Diagnosis of the organizations corruption, implemented through the following steps:

vulnerability

o Workshop for the Guiding Coalition (GC) members, aimed (1) at deepending their understanding of the anticorruption methodology process steps/results; (2) at elaborating a vision of their clean and fair organization; (3) at doing a preliminary general diagnosis to identify the most vulnerable to corruption activities that are obstacles in achieving the vision; o Validating vision and preliminary results, through conducting an extended survey involving majority of staff and elected officials. The anonimous survey will be implemented under the Mayor’s responsibility, but monitored and processed by the APs team, who will prepare a General Diagnosis Report to be discussed with the GC members, in order to identify the most vulnerable activities that will be the focus of further stages o Workshop for the GC members, to perform a preliminary in-depth diagnosis o Validating preliminary in-depth diagnosis results through conducting extended anonimous survey inside and outside the organization (depending on time constraints) o APs team processes results and present them to the GC members 

Solutions/strategies elaboration to address the vulnerability to corruption causes relying in the organizations malfunctioning and the organization culture. The following steps may be implemented: o Forming Working groups/activity (3-4) and facilitate their work to elaborate solutions/strategies, supported by experts (if needed) o Embedding training in the process, to improve GC/working groups members leadership and managerial capacity, their understanding of the culture of their organizations and the change management process.



Structuring Strategic Plans into documents to be approved by local councils

Offering opportunities for networking and knowledge sharing, 2012 2012, 1st Regional Meeting was organized at the end of the Skills Building component, by inviting in the last day (May 1) the representatives of selected local governments to meet with the group of the young social entrepreneurs – the anticorruption practitioners’ teams. The location was the same, as for the Skills Building training. The Meeting was attended (see pictures bellow) by the mayor of Zenica (BiH), by the Chief of Social Department in Krizevci (Croatia), and by the Vice-mayor of Kucova (Albania). The anticorruption practitioners’ teams from the respective countries helped with translation.

Anticorruption practitioners had the opportunity to build their legitimacy in front of their future clients and local government representatives had the opportunity to

present achievements they are proud of. The anticorruption methodology was presented by Robert Klitgaard and Ronald MacLean Abaroa through a live discussion about their successful collaboration in La Paz, answering a simulated interview. Ana Vasilache presented the steps and results obtained through the last 7 years efforts, in disseminating, adapting and applying the anticorruption methodology in CEE/SEE countries. Tamara Nikolic presented the general context of the WBAustria UPP and Ana Vasilache presented the future activities during which local governments will collaborate with the trained anticorruption practitioners in the frame of the WB-Austria UPP for SEE. Questions of clarification were answered. The PAP* certification ceremony was held in front of the guests, at the program end: participants gave certificates to each other, as a symbol that they learned from their peers as much as from their trainers/tutors. The last and closing session was organized in the evening of May 1, in the training room, after dinner. It was facilitated by Professor Robert Klitgaard and it was a very emotional evening, a nice and positive ending of a rich and intensive learning experience.

Video Conference Held on July 3, 2012, brought together for evaluating progress and for sharing experience: •

the Program management team: Sabine Palmreuther/USA and Tamara Nikolic/Austria

•

the Tutors: Ronald MacLean Abaroa/USA, Ana Vasilache/Romania, Anton Florjan Barisic/Croatia

•

the Anticorruption Practitioners from the 4 countries: Albania (Klotilda Tavani Kosta and Arjola Agolli, Partners Albania), BiH (Emina Abramsdotter, Proffs Consulting – she will join audio from Sweden), Croatia (Ivana Puksec and Joana Rybacka-Barisic, CEDEX/Chronos Info) and Serbia (Suzana Jikkovic and Tamara Zavidanovic, MENA Group)

2012, 2nd Regional Meeting, the Conference â&#x20AC;&#x17E;Cities without Corruption, Cities with Futureâ&#x20AC;? was organized December 17-19, 2012, in Zagreb, Croatia. The Conference was attended by 64 participants, LGs representatives (Mayors, vice-mayors and high level public servants), Local Governments Associations, NGOs and training companies representatives, trained in PAP* or active in the anticorruption field, WB CO Croatia, WBI and USAID BiH representatives, as follows:

Participants were from the following countries:

24 LGs/cities were represented as follows, in each country:

Among them, 14 LGs/countries applied in 2009 in the frame of other programs, and applied/will apply in 2012 – 2013 in the frame of this project, the anticorruption methodology: 4

0 Albania

BiH

Croatia

Kosovo

Macedonia Montenegro Romania

Conference aimed that by the end of the workshop participants will:    

Learn more about the benefits of applying the anticorruption methodology developed by Ronald McLean-Abaroa and Robert Klitgaard. Exchange knowledge on early results and lessons among CEE/SEE local governments, as well as good practice in addressing the vulnerability to corruption within their city governments. Propose strategic actions that would contribute to progress in achieving the common purpose: Cities without Corruption, Cities with a Future. Provide valuable insights and local knowledge for scaling-up the anticorruption methodology, across more cities in the region.

In order to achieve objectives, Conference had the following Agenda:

Monday, December 17, 2012

During day

the Participants arrive, accommodation in Hotel Esplanade, Zagreb Participants registration 19.30-22.30 Opening dinner in Hotel Esplanade and introductions Tuesday, December 18, 2012 8.30-10.40 8.30 –8.40 8:40-9:00 9.00 - 9.10 9.10 - 9.50 9.50 - 10.40

10:40-11:00 11.00 – 13.00 11:00 - 12:40

12:40 - 13:00 13.00 – 14.00 14.00 – 15.10 14.00 – 15.10 15.10 - 15.30 15.30 - 17.00 15.30 – 16.40 16.40 - 17:00 19.30 –22.30

Session 1: Welcome and Anticorruption Methodology Welcome: Sabine Palmreuther and Tamara Nikolic, WBI Urban Practice Hongjoo J. Hahm, Country Manager, Croatia, World Bank Objectives and Agenda, Ana Vasilache/FPDL Lessons Learned from La Paz: Ronald MacLean Abaroa, former mayor of La Paz The Anti-corruption Methodology Dissemination and Application in CEE/SEE Countries: Ana Vasilache, Executive Director, FPDL 2008-2010 successful best practices in applying the methodology: presentations of Craiova/Romania and Zabok/Croatia Coffee Break Session 2: Good Practices Results and lessons learned from the application of the anticorruption methodology in 2012: presentations of LGs and Anticorruption Practitioners teams certified in PAP* from Kucova/Albania, Zenica/BiH, Krizevci/Croatia and Boljevac/Serbia Other best practices in addressing corruption – Indjija/Serbia Lunch Session 3: LGAs and CSOs Anticorruption programs/initiatives: panel discussion of LGAs and CSOs from SEE countries Coffee Break Session 4: Getting Things Done Participants contributions in the next 3 years for building Cities without Corruption Ideas for Scaling-up the Anticorruption Methodology Closing dinner:Vinodol Restaurant

Wednesday, December 19, 2012 During the day

Participants departure

The Conference sessions were facilitated by 

Ronald MacLean Abaroa/WBI, Ana Vasilache and Olivia Baciu/FPDL



Anticorruption practitioners Arjola Agolli and Klotilda Tavani/Partners Albania, Emina Abrahamsdotter/Proffs Consulting BiH, Ljupka Simonoska/PAT Macedonia, Anton Florjan Barisic and Ivana Puksec/Chronos Info Croatia. They facilitated group work in local languages in the last session and presented ideas in English in plenary.

Ana Vasilache provided also grafic facilitation paper wall of 1.50 high and 3.60 long, which facilitation was used in order to highlight generated/presented during the Conference participants.

for this Conference, by preparing a was displayed on pinboards. Grafic Conference structure, main ideas and to offer a visual memory to

The Conference structure was represented: the past achievements that inspired and supported the present and future results. The past was full of events and activities, the present and future were built with participants involvement: LGs/cities presentations were recorded through sketchnotes and the big ideas about contributions toward a better future were registered during group work by facilitators and displayed on the wall during the plenary presentations.

Main moments of this Journey in Time were highlighted: 1985 – the year when Ronald MacLean Abaroa was elected Mayor of La Paz and started his colaboration with professor Robert Kiltgaard, in order to address corruption and transform his local government; 1998 – the year FPDL started its capacity building program for CEE/SEE countries bulding the network of change agents, trainers/training organization; 2004 – the year colaboration between FPDL-Ronald MacLean Abaroa/WBI started in order to replicate his successful experience in CEE/SEE countries by building the capacity of anticorruption practitioners, through PAP* (the comprehensive Program for Anticorruption Practitioners), by raising the interest of mayors/local governments and by supporting both sides apply the anticorruption methodology; 2008-2010 – the years when Craiova LG/Romania and Zabok/Croatia applied the anticorruption methodology with the support of skilled anticorruption practitioners and when the methodology received international recogntion through the 2011 UN Public Service Award; 2012-2013 – the years of the implementation of the WB-Austria Urban Partnership Program component „Cities without Corruption, Cities with Future”; and 2016 – the year when this anticorruption methodology is up-scaled to a critical mass of local governments that are successfully building their cities without corruption, by breaking monopoly, decreasing discretion and increasing accountability/transparency, that lead to improved public services, increased cities revenues, citizens’ respect and trust. Facebook, websites The facebook page created by FPDL „Corrupt Cities – a network to cure and prevent” was used to market the program, by uploading for each day of the Skills Building component photos that atracted a lor of attention from the large network of the page „friends”. The page is accessible also from www.fpdl.ro home page. Chronos Info regional website www.anticorruption-see.orgwas also up-dated continuously about the Program activities.

Disseminating the anticorruption methodology

Ana Vasilache participated and had a short presentation in the Anticorruption Conference, organized by SIPU International and EU held in Belgrade, November 23, 2012. With PDC support, a case study on Craiova Local Government anticorruption intervention was developed and displayed at http://www.partnersglobal.org/news/new-case-study-on-addressing-corruptionat-the-local-level-in-romania

AFGHANISTAN/KABUL: CONSULTANCY UNDER USAID/DELOITTE Program Frame: Afghanistan Civil Service Support (ACSS) Funder: United States Agency for International Development (USAID), through Deloitte Date and Venue: December 01, 2011 – March 17, 2012, Kabul, Afghanistan Consultant Name and Position: Olivia Baciu, Senior Strategic Planning Advisor Program description: Afghanistan’s Independent Administrative Reform & Civil Service Commission (IARCSC) is responsible for carrying out the public administration reform process at the central and sub-national levels of Afghan Government. The USAID funded Afghanistan Civil Service Support (ACSS) Program is the US Government’s primary instrument dedicated to strengthening the capacity of the IARCSC Working with the Technical Committee across to effectively carry out its mission. IARCSC – January 2012, Kabul, at GDPDM premises The consultancy consisted in supporting the elaboration of five-year Strategic Plan of IARCSC for 2012-2017 through a whole of Commission approach. The consultancy program objectives:  to actively support the Director General of GDPDM to harmonize and manage the Strategic Planning process across IARCSC, with a whole of Commission approach  to provide technical assistance to the Strategic Planning Technical Committee (executive leadership across IARCSC) to fulfill its mandate  to support the work of the Strategic Planning Policy Committee (top leadership of IARCSC), in order to deliver the five-year Strategic Plan of IARCSC 2012-2017  to provide capacity building to GDPDM staff in strategic planning and change management processes. No of days: 86 days

PARTICIPATORY PLANNING AND DECISION MAKING PROCESSES – TRAINING OF TRAINERS AND TRAINING OF FACILITATORS / PARTICIPATORY STRATEGIC PLANNING FOR INCOME GENERATION ACTIVITIES – MUMINABAD DISTRICT, TAJIKISTAN Program Frame: the Policy Dialogue Component of the project “Tajikistan / Pamir Mountains: Enhancing incomes for poor women"

Funder: Caritas Switzerland Date and venue: January – August 2012, Muminabad District Trainer, facilitator and consultant: Andreea Buzec, assisted by 2 translators, English-Tajik, Tajik-English. Participants: 84 persons in total Program Description: The program components were: (a) Planning Visit: The first activity, the planning visit was designed to introduce the process of developing the Strategic Plan for micro and small enterprises development and conduct, with a focus on women entrepreneurship to project team members and local stakeholders from Muminabad District (b) ToTs: Conflict Management Basic Skills, Communication and Negotiation Training of Trainers and Participatory Practices in Planning and Decision Making Processes Training of Facilitators. The series of two TOTs main goal was to develop a cadre of Tajik trainers and facilitators able to design and deliver community meetings together with sector meetings for data collection to be included in the Study, design and facilitate the Strategic Planning Conference that will result in the Strategic Plan for the Development of mini and small enterprises in Muminabad District, with a focus on women entrepreneurship. (c) Strategic Plan elaboration In order for the Strategy to be elaborated:  a Study have been conducted to assess the potential for economic development in Muminabad District;  10 members of Zamzam Association of Women have been trained as facilitators for data collection for the Study and designing and conducting a participatory process. The elaboration of the Strategic Plan was based on a participatory process involving local stakeholders from Muminabad District and was facilitated by the members of Zamzam Association of Women from Muminabad District. (a) Planning Visit Objectives  To introduce the process of participatory elaboration of the Strategic Plan to project team members and local stakeholders;  To conduct training needs assessment Timeframe – January, 19th - 23rd, 2012

Activities January 19th  Travel to Dushanbe, capital city of Tajikistan, arrival at 5.00 in the morning;  11.00 - Caritas office: meeting the Chief Delegate of Caritas Switzerland in Central Asia, Lilia Tverdun, and going over the process steps again; introduction to the cultural specificities of life in Tajikistan together with the local context in Muminabad District;  Travel to Muminabad District, a 4-hour drive through the mountains;  Meeting with local project coordinator, Willem van Wemperen, and the community mobilizer, Olambi Latifova - description of the process in order to build a common understanding on it; discussing and agreeing on responsibilities within the project team for the duration of the process. January 20th



Meeting with the local working group at the office of Zamzam Association explaining the process and clarifying responsibilities of the local working group during the process;



Meeting with the secretariat of the local working group- discussing and drafting the structure of the Study on the potential for mini and small enterprises, with a focus on women entrepreneurship, in Muminabad District, to be later finalized by the working group together with the national consultant;



Meeting with community mobilizer - establishing criteria for selection of participants to training of facilitators: good communication skills, time efficiency, and capacity to assume responsibility, good reputation among community members, availability.

January 21st



Meeting with 4 of the participants, introducing the process and clarifying their involvement; conducting a preliminary need analysis based on the following points: experience in facilitation, best achievement in professional activity, best quality as a facilitator, areas to improve as a facilitator, expectations from the training modules.



Meeting with the coordinator of the Secretariat- confirmation of approval by District Council decision of the activities of the local working group; elaboration of a detailed action plan for the local working group.

January 22nd

 

Departure to Dushanbe; Meeting with the Chief Delegate, Lilia Tverdun, and briefing on results attained during the visit in Muminabad.

January 23rd



Departure to Romania.

(b) Training Of Trainers and Training of Facilitators 1st Module, 26–30 March, 2012 In order to ensure a good training needs assessment that will lead to a tailored training agenda according to the needs of the participants, an application form was developed, translated into Tajik and sent to be completed by the selected participants. The filled-in forms were translated into English and sent to the trainer, Andreea Buzec, who finalized the training agenda based on the findings.

Objectives The "Conflict Management Basic Skills Communication and Negotiation Training of Trainers (TOT) Program had the following objectives:  To deepen participants understanding on conflict management basic concepts necessary for teams to work together in an effective way, specifically on what is conflict, what is interpersonal communication, what is interpersonal and group negotiation, what is mediation as structured negotiation;  To improve participants knowledge and skills in using alternative strategies for managing conflicts, such as improved interpersonal communication, interest based negotiation and mediation;  Improve participants’ knowledge and skills in the design and conduct of interactive training programs in order to apply the knowledge and skills in designing and conducting community meetings, sector meetings and the Strategic Planning Conference. Training Manuals and Materials During the TOT the following Training Manuals and materials have been provided to each participant:



Training materials, developed by FPDL and including concepts and training tools, organized on the four topics of the Pilot Workshop, conducted by participants:

    

Miscommunication as Conflict Cause; Improved Communication as Conflict Resolution Strategy; Interest based Negotiation as Conflict Resolution Strategy; Mediation - a structured Negotiation, as Conflict Resolution Strategy. Handouts and exercises used during the training

Participants – 11 participants have been selected by Caritas Switzerland, 10 women members of Zamzam Association and Caritas community mobilizer, Olambi Latifova. Program design The 5-day TOT Program design included participatory and interactive training sessions conducted by the trainer, as well as participants team work and training sessions conducted by participants, having the following 2-component structure: 1st component - 2 days In this component, participants improved their knowledge and skills in:

• Conflict Management Basic concepts: what is conflict, conflict resolution

personal styles, conflict outcomes and how they are influenced by the resolution style, conflict causes positions, interests and human basic needs, conflict analysis;

• Adult

Learning and Training Design basic concepts: adult learning characteristics, personal learning styles, David Kolb experiential learning theory, Training Design and Training Tools.

2nd component - 3 days In this component, participants divided in 4 teams of 4-5 persons, applied the knowledge and gained skills in training design and delivery. Each team prepared

during one day, coached by senior trainers a 3-hour training session in order to train each others during the Pilot Workshop. The topics they focused on were:

   

The two-day Pilot Workshop included two training sessions/day and each training session was followed by Feedback sessions, facilitated by senior trainer, aimed to discuss the teams’ performances and to learn from experience. Program Evaluation Each participant was asked to complete an Evaluation Form at the program end. The evaluation results demonstrate that the TOT Program achieved its objectives and was positively appreciated by participants. On a scale from 1 to 5, the overall satisfaction was appreciated with 4.40 for the entire TOT and with 4.70 for the Senior Trainer performances. Participants appreciated with 4.20 that their knowledge and skills increased as a result of this TOT. 84% of them declared that they will use the training materials received during this TOT in their current work and 88% of them that the knowledge and skills gained in this TOT are directly applicable to their jobs. The TOT objectives were clearly understood (4.10) and participants appreciated with 4.10 that the TOT met all of its stated objectives. The program logic and structure was also appreciated by 88% of participants. Participants were satisfied with the Senior Trainer, giving a score of 4.70. Participants appreciated also that FPDL Senior Trainer demonstrated a thorough knowledge and understanding of the topics (4.80) and that she stimulated thinking and discussions, giving opportunities for ideas/ experience exchange4.40. 84% considered that the TOT was delivered to them in an effective way to learn the subject matter mostly due to the language barrier and the sometimes difficult words used during the translation. In order to be able to achieve its ambitious objectives in only 5 training days, they had to work intensively, maybe more intensively that they expected before attending the TOT. But the program structure and the “learning by doing” methodology made them take full responsibility of their own learning. They understood how important is for an effective learning process to make the content relevant for participants, to engage their minds and involve them actively in this process. All training sessions design made participants go through the steps of the experiential learning model: presenting, applying, processing-not always in that order. Participants had many opportunities to share ideas and experience, to learn from each other. They learned also how important is for a trainer to design thoroughly each minute but at the same time to be flexible and adapt this design to participants needs. Based on participants’ reactions and evaluations it is obvious that this first TOT gave them the needed knowledge and skills they have to use in order to conduct successfully the future participatory planning process activities in Muminabad District.

2nd Module, 2-6 April, 2012 Objectives The " Participatory Practices in Planning and Decision Making Processes” (TOF) Program had the following objectives: 

To deepen participants understanding of the facilitators’ role in participatory planning and decision making processes;



To improve participants knowledge and skills as facilitators of participatory planning and decision making processes; To build participants’ capacity to design and deliver community and sector meetings as means of data gathering for the Study.



Training Manuals and Materials During the TOF the following Training Manuals and materials have been provided to each participant, as informational support for their work during the TOF as well as for continuing learning back home:  Training materials, developed by FPDL and including concepts and training tools, to help participants when preparing the Pilot Workshop: o What is Planning; o Vision; o Problem and Opportunities; o Objectives; o Stakeholders; o Strategies.



Handouts and exercises used during the training: o Consultants’ approaches toward relations with clients o Questionnaire for Group Behavior Self-Assessment

Participants – 11 participants have been selected by Caritas Switzerland, 10 women members of Zamzam Association and Caritas community mobilizer, Olambi Latifova. Program design The 5-day TOT Program design included participatory and interactive training sessions conducted by senior trainers as well as participants team work and sessions designed and facilitated by participants. The program included the following 3-component structure: 1st component – 2 ½ days The first component, conducted by senior trainers, was devoted to build common understanding and develop abilities related to Facilitator’ role:



Understanding the Facilitator role in relation with the roles of Trainers, Consultants and Facilitators as Process Consultants;



Improving participants’ understanding of the Facilitator role in the four groups processes: Team Building, Group Communication, Group Decision-Making and Participatory Planning Process;



Increase participants’ Knowledge and skills to identify communication, decision-making and participatory planning;

obstacles

 2nd

Enhance participants’ abilities to overcome these obstacle (knowledge, skills, techniques and behaviors); component – 2 days

This component has as aim to improve participants’ knowledge and skills as facilitators through a simulation of a participatory process based on a Case Study developed together with participants – Muminabad District- elaboration of the 3year strategy for developing women entrepreneurship. Participants, coached by senior trainer, have worked in 4 teams of 2-3 persons to prepare and facilitate the following 4 steps of a Participatory Planning process aimed to develop strategies to address Muminabad District problems, use opportunities and achieve the Vision:

   

Opening Session and Vision elaboration; Obstacles and Opportunities identification; Strategic Integrated Objectives; Strategies to achieve Integrated Objectives;

Each team of facilitators was responsible for one session, each of 1 ½ hour, the sessions were linked as content with one another, being the steps of a continuous process in which one stage builds on the previous stages results. When participants were not in charge to facilitate the session, they played the roles of local key stakeholders, which profile (organization’ representative concerns and interests) were defined also before the simulation start. The two-day Pilot Workshop included 2 sessions/ day and 2 feedback sessions, one at the end of each training session, to discuss the teams’ performances and to learn from experience. 3rd component – ½ days This component has as aim to build the bridge between the training experience and the future activity of participants as facilitators in the process of elaborating the mini and small enterprises development strategy, with a focus on women entrepreneurship, in Muminabad District, as well as to evaluate the entire learning process. 6 participants were selected to deliver the community and sector meetings to gather data for the Study. The selection was done based on a peer evaluation process, where participants were asked to evaluate their colleagues’ performance based on a set of clear criteria. 8 community meetings and 14 sector meetings were set to take place in the 7 Jamoats within Muminabad District, facilitators sharing responsibility. 4th component - 2 days The 4th component was added to provide selected facilitators with the necessary skills and knowledge to conduct community and sector meetings for data collection. The agenda for the community meeting was elaborated by the senior trainer and facilitators went through a simulation phase to test the agenda. After that, they conducted themselves a community meeting within the group and finalized al materials to be used during the meetings. The first community meeting was held in Shahrak Jamoat by a team of 2 facilitators. In this meeting were present the senior trainer, the policy dialogue coordinator, 7 other participants from the trainings and 2 members of the Secretariat of the Local Working Group. It was benefic for the Secretariat

members to be present because they have clarified their understanding on the type of data that can be gathered through these meetings and could realistically envisage how this data can be processed and included in the Study. The community meeting was followed by a feedback session on the facilitatorsâ&#x20AC;&#x2122; performance, specifically areas of improvement. At the end, the 6 facilitators had a meeting with the policy dialogue coordinator and elaborated the action plan for the community and sector meetings. Program Evaluation Each participant was asked to complete an Evaluation Form at the program end. The evaluation results demonstrate that the TOT Program achieved its objectives and was positively appreciated by participants. On a scale from 1 to 5, the overall satisfaction was appreciated with 5 for the entire TOF. Participants appreciated with 4.11 the level of knowledge and skills they had before attending this program and with 4.80 that their knowledge and skills increased as a result of this TOF. They appreciated that they attended this TOF when they needed it (4.70) and they appreciated the usefulness and applicability of this TOF with (4.80), also illustrated through their comments in the evaluation form. Even they considered not being highly useful the training materials provided during the TOF (4.40) they declared that they would use the training materials received during this TOT in their current work (4.80) since they were explained by the trainer in a simple manner. The TOF objectives were clearly understood (4.55) and they appreciated with 4.55 that the TOF met all of its stated objectives. We consider that almost everybody understood the complex role of the facilitator in participatory planning and decision-making process - objective 1. Regarding the second objective - improvement of knowledge and skills as facilitators of participatory planning and decision making processes- more was done on understanding processes principles, on using tools and techniques to overcome obstacles. In order to help participants and facilitation skills improvement, senior trainer encouraged the simulations to be in Tajik, based on the principle that on the spot reactions and communication skills such as reframing, summarizing and reflecting are easy to be managed in mother tongue. Some participants demonstrated already good facilitation skills, but skills improvement needs further practical experience and working in teams to allow further learning from each other. The FPDL Senior Trainers received a high appreciation score, 5 for overall satisfaction as well as 4.80 for stimulated thinking and discussions, giving opportunities for ideas & experience exchange, for demonstrated thorough knowledge and understanding of the topics and interest in helping participants. Based on participantsâ&#x20AC;&#x2122; reactions and evaluations it is obvious that this first TOT gave them the needed knowledge and skills they have to use in order to conduct successfully the future participatory planning process in the Muminabad District.

(c) Participatory Strategic Planning Process Component Design and preparation of the Strategic Planning Conference Objectives  To build common understanding on the process of participatory elaboration of the Strategic Plan among project team members and facilitators;  To elaborate and agree with project team on the process steps;  

To develop agenda and materials to be used in order to facilitate the delivery of the process; To provide feedback on the structure and content of the Study on the potential for entrepreneurship development in Muminabad District, Tajikistan.

Timeframe: June 1st – August 22nd, 2012 Activities June, July and beginning of August 2012  Skype meetings and email communication with project coordinator, Tatiana Bullock, in order to:  To build common understanding on process steps, divide roles and responsibilities for organizing the Strategic Planning Conference: FPDL expert was in charge of designing the process, creating the materials to support the structure and content of the Conference, provide feedback on the Study and advise on the participants to be invited to the Conference in order to ensure the participatory dimension;  To decide on the approach to the Strategic Planning Conference result, the Strategic Plan: given the clear and strict division of roles in Tajik society and the frail position of women in this society, we needed to change the focus from women entrepreneurship to gender balanced entrepreneurship so that male stakeholders would also feel encouraged to support the elaboration and the implementation of the Strategic Plan;  To provide feedback on the Study structure and content;  To decide who the facilitators will be: based on the involvement and performance of the trained women facilitators in the Community and Sector Meetings, 3 have been selected to facilitate group work during the Conference, plus one volunteer to assist them with materials and other necessary support;  To detail process steps and elaborate materials for the Strategic Planning Conference: agenda for participants, detailed working agenda for facilitators and August 22nd – 31st, 2012

 August, 22-25 – finalizing the materials to be used during the Conference: flipchart with guiding lines for detailing 6-month strategies and definitions and graphic representations of the process concepts; building common terminology to be used by FPDL expert and interpreter during the Strategic Planning Conference;

 August 26 – meeting with the Secretariat of the Local working group to clarify

the Conference agenda and objectives together with their roles and responsibilities during the Conference- support the work of the facilitators by contributing to good time and conflict management together with efficient decision-making; another topic discussed during this meeting was the

monitoring committee to be established, together with its roles responsibilities, insisting on the involvement of the Zam Zam Association;

and

 August 27 – workshop with the facilitators in order to build common

understanding and confidence in their contribution to the process during the Strategic Planning Conference; the facilitators had been thoroughly trained in facilitating participatory strategic planning in April and vastly used their skills during the Community and Sector Meetings organized in order to gather data for the Study. Therefore, the workshop included a simulation of the process steps together with question-and-answer session in order to clarify needed details.

Delivery of the Strategic Planning Conference, August 28-29, 2012 Objective Develop a 3-year strategic plan for the development of entrepreneurship in Muminabad District, with consideration to the gender factor or, in other words, combine sustainable economic development of Muminabad District by offering both men and women a chance to become economically independent. Conference materials During the Conference the following materials have been used in order to facilitate group work and result:

 PPT presentation that covered the following topics: Conference objective and

steps, what participatory planning is together with the participatory planning steps and the logic of the Conference as one of the process steps, the 3 intervention areas for the Strategic Plan based on the Study resultshorticulture, livestock and service provision, what objectives, strategies are and how they are part of the Strategic Plan;

 Flip-chart papers with detailed Gantt charts for strategies and for the 6-month action plans to be detailed, written and graphic explanation of concepts;

 Hand-out with description of roles and responsibilities of the Monitoring Committee;

 Evaluation forms for the Conference. Facilitators The Strategic Planning Conference was overall facilitated by FPDL expert, Andreea Buzec; however, a lot of the responsibility was given to the local women facilitators and to the members of the Secretariat of the Local Working Group. The 3 women facilitators were responsible for facilitating group work on the 3 intervention areas and representatives of the Secretariat of the Local Working Group were in charge of introducing speakers and clarifying the agenda. Participants – In order to ensure the participation of civil, private and public sector representatives and increase the relevance of the Conference’s results, 62 people were invited to attend the Conference and to get actively involved in its program, as follows: Staff, experts and volunteers:    

International Consultant; Interpreter; National Consultant; National Consultant;

   

National Consultant; Project Coordinator; Social mobilizer; Marketing Specialist;

 Facilitators;  One volunteer;  Specialist of Public Women Organization "Zamzam". National agencies:  Ministry Economy and Trade;  Ministry of Finances;  State Committee of Property and Investment;  Tax Committee Regional and local agencies:  Representative of Oblast Hukumat (Investment Department);  Director of Civil Society Support Centre "Shahrvand";  Chairman of District Hukumat;  Deputy Chairman of District Hukumat;  Representative of press;  Head of Agricultural Department;  Head of Investment and Property Department of District Hukumat. Banks and micro-finance organizations:  Agroinvestbank;  Amonatbonk;  1st Microfinance bank;  Khumo. Chairmen of Jamoats:  Shahrak;  Boggai;  Dehibaland;  Childukhtaron;  Kulchashma;  Shamsiddini Shohin (former Tutu). International organizations:  Manager of MSDSP Khatlon;  Oxfam. Working group representatives:       

Head of Architecture Department of District Hukumat; Head of Public Women Organization "Zamzam"; Head of Economic and Trade Department of District Hukumat; Head of work with Women and Family Department of District Hukumat; Local Entrepreneur; Head of Public Organization "Business Development Centre"; Deputy Rais of Jamoat; 38

  

Head of fruit and vegetables processing enterprise; Head of Drinking water Federation "Obi Zulol"; Head of Association of Public Organizations "Chorsu"/Secretary of Local Development;

 

Committee of Muminabad district; Manager of MSDSP Muminabad;

  

Head of Public Organization "Ruhafzo"; Head of Statistical Department of District Hukumat; Deputy head of Tax Inspection.

Entrepreneurs and members of the Local Parliament:  Head of Wheat Seed Producers Association "Khushai Zarrin";  Head of Potato Seed Producers Association "BIO - TECH";  Entrepreneur (representative Joint Stock Company "Ykkarcha");  Individual entrepreneur;  Entrepreneur (Head of confection enterprise);  Entrepreneur (Head of cattle farm);  Entrepreneur (Head of Dehkan Farm);  Entrepreneur (Head of private firm "Oila");  Entrepreneur (Head of Association of Dehkan Farms);  Individual Entrepreneur;  District Parliament;  District Parliament. Program design and methodology The strategic planning process covered 2 working days, 4 x 90 minute sessions/ day, and was designed so that it ensured the active participation of everyone present in the process steps:

 Identification and validation of the intervention areas based on the Study results;

 Elaboration and validation of the 3-year strategic objectives;  Identification of obstacles and opportunities in reaching strategic objectives;  Elaboration of strategies to overcome the obstacles and opportunities in reaching the strategic objectives;

 Validation of strategies, introduction in the Gantt chart and further elaboration of 6-month action plans.

Each step was introduced theoretically so that everybody present had a common understanding on the concepts to be discussed and then the participants were invited into group work to actually develop by working together the desired results. 3 working groups were created based on the 3 intervention areas that were identified as representative for the local resources and traditions, namely horticulture, live stock and service provision. Each facilitator was in charge of conducting the decision- making process in their groups in order to reach results in the given time. Each group work session was followed by plenary presentations of the results in order to receive feedback on their relevance to the Strategic Plan to be elaborated. The facilitators were responsible for the process and the

participants for the content. At the same time, in order not to lose the focus on the women component, facilitators were careful to keep the participants aware and contributing through questions and invitations to include special measures for women, if necessary. As methodology, the strategic planning process was designed to end with objectives and a roadmap of ways to achieve them. The goal of strategic planning mechanism was to increase specificity in entrepreneurship development given the fact that long-term and high-stake activities are involved. Considering that 3 intervention areas have been identified, one strategic objective was elaborated for each of them, illustrating carefully planned changes that are needed to occur on the next 3 years. The participants were invited to describe, in group work, desired changes in the next 3 years in each area and, during lunch break; FPDL expert formulated the strategic objectives using the SMART principle: specific, measurable, achievable, realistic and time bound. At the same time, objectives were defined containing very specific description of desired changes in order for participants to understand and find it easy to envisage the changes. In the next session, the participants were asked to validate the strategic objectives and the step was made towards identifying challenges and opportunities, weaknesses and strengths in order to elaborate strategies to reach the strategic objectives. The participants did that in group work, using the study findings and their own understanding of local reality. The instrument that was used is the force field analysis instead of the SWOT analysis; however, these types of analysis are similar, the only difference being that the force field analysis groups opportunities and strengths in positive forces and threats and weaknesses in negative forces- the results are the same and would have been the same if we had used the SWOT analysis. Another reason for using the force field analysis is that it is more time and process effective when working with large groups. Having in mind that one of the core goals when drafting a strategic plan is to develop it in a way that is easily translatable into action plans since strategic plans address high level initiatives and overarching goals, the next step was to finalize strategies aimed at loosening/ eliminating challenges and using existing opportunities to further build entrepreneurship development. The strategies were elaborated in group work and were articulated (translated) into day-to-day projects and tasks that will be required to achieve the objectives set for the 3 intervention areas. The strategies were validated through plenary presentations done by designated spokesperson from the working groups and received feedback from FPDL and national experts. The participants were further invited to go back into groups and select the most immediate strategies, at least 3, and translate them into concrete action planssteps/ activities to be undertaken, responsible persons/ institutions, resources and deadlines. This was the final step to conclude the strategic action plan. At the end of the Conference, before the evaluation, the Secretary of the Local Working Group took time to carefully explain to the participants the roles and responsibilities of the Monitoring Committee, stressing the volunteering aspect, and invited the interested participants to sign in to join the Committee. A meeting was scheduled to take place after the Conference in order to further build their understanding and commitment to implementing the Program Evaluation Each participant was asked to complete an Evaluation Form at the end of the Conference. The evaluation results demonstrate that the Conference achieved its 40

objectives and was positively appreciated by participants. On a scale from 1 to 5, the overall satisfaction was appreciated with 4.65 for the entire Conference and with 4.26 for the facilitators’ performance. Participants appreciated with 4.39 that their knowledge and skills increased as a result of this Conference. 90% of them declared that they will use the training materials received during this Conference in their current work which means that the Study was relevant in terms of new findings and interpretation of the current situation in Muminabad District. The Conference objectives were clearly understood (4.73) and participants appreciated with 4.30 that the Conference met all of its stated objectives. The program logic and structure was also appreciated by 84% of participants and 89% felt they had the necessary time to contribute to group work. Participants were satisfied with the facilitators, giving a score of 4.26. Participants appreciated also that facilitators demonstrated a thorough knowledge and understanding of the topics (4.26) and that they were interested in helping the participants- 4.30. It was a big challenge for the facilitators, being responsible for decision making, conflict management and time management within group work. Given the importance of the topic, the weight of the results and the little experience they had, the facilitators managed successfully to guide group work towards desired results. Most of the participants appreciated the good choice of the intervention areas, as being relevant for improving and creating new business within, together with the active involvement of everybody present at the Conference. August 30th, 2012 - FPDL consultant met with one national expert and the Secretary of the local working group to establish a realistic action plan in order to finalize the strategic plan. All information was included in a guiding action plan. At this meeting, FPDL consultant reinforced the importance of a Monitoring Committee in order to support the implementation of the Strategic Plan over the next 3 years. It was agreed that members of the Local Parliament should be included in the Monitoring Committee, as they have the authority to engage and influence the implementation of changes at district level. Their roles and responsibilities were further developed and agreed upon, insisting on the importance of meeting every 3-6 months to evaluate results and further elaborate action plans. August 31st, 2012 – FPDL consultant met with the project coordinator and further agreed on the action plan for finalizing the strategic plan. No. of days: 100 (in total)

INCLUSIVE EDUCATION – TRAINING OF TRAINERS PROGRAM IN TAJIKISTAN Program Frame: “Inclusive Education” project Funder: Caritas Switzerland Date and venue: 6 – 14 August, 2012, Dushanbe, Tajikistan Organizer: Caritas Switzerland in Dushanbe in partnership with Sitorai Umed NGO and Teachers’ Training Institute.

Trainer: Andreea Buzec, assisted by 1 translator from Sitorai Umed NGO, EnglishTajik, Tajik-English. Participants (total): 42 participants (teachers) selected by Caritas Switzerland, in partnership with the Teachers’ Training Instititute. Program Description: conducting needs assessment for Training of Trainers on inclusive education teaching methodology, developing training materials on the adult teaching methods and materials for the inclusive education training of trainers, coordinating training materials with Teachers Training Institute in Dushanbe, conducting a 10-day ToT on adult learning and inclusive education methodology using developed materials, developing the criteria for identification of the potential trainers in inclusive education and selecting the trainers for further delivering the training on inclusive education methodology, developing the action plan and agreeing on the monitoring and impact evaluation methodology for performance for the teachers that have participated in the pilot trainings 

Developing training materials to be used in the training program that covered key concepts, exercises and questionnaires:

Training manual on adult learning and inclusive education methodologiesTraining and Design Toolkit on Inclusive Education;

Multiple intelligences test for teachers;

Multiple intelligences survey for children;

Multiple intelligences application in the classroom;

Accessibility guidelines for teachers;

Checklist on inclusion practices in education;

Questionnaire for teachers on inclusive education.

The materials were sent to project coordinator for translation and consultation with the Teachers’ Training Institute. 

Conducting a 10-day ToT on adult learning methodology and inclusive education using developed materials.

A 10-day ToT on inclusive education methodology was delivered in the period 6th - 16th of August 2012. The ToT will was divided in the following modules: August, 6-8, 2012 (3 days) - interactive and experiential adult learning methodology approach, capacity building in the design and delivery of effective adult learning events; August, 9, 2012- free day; August, 10-12, 2012 (3 days)- knowledge building on inclusive education with a focus on working with children with disabilities (common understanding on the topic, good practices, ethics and conflict management), knowledge and skill building on inclusive education approach- initial evaluation, strategy selection, monitoring and progress evaluation, knowledge and skill building in methods and instruments to be used in working with children with disabilities; August, 13, 2012- free day; August, 14-17, 2012 (4 days)- participants conducted a training simulation on inclusive education methodology for their colleagues. Each session was followed by peer and trainer feedback in order to ensure the effectiveness of the learning

process and increase participants’ motivation and trust in their capacity to use their acquired knowledge and skills. Overall, the training program was divided into 2 modules: adult learning methodology and inclusive education methodology. We will elaborate on each module: 1st Training Module Description, 6th – 8th of August, 2012 Objectives The participants were expected to improve their knowledge, skills and confidence in:  Adult Learning and Training Design basic concepts: adult learning characteristics, personal learning styles, David Kolb experiential learning theory, Training Design and Training Tools;  designing and delivering training sessions on teaching/ educational techniques. Program design The 3-day TOT Program design included participatory and interactive training sessions conducted by the trainer, as well as participants team work and training sessions conducted by participants, having the following 2-component structure 1st component – 1 and 1/2 days In this component, conducted by trainer Andreea Buzec, participants improved their knowledge and skills in adult learning and training design basic concepts: adult learning characteristics, personal learning styles, David Kolb experiential learning theory, training design and training tools; 2nd component – 1 and 1/2 days In this component, participants divided in 4 teams of 4-5 persons (as a small number of teachers were not present every day) applied the knowledge and gained skills in training design and delivery. Each team prepared during half a day, under the assistance of the trainer, a 1-hour training session in order to train each others during the Pilot Workshop. The topics they focused on were teaching techniques. They received a handout with different teaching techniques, such as games, exercises and description of learning objectives and of most appropiate situations to use them. Based on this information, the participants had to design and deliver a training session on a chosen techniques. The 1-day Pilot Workshop included 4 training sessions, each lasting one hour, and each training session was followed by feedback sessions, facilitated by senior trainer, aimed to discuss the teams’ performances and to learn from experience. Program Evaluation Each participant was asked to complete an Evaluation Form at the program end.The evaluation results demonstrate that the first component of the TOT Program did not fully achieve its objectives, only 4.14 was awarded to this aspect. Given the novelty of the 1st training program component approach- adult learning methodology and the formal education background of the teachers, it was difficult to set the frame for teachers to view training as a learning experience for adults and not children. Therefore, during the first component of the training program, there was still a lot of need for accommodation to the subject.

The training program was positively appreciated by participants. On a scale from 1 to 5, the overall satisfaction was appreciated with 4.35 for the first component of the training program. Participants appreciated with 3 the level of knowledge and skills they had before attending this program (a clear indication of the novelty of the subject and the need for accommodation) and with 4.21 that their knowledge and skills increased as a result of this TOT. They appreciated that they attended this TOT when they needed it (4.80) and they appreciated the usefulness and applicability of this TOT with (4.42), also illustrated through their comments in the evaluation form. Even they considered not being highly useful the training materials provided during the TOT (4.14) they declared that they would use the training materials received during this TOT in their current work (4.60) since they were explained by the trainer in a simple manner. The translation was an issue, as the terminology used was very professional and therefore little accessible to the general understanding. We consider that almost everybody explored the complex role of a trainer objective 1. Regarding the second objective - improvement of knowledge and skills in designing and delivering training sessions on educational/ teaching techniques using adult learning methodology- participants had difficulties in imagining adults as participants instead of children and therefore they stressed the theoretical part, focusing on providing more theoretical input than creating moments for learning by doing. In order to help participants in skills improvement, senior trainer encouraged the simulations to be in Tajik, based on the principle that on the spot reactions and communication skills such as reframing, summarizing and reflecting are easy to be managed in mother tongue. Some participants demonstrated already good training skills, but skills improvement needs further practical experience and working in teams to allow further learning from each other. 2nd Training Module Description- 10-12 August and 14-17 August, 2012 The second training module covers the curriculum on inclusive education to be delivered by the future trainers to teachers in Tajikistan, where follow-up pilot trainings will be taking place. Objectives The “inclusive education” training module had the following objectives:

 To deepen participants’ knowledge on the specific of inclusive education;  To improve participants’ attitude towards accepting diversity in their classrooms and their capacity to implement effective class management in the context of inclusive education;

 To build participants’ capacity to adapt their teaching methods and curriculum based on different educational needs emerging in their classrooms.

Training Manuals and Materials During the TOT the following Training Manual and materials have been provided to each participant, as informational support for their work during the TOT as well as for continuing learning back home and using it during their pilot trainings:  Training manual, developed by FPDL and including concepts, training tools and training agenda, to support participants when preparing and delivering their Pilot Trainings on Inclusive Education, but also in their work as teachers implementing inclusive education in their classrooms- Training Design and Toolkit on inclusive Education; 44

 Training handouts covering key concepts, exercises and questionnaires: o Multiple intelligences test for teachers; o Multiple intelligences survey for children; o Multiple intelligences application in the classroom;

o Accessibility guidelines; o Checklist on inclusion practices in education; o Questionnaire for teachers on inclusive education. Program design The 3-day TOT Program design included participatory and interactive training sessions conducted by senior trainer as well as participants team work and sessions designed and conducted by participants. The program included the following 2-component structure: 1st component – first 3 days The first component, conducted by senior trainer, was devoted to:

 building

common ground on inclusive education: achieving common understanding on history of approaches to disability and building the capacity to use correct terminology and adopt constructive behavior in relation to others;

 me and the others: identity and diversity, exploring and understanding how

personal identity affects self-image and the way we relate to others in the context of class management;

 inclusive education methodology: building the capacity to design and implement

changes in teaching and evaluation methods in the context of inclusive education.

2nd component – 4 days In this component, participants divided in 6 teams of 2-3 people, applied the knowledge and gained skills in training design and delivery. Each team prepared during the free day, under the assistance of the trainer, 2 one and a half hour training sessions in order to train each others during the Pilot Workshop. They had to deliver the previous 3-day training program on inclusive education in order to verify their understanding of the curriculum and strenghten their capacity to deliver it to other teachers in the follow-up training programs. The 4-day Pilot Workshop included 3 training sessions/ day, each 90 minutes, in total 12 sessions, and each training session was followed by feedback sessions, facilitated by senior trainer, aimed to discuss the teams’ performances and to learn from experience. Each team of trainers was responsible for 2 sessions; the sessions were linked as content with one another, being the steps of a continuous process in which one stage builds on the previous stages results. When participants were not in charge to facilitate the session, they played the roles of participants. 10 participants were selected to deliver the follow-up training programs on inclusive education. In order to encourage the transparency of the process and to support building responsibility and critical judgment among participants, the selection was done based on a peer evaluation process, where participants were asked to evaluate their colleagues’ performance based on a set of clear criteria, rating them from 1 to 10:  Ability to speak in public in a loud and clear manner;

         

Ability to contribute time, motivation and knowledge to a teamwork; Self organization skills and attention to details; Provide equal opportunity for all participants to participate in the discussion; Show non judgmental behavior and maintain positive atmosphere; Ability to keep the group focused on the topic; Ability to respect opinions different from his/ her own; Ability to constructively manage the disagreements; Ability to convey acceptance and respect of participants' feelings through words and/or body language; Ability to extract key words and formulate clear conclusions; Knowledge of all topics covered by the training on inclusive education.

The FPDL consultant also developed instruments (questionnaires, observation sheets) to be used in order to deliver initial and mid-term evaluation of changes in the children with disabilities/ special learning needs in relation to inclusive education methodology- the new skills and knowledge that teachers will acquire as participants in the follow-up trainings to be delivered. The evaluation instruments address teachers, youth with special learning needs, their colleagues and parents and focus on identifying changes on the following 3 aspects:  physical development;  intellectual/ learning capacity development;  socio-affective capacity development. On August 20th, 2012, FPDL consultant met with Project manager and Sitorai Umed expert to establish the guidelines of the action plan for supporting the delivery of at least 4 pilot trainings on inclusive education in Tajikistan in the coming 2 months. Given the intensity of the training program and the lack of availability on behalf of the teachers to participate in the meeting, the best way to proceed was for the FPDL expert to meet with project coordinator and Sitorai Umed expert and agree on the guidelines that cover the following aspects that will later on finalized by the program coordinator and Sitorai Umed expert together with the teachers:  finalize selection of the 10 teachers that will be involved as trainers in the delivery of follow-up trainings;  provide mentorship for teachers in the further delivery of trainings on inclusive education;  involve newly trained teachers in providing feedback on the curriculum: check the terminology and make suggestions about ways to simplify it so that teachers and their participants find it easily to understand it;  build teacher trainers’ understanding and skills in using the evaluation instruments in the training programs to be delivered as follow-up;  create a toolkit for teacher trainers to use in their work: markers, color paper, scissors, post-its, paper scotch and flip chart paper;  criteria to further decide where the follow-up trainings will take place: 2-3 places the most in order to create a community of best practice where to invest time and energy, that will be easy to cover and where the impact can be later fully evaluated and built upon. Based on the deadlines within the project related to the institutionalization of the training on inclusive education methodology, FPDL consultant will develop a system that will allow the monitoring and the evaluation of impact on teachers’ performance of the acquired knowledge and skills during the 4 pilot trainings. The system will consist in specific questionnaires to be filled in by the teachers after at 46

least one month from the trainings. The 8 selected trainers will be instructed on how to further use the monitoring and evaluation system in their planned activities. The results will be gathered and processed by trainers and Caritas Switzerland and will constitute the premise for the elaboration of a show case to be presented to potential stakeholders. Program Evaluation Each participant was asked to complete an Evaluation Form at the program end. The evaluation results demonstrate that the TOT Program achieved its objectives and was positively appreciated by participants. On a scale from 1 to 5, the overall satisfaction was appreciated with 4.83 for the entire TOT. Participants appreciated with 3.05 the level of knowledge and skills they had before attending this program and with 4.44 that their knowledge and skills increased as a result of this TOT. They appreciated that they attended this TOT when they needed it (4.83) and they appreciated the usefulness and applicability of this TOF with (4.55). They considered the training materials provided during the program as being extremely useful (4.94) and they declared that they would use the training materials received in their current work (4.94) since they were explained by the trainer in a simple manner and they had the opportunity to go through the training program twice, once as participants and once as trainers themselves. The TOT objectives were clearly understood (4.55) and they appreciated with 4.61 that the TOT met all of its stated objectives. Based on participants’ reactions and evaluations it is obvious that this first TOT gave them the needed knowledge and skills they have to use in order to conduct the follow-up training programs on inclusive education and need to further receive support in improving their skills. No of days: 10 (total)

TECHNICAL ASSISTANCE FOR CIVIL SOCIETY ORGANIZATIONS (TACSO) IN WESTERN BALKANS AND TURKEY Program frame Technical Assistance for Civil Society Organizations – TACSO in IPA (Instrument for Pre-Accession Assistance) Countries, has as objective to strengthen the civil society within a participative democracy, to stimulate a civil society-friendly environment and culture, as well as to strengthen the overall capacities and accountability of Civil Society Organizations (CSO) within IPA beneficiaries (Western Balkans and Turkey), to guarantee the quality of service of CSOs and a sustainable role of the CSOs in the democratic process. The project is founded by European Union – EuropeAid „Capacity Building of Civil Society in the IPA Countries”, EuropeAid/127427/C/SER/ Multi/5, implemented at the European level by SIPU International AB in partnership with 5 Consortium members, out of which FPDL is one of the partners. The countries involved are the following: Albania, Bosnia and Herzegovina, Croatia, Former Yugoslav Republic of Macedonia, Kosovo under UNSCR 1244/99, Montenegro, Serbia and Turkey. The main purpose of the project is to: •

Increase and improve the capacity and actions of CSOs and to

•

Improve the democratic role of CSOs.

2012 Activities Presentation of experience related to Romanian CSOs in the transition process (general approach) and to specific activities in the area of good governance and democratic leadership (FPDL approach) Date and venue: 23 March, Bucharest Participants: 15 persons, actively involved in the project implementation, representing the management of the Regional Offices (regional advisers), CSO experts from Albania, Bosnia and Herzegovina, Croatia, Former Yugoslav Republic of Macedonia, Kosovo under UNSCR 1244/99, Montenegro, Serbia and Turkey, and the project director and team leader from SIPU International AB Sweden. Organizers and facilitators: Ana Vasilache, Daniela Plugaru and Doru Bularda Program description: 

the session on CSOs experiences in the transition process: participants have deepen their understanding and have identified ways of how best to use opportunities and overcome challenges brought by SEE countries accession and future integration processes in EU



the session on FDPL's methodologies and experience in building CSOs capacity to enhance good governance and democratic leadership: participants have improved their knowledge about FPDL methodology and experience o in building CEE/SEE countries CSOs capacity to disseminate knowledge and skills for good governance and democratic leadership o in designing and conducting participatory planning processes o in disseminating, adapting and applying a novel and practical anticorruption approach in CEE/SEE local governments

The sessions were designed in an interactive and participatory manner, being presented and intensively discussed o the CSOs experiences in the transition process: how best to use opportunities and overcome challenges brought by SEE countries accession and future integration processes in EU (Romanian NGOs case), o building CSOs capacity to disseminate knowledge and skills for good governance and democratic leadership - designing and conducting participatory planning processes (Romania cases – Participatory Planning Process for Social and Economic Development in Horezu, Gorj County and Valcea County) o disseminating, adapting and applying a novel and practical anticorruption approach in CEE/SEE local governments (Romania case – Craiova Municipality project) No of days: 1 day Partnership Making and Enhancing the Organisation’s Role in Addressing Policy Issues – Study Visit Date and venue: 15 – 18 October, 2012, Bucharest Participants: 16 representatives of civil society organizations (CSOs) from the European Union pre-accession countries (IPA countries) – Western Balkans (WB) and Turkey + 4 representatives of the TACSO Regional Office Organizers and facilitators: Daniela Plugaru and Doru Bularda 48

Program description: The study visit has aimed at providing an exchange of experiences and lessons learned by Romanian CSOs with the representatives of CSOs from WB (Albania, Bosnia and Herzegovina, Croatia, Kosovo, Macedonia, Montenegro, and Serbia) and Turkey. The overall objective of the study tour was to contribute to the capacity development of CSOs in WB and Turkey, specifically related to enhance the organisations’ role in addressing various policy issues and to contribute to partnership creation. In response to a request from the TACSO Regional Office in Sarajevo the key areas of interest have included Education and research (social policy), Environment protection, Economic and social development, Human rights and citizens interest support / Civic rights, civic education, public participation, Women rights and gender, Philanthropy and volunteering, Business and professional interest representation. Objectives of the study visit 

Develop a common understanding of the current role of CSOs in Romania in addressing policy and capacity development issues.



Gain in-depth understanding of the main challenges faced by Romanian CSOs in the process of transition, and of the existing mechanisms for engagement between civil society and government.



Identify how the approaches and experiences of Romanian CSOs in selected areas can be used in other countries

Preparation of the Study Visit The study visit was initiated by TACSO Regional Office in Sarajevo in early August 2012, through various communication means (e-mails, Skype meetings) realized between the TACSO Office representatives, Jasenka Perovici and Marijana AksinMacak, and Partners Foundation for Local Development (FPDL) facilitators, Daniela Plugaru and Doru Bularda. According to the key areas of interest identified by the West Balkans and Turkey TACSO offices representatives, specified above, the FPDL facilitators have been researched more than 50 CSOs in Bucharest and identified a number of 17 CSOs who are the most active and representative for the civil society sector, at local, but also at national level. The FPDL facilitators have contacted the selected CSOs representatives by phone calls for explaining the overall project, the context within is planned the activity and the purpose of the study visit. All the CSOs representatives contacted expressed initially their interest in meeting with the group of WB and Turkey CSOs representatives. FPDL facilitators elaborated and sent official letters to the 17 selected CSOs. It was specified the necessity of confirming their availability to meet the group of visiting WB and Turkey CSOs representatives, and also to nominate the persons who will be present and the topic of discussions. It was also elaborated the draft agenda of the study visit program that was sent to the TACSO Regional Office in Sarajevo for feedback and discussions. The program was planned as tour visits to the host CSOs, the group being split in two smaller groups who was planned to follow a specific schedule, according to the agenda.

Based on the requirements of the TACSO Regional Office in Sarajevo responsible persons for the study visit, FPDL facilitators have elaborated a document for presenting the Romanian host organizations and the topics to be approached during the working meetings in the organizations. Some other preparative activities have been realized, as 1) contracting the transportation services in Bucharest for the 2-day study visit, 2) supporting the issuing of visa for one participant (Mr. Ilhami Birkan, Turkey), by writing invitation letters to the participant and to Romanian Consulate in Ankara and checking for confirmation of the procedure with the Romanian Consulate officers, 3) identifying and setting the meals locations and services. At the beginning of the preparation of the study visit, the FPDL facilitators recommended to the TACSO Regional Office in Sarajevo responsible persons for the study visit to request to the participants to indicate their options for the CSOs they would be interested to visit based on the areas of interest already identified and agreed. For objective reasons, this allocation was actually possible only few days before the arrival of the participants in Romania and it was finalized during the registration meeting, being necessary slight adjustments concerning the transportation between different locations of host CSOs. In order to support the participantsâ&#x20AC;&#x2122; organization of ideas and information they would receive during the visits in organizations, the FPDL facilitators elaborated a short check-list form to be used during the working meetings. Implementation of the study visit The study visit program started with an opening session that included the presentation of the program, participants getting acquainted (IPA CSOs representatives, TACSO Regional Office in Sarajevo responsible persons and FPDL team) and participants expectations. The program, according to agenda, has consisted in tour visits to the host CSOs and facilitated sessions, devoted to the above key areas, with contributions from the host Romanian CSOs representatives. The structure of the sessions has consisted of short presentation of the organizations, descriptions of main activities, lessons learned and suggestions for their use in other countries, and then discussions. Particular emphasis has been placed on policy and capacity development issues, and concerns and feelings about the current role of CSOs in Romania, including the situation with the European or other funds available in Romania for CSOs. FPDL facilitators, together with TACSO office team, succeeded to be open and flexible to all the CSOs representativesâ&#x20AC;&#x2122; requirements for attending the sessions they were the most interested, appeared during the 2-day study visit program. At the end of the study visit, the FPDL facilitators organized a final wrap-up session, at FPDL office, for discussing and clarifying the main aspects of interest about the study visit and the Romanian CSOs visited. Based on the facts and presentations discovered during the 2-day study visit and on this wrap-up session, the guest CSOs representatives also expressed their perspective of possible collaboration and networking with the host CSOs. The networking map is presented below:

Romanian CSOs (guests) AIDROM FDSC CPE CeRe Guest CSOs

Foundation Agency for “Future Princess Community CEED PACT AUR FACIAS FPDL Plus” Margarita of Development Romania Romania “Together”

UET Centre

REC

Cooperative Union of the Republic of Srpska

Youth center “Vermont”

Association MI

Serbian Democratic Forum (SDF)

Riinvest Institute

Kosovar Stability Initiative (IKS)

Association for fight against cancer Borkafor each new day

10.

Macedonian Scientific Society for Autism

11.

Centre for Entrepreneurship and Economic Development (CEED)

12.

Centre for civic education

13.

Serbia Consumer Center

14.

Belgrade Centre for Security Policy

15.

GAP Regional DevelopmentAdministration Association of Sanliurfa Entrepreneur Business Women

16.

Tigris Communal Research Centre

TOTAL

The total number of Romanian CSOs contacted and sent official letters were 17, out of which in the draft agenda were included 15 CSOs, based on their initial confirmation and acceptance, in the final agenda remained 12 CSOs, based on their firm re-confirmation, and finally the number of CSOs visited were 11 (one CSO announcing its withdrawal during the opening session) to which we can add FPDL. Based on the networking map options, the ranking of Romanian CSOs who raised the interest of the WB and Turkey CSOs is: 1. Civil Society Development Foundation (FDSC) – 11 options 2. Foundation Partners for Local Development (FPDL) – 5 options 3. Center for Entrepreneurship and Executive Development (CEED) Romania – 4 options 4. Association “Future Plus” – 3 options and Foundation PACT (Partnership for Community Action and Transformation) – 3 options 5. Center for Partnership and Equality (CPE) – 2 options and Foundation Princess Margarita of Romania – 2 options 6. Resource Center for Public Participation – 1 option (CeRe) and Agency for Community Development “Together” – 1 option At the same time, the guest organizations who seemed to benefit the best from the study visit program is UET Centre, with 4 options of networking, followed by Macedonian Scientific Society for Autism, Centre for Entrepreneurship and Economic Development (CEED), GAP Regional Development Administration 51

Association of Sanliurfa Entrepreneur Business Women and Tigris Communal Research Centre, with 3 options of networking each. According to the opinions and perceptions of the participants and the TACSO Regional Office in Sarajevo responsible persons for the study visit expressed verbally during the wrap-up session, the study visit achieved the proposed objectives, the participants expressing their appreciation related to the opportunity they had for meeting the Romanian CSOs representatives and to the fact that these study visit provided them with many inputs, many ideas to reflect on and many lessons learnt from the Romanian CSOs experiences and projects, their expectations which the participants came, expressed during the first session, being fulfilled. No of days: 4 days

SENEGAL/DAKAR: ADVOCACY AND COALITION BUILDING FOR THE COALITION ANE AND THE COALITION FOR THE TRANSPARENCY IN THE EXTRACTIVE INDUSTRY SECTOR IN SENEGAL Program Frame: Program for Governance and Peace (PGP) Funder: By USAID, and implemented by Academy for Educational Development (AED) and Partners Senegal (PS) Program Description: PGP’s overall objective is to strengthen democracy, good governance, and national reconciliation in Senegal. The program, has four components: 1) Greater Transparency and Accountability, 2) Strengthened Fiscal Decentralization and Local Governance, 3) Citizen Participation in the Electoral Process, and 4) Dialogue for Social Stability in Casamance. PGP works at the national level with government bodies, oversight and regulatory institutions, and civil society organizations (CSOs), and at the local level with local government units (Collectivites Locales - CLs) and CSOs in the regions of Dakar Banlieue, Thiès, Casamance (Ziguinchor, Sédhiou, and Kolda) and Kédougou. Under Component 1, three training programs were delivered to two major Coalitions in Senegal addressing corruption and the transparency in the extractive industry sector. Date and Venue: May, 26 – June, 21, Dakar, Senegal Consultant & Trainer: Olivia Baciu Participants: 31 participants, members of the Coalitions ANE and EITI and PS’s staff and consultants Training # 1 (Training of Trainers) – the first out of the three training events aimed to build the capacity of the representatives of the Coalition of NGOs for the transparency in the extractive industries, of the Anti-Corruption Coalition and of Partners’ Senegal core team of consultants and trainers in terms of coalition building and advocacy, in order to support their organizations to advance the fight against corruption and the transparency in the extractive industries. The TOT had as specific objectives: 

To create a core team of trainers to deliver participatory training programs in order to advance the fight against corruption and to increase the transparency in the extractive industries.

To increase participants’ knowledge and skills in coalition building and advocacy - training content and process, including the application of trainers’ toolkit - so they can deliver effective training programs on these topics  to apply the knowledge and skills acquired during the TOT by the participants on real life training programs, i.e. the trainings on coalition building and advocacy for the Anti – Corruption and EITI Coalitions. The TOT was designed to bring Partners Senegal core team of consultants and trainers to a common denominator in terms of preparation and implementation of training events, by actively involving the participants in the learning process and by building on their significant and diverse experiences. 

Training # 2 – The Training for the Coalition ANE (Plateforme des acteurs non étatiques pour le suivi de l’Accord de Cotonou au Sénégal) aimed to build the capacity of the representatives of the Coalition ANE so they can establish a strong Anti-corruption Coalition and deliver effective advocacy strategies to fight corruption in Senegal. The specific objectives of the training for the Coalition ANE were: To increase the capacity of the representatives of the Coalition ANE to deliver strategies for effective advocacy in the framework of the fight against corruption  To support the organizational development of the Coalition ANE  To develop an advocacy plan in the framework of the fight against corruption, by using advocacy strategies and tools employed during the training Training # 3 – The training of the Coalition of NGOs for the transparency in the extractive industries sector in Senegal aimed to build the capacity of Coalition’s representatives to employ effective advocacy strategies in order to support the State of Senegal to become member of the Extractive Industries Transparency Initiative. 

The training of the Coalition of NGOs for the transparency in the extractive industries sector had as specific objectives:  To build the capacity of Coalition’s representatives to employ effective advocacy strategies to increase the transparency in the extractive industries sector  To support the organizational development of the Coalition  To develop an advocacy plan to increase the transparency in the extractive industries sector, by using advocacy strategies and tools employed during the training Results:  10 people (out of which 2 women) – representatives of the Coalitions, PGP, PS – increased knowledge and skills as trainers in coalition building and advocacy;  21 people (out of which 6 women) – representatives of the Coalition ANE and of the Coalition of NGOs for the transparency in the extractive industry sector – increased knowledge and skills in coalition building and advocacy strategies.  There is an average 49% increase of participants’ know-how in terms of coalition building and advocacy – among representatives of the two Coalitions.  There is an average 87% level of satisfaction of participants towards the training programs – among the representatives of the two Coalitions.  The Coalition ANE drafted two advocacy plans in the field of anti-corruption: 1] to educate the citizens to influence better public policies; and 2] to revise



the law regulating the establishment and functioning of CNLCC (the National Commission to Fight Corruption); The Coalition of NGOs for the transparency in the extractive industries drafted two advocacy plans, having as general aim to support Senegal to become member of EITI: 1) to position the Coalition as the representative of the civil society within the MPG; and 2) to support/to contribute to MPG work plan

No of days: 27 days

GUINEA – TRAININGS IN ADVANCED FACILITATION SKILLS AND PARTNERSHIP FOR CHILD FUND GUINEA Program Frame: Quality Improvement Fund_FY13 Funder: Child Fund Guinea Date and Venue: November 4 – 14, Guinea Consultant & Trainer: Olivia Baciu Participants: 18 persons representing Child Fund Guinea staff and community workers across Guinea Training 1 Objectives: To increase participants’ knowledge and skills in facilitation of team building, group communication, group decision-making and participatory planning processes, aiming to strengthen their involvement and impact in local communities and the promotion of child rights. Training 2 Objectives: To develop participants’ knowledge to successfully foster multi-stakeholders partnership to support the local good governance. Results:     

18 people increased their knowledge in developing and managing multistakeholders partnerships for an improved local governance; 18 people increased their knowledge and skills in facilitating team building, communication, decision-making and participatory planning processes; An average 86% level of satisfaction of participants towards the training programs. An average 48% increase of participants’ know how in facilitation processes and partnership development and management. Revised Guide for participatory strategic planning in the communities, following its application by the participants during the simulation sessions of the facilitation training

No of days: 10 days

TUNISIA – TILI SOCIETY GROUPS

PROGRAM,

STAKEHOLDERS

MAPPING:

CIVIL

Program Frame: Tunisia Inclusive Labor Initiative (TILI) Program Description: TILI aims to create a more inclusive legal and economic framework for informal Tunisian workers so they can access decent work and government-mandated protections. Program objectives are: i] To improve the government of Tunisia’s ability to measure the informal labor force in order to raise awareness of its contributions and conditions, including informal workers’ needs and incentives; ii] To increase the capacity of informal workers and their representative organizations to advocate for their rights; and iii] To increase government’s capacity to create mechanisms and policies that encourage formalization and improve services to informal workers. TILI’s expected results are 1) a greater understanding of the composition, contributions, barriers and incentives of the informal economy in Tunisia; 2) the development of specific best practices for government administration, regulations and data collection related to the informal economy; 3) improved extension of labor rights and government protections to informal economy workers; and 4) the development of new policies and/or reforms that encourage and sustain formalization. Funder: US State Department Date and Venue: December 02-15, Tunis, El Kef, Gafsa, Sfax/ Tunisia Consultants: Olivia Baciu (FPDL/Romania) and Nick Oatley (PDC/US) Program description: The consultants mapped key civil society organizations and summarized the work they are doing of relevance to the informal economy; they presented an overview of the different interpretations of the ‘informal economy’ discovered during our mission and made recommendations to help inform the remaining phases of the work on the TILI project. The scope of the work was defined prior to the trip and included a commitment to collect information on the following issues:  Trends related to CSOs active in this field  The range of issues addressed by the CSOs active in this field  

An assessment of their impact if any The dynamics within the civil society sector on this issue (including relationships with other CSOs, unions, government agencies, membership in coalitions and networks at national and international levels and the private sector)



Funding and geographic distribution of CSOs (coast, interior, north-south, by region



Information related to informality in Tunisia from CSOs active in this area, including CSO perspectives on the definition of the informal economy;



Preliminary assessment of CSOs coalition building and advocacy capacity that will help inform the coalition building and capacity building training at a later stage of the program (i.e. an initial needs assessment)

Deliverables:  A report that presents information on CSOs working on informal economy issues, age of the organization, geographic distribution, issue focus, funding sources, dynamics within the CSOs and their links with other organizations (unions, government and the private sector), their impact and information on informality in Tunisia with a focus on the role played by CSOs 

An initial training needs assessment related to CSOs engagement and coalition building capabilities with a focus on informality in Tunisia.

Clients: 35 civil society organizations from four regions in Tunisia (19 in Tunis, 7 organizations in Gafsa, 5 organizations in El Kef and 4 organizations in Sfax). No of days: 14 days

TRAINING PROGRAM ON DIVERSITY MANAGEMENT for UN Moldova Agencies staff, organized on four consecutive days, July 24-27, 2012 in Chisinau Objectives At the end of the one-day Training Program participants:  Improved knowledge and built common understanding of the basic concepts: diversity, identity and ethnicity, stereotypes, prejudices and discrimination  Improved knowledge about how differences that matter create conflicts and the ways to manage them constructively  Planed to apply the acquired knowledge and skills in their everyday work in order to be able to effectively value diversity and create an inclusive workplace Dates and Venue The training program was organized in Chisinau, Le Roi office, in four consecutive days, July 24, 25, 26 and 27, 2012, from 9.00 to 17.30. Participants The training was attended by a total of 114 participants, 40 men and 74 women representing 12 agencies and other UN partner organizations, NGOs. They attended the four workshops as follows:

UN Agencies that sent 114 representatives were: ILO: 2 persons; OHCHR: 2; person; UN WOMEN: 4 persons; UNDP: 32 persons; UNICEF: 23 persons; WHO: 1 person; IOM: 27 persons; UNFPA: 3 persons; UNHCR: 5 persons; RCO: 1 person; UNAIDS: 2 persons; UNODC: 2 persons;OTHER: 10 persons 120

114

100

40 30

27 23

10 1

2 2 0 1 00 1

10 1

2 2 0 1 1 01

5 111

2 0 11000

111 11000000

122

Workshop 1

Workshop 2

Workshop 3

Workshop 4

TOTAL

ILO

OHCHR

UN WOMEN

UNDP

UNICEF

WHO

IOM

UNFPA

UNHCR

RCO

UNAIDS

UNODC

OTHER

TOTAL

Trainers Trainers were Ana Vasilache, Romania/FPDL (Partners Foundation for Local Development) and Anna Lungu, United Nations Human Rights Office, Moldova.

Agenda The one-day training had 4 sessions:  Session 1, 9.00-10.30: Objectives and Agenda, Rules of work, What is Diversity  Session 2, 11.00-13.00: Identity and Ethnicity, Stereotypes, Prejudices and Discrimination – ways to combat them  Session 3, 14.00-16.00: Managing conflicts constructively, among persons and groups  Session 4, 16.30-17.30: Applying the acquired knowledge and skills in everyday work The proposed training design was based on the ToR and on the belief that managing diversity is more than planning and implementing in a rational way, organizational systems and procedures to comply with antidiscrimination laws. It is also about:  Having managers and staff aware of their own biases and stereotypes, and how they influence their decisions and actions  Managers and staff ability to immediately react when people behave in ways that show disrespect for others in the workplace  The way managers and staff solve their conflicts and work with each other, no matter the differences  The way they value diversity and promote inclusiveness at workplace That is the reason the one day training, focused more on personal level, engaging managers and staff minds, as well as their hearts, so that they behave authentically when they will decide upon and will implement organizational systems and procedures to comply with antidiscrimination laws. The training design was based on the experiential learning methodology, using interactive and participatory tools. Training Materials Due to the organizer decision to limit the use of paper, participants received after the training the possibility to access for free, the electronic format, in English and in Romanian language, the following training materials, on FPDL site: Ethnic Diversity and Conflict Management Series of booklets 30’ learning  What is Conflict, What is Ethnic Conflict  What is Interpersonal Communication, What is Negotiation, What is Mediation

ď&#x201A;ˇ What is Decision Making, What is Facilitation ď&#x201A;ˇ What is Participatory Planning Participants received also by e-mail the PPTs presentations.

Evaluation The results demonstrate that participants appreciated that the training had clear objectives and achieved its stated objectives; that the training was delivered in an effective way providing a supportive context for learning; that the training was logically structured and that the trainers demonstrated a thorough knowledge and understanding of the topics, stimulated participation and experience exchange, were interested in helping participants. Diversity Management Training for UNCHR staff and collaborators in Moldova, October 24, 2012, Chisinau A similar training was conducted by Ana Vasilache for 20 persons, staff and collaborators of UNCHR Moldova, on October 24, 2012.

2012 NATIONAL PROGRAMS  The Project I-DEALIS – Inclusion and Economic Development in Alpine Areas of Romania (Mountain And Sub-Mountain) through Social Inclusion 

Collaboration with the National Agency for Community Programs in the Field of Education and Vocational Training



The Program “Young Ideas for Europe”



Public Policy Training Program



Communication and Community Training Program (I)



Communication and Community Training Program (II)



The Project „Bustuchin – Responsibility, Civic Spirit and Active Involvement”



Academic Program at University of Bucharest

THE PROJECT I-DEALIS – INCLUSION AND ECONOMIC DEVELOPMENT IN ALPINE AREAS OF ROMANIA (MOUNTAIN AND SUB-MOUNTAIN) THROUGH SOCIAL INCLUSION Project frame: Sectoral Operational Program Human Resources Development, Priority Axe 6 – Promoting the Social Economy, Key Intervention Area 6.1 – Social Economy Development, Call for proposals nr. 84 – “For a better life”. Funder: Social European Fund through the Sectoral Operational Program Human Resources Development Period of implementation: 2010 – 2013 FPDL is Partner 1 in project implementation, the main applicant being the Association Horezu Depression. Project description: The general objective of the project is to develop the social economy structures as flexible and sustainable instrument for the economic development, job creation and social inclusion in the mountain and sub mountain areas of Romania. FPDL, as the partner of the Association Depresiunea Horezu (ADH) who is the main applicant of the project, has the main task to participate in the preparation and designing of the training programs and to conduct a series of training modules for the future managers and responsible persons of the social enterprises to be developed within the project. At the same time, the FPDL experts have been involved in consultancy for the social enterprises created in the project. Social Economy Expert: Ancuta Vamesu Consultants: Doru Bularda, Daniela Plugaru Social Economy Assistant: Andreea Buzec Date and venue: January – December 2012, Horezu, Valcea County Participants: representatives of the 13 social economy entities created in this project working in different sectors (associations, agriculture, animals breeding, services, recycling, art crafting, etc.), as following:



Association for Promotion of the Genuine Patrimony from Horezu Area (APPAH).

     

The Cooperative Art Crafting (Manufactura Horezu)

     

The Cooperative for production of wood pieces of furniture (Ferigimob)

The Cooperative for plastic waste Recycling (Tarpetis) The Cooperative for Goat Breeding (Neagota Ferm) The Cooperative for cow milk processing (Baciul Vaideean) The Cooperative for goat milk processing (Caprimilk) The Cooperative for wood crafting and forest fruits harvesting (Cosuri si Fructe) The Cooperative for agro-mechanical services delivery (Mecanizare Util) The Cooperative for construction services (Giromaris) The Cooperative for Honey processing (Albina Horezeana) The Cooperative for Printing services (Semnul de Carte) The Foundation of Horezu Monastery (Fundatia Sfintii Martiri Brancoveni)

Project activities description:  Preparation and facilitation of the National Conference The Role of the Social Economy  Consultancy in elaboration and implementation of business plans, on human resources issues, marketing and other organizational issues (elaboration of organization chart, jobs description forms, etc.)  Preparation, organization and conducting the boards meeting  Preparation, organization and conduction the General Assembly of Associates meetings  Contribution with materials and articles for the social economy best practices portal  Exchange of best practices: presentation of the Romanian experience in 2 European networks reunion and organization of 3 national exchange of experience among the network members and the social enterprises created in the project. No of consultancy days (average total): 100 days

COLLABORATION WITH THE NATIONAL AGENCY FOR COMMUNITY PROGRAMS IN THE FIELD OF EDUCATION AND VOCATIONAL TRAINING Program frame: FPDL has started collaboration with the Romanian Agency for Community Programs to provide trainings courses on project management, project writing, non formal education techniques, how to start a Youth NGO. The main target group of the training courses: representatives of youth NGOs, educational institutions and young leaders, aged between 18-30 years of age. The program aim: increasing the quality and quantity of the projects implemented by Romanian NGOs and financed by the Youth in Action Program. Period: 2010 – 2014 Participants to trainings in 2012: 112 persons Trainer: Andreea Buzec Description: To provide trainings courses on project management, project writing, non formal education techniques, and how to start a Youth NGO. There were delivered 7 training courses on project writing, management of volunteers, methods and instruments of non-formal education, project writing with a focus on inclusion of disadvantaged groups. No of training days: 22 days

THE PROGRAM “YOUNG IDEAS FOR EUROPE” Program frame: This project is an initiative of the Robert Bosch Foundation Germany, coordinated by IFOK GmbH Berlin, Germany at the level of all European Union Member States. Funder: Robert Bosch Foundation Germany Program aim: To provide youth with an opportunity to actively contribute to shaping Europe – giving young people a voice in European politics.

Project name: Young Ideas for Europe Project Week – New Energy for Europe Project goal: To involve high school students in a structured process of getting aware, debating and agreeing about the energetic future of Europe 2020 Duration and venue: March 2012, Bucharest Facilitator: Daniela Plugaru Participants: 24 students and 1 teacher from Iuliu Maniu High School Bucharest Project description:  A

follow-up event implemented in 2011

from

the

activities

 The high-school students visited the Romanian Parliament in order to meet

parliament representatives and present them the results of the Young Ideas for Europe Project Week – New Energy for Europe. No of days: 1 day

PUBLIC POLICY TRAINING PROGRAM Program frame: Administrative Capacity Development Operational Program financed through the European Social Fund Program aim: The development of the administrative capacity of the public sector institutions for the modernization of the Romanian public administration. Project name: „Administration and Defense – Partnership for Performance” Project goal: To increse the capacity of the public servants from the Ministry of National Defense and of the National Agency of Public Servants for dealing with the processes of institutional strategic and project management, within the context of developing and strenghtening the role of the public function. Duration and venue: 20 – 24 February (Module 1), 05 – 09 March (Module 2), Bucharest Trainers: Daniela Plugaru and Doru Bularda Participants: 50 persons, public servants from Ministry of National defense and National Agency of Public Servants, working in different departments and at different executive levels (middle management, execution). Training Program description: Objectives: To develop participants’ knowledge and skills regarding  The process of elaboration of public policies, stages and characteristics

 Forming of public agenda, institutional agenda and mass media agenda, with 

  

interactions among them Identifying the problems, formulating the public policies goal and objectives, stakeholders analysis, identifying alternatives, useful techniques and instruments Analyzing the public policies impact (economic, social, environment, risk), useful instruments Public policies action planning, implementation, monitoring and evaluation Horizontal topics: Sustainable Development and Equal Opportunities

For the training sessions and activities, the participants have received and used a training manual elaborated by FPDL experts: “Public Policy”. The training sessions have been designed and conducted in an interactive manner, participants having the opportunity to apply what they have received as knowledge and skills during the training module. The participants, split in 6 to 7 working groups / module based on similar problems, have gone through the structured process of elaboration a proposal of public policy, specific to the institutions they represented and have finally generated 6 to 7 public policy proposals / module. Finally, 2 public policy proposals (1 per institution) have been selected and the trainers have refined and completed the final versions that have been published in a brochure. As a result of the processing the evaluation form that participants filled in at the end of the training module, participants have mentioned and appreciated the opportunity to apply the knowledge and the appropriate content of the training, the logical structure, the diversified and useful materials, the utility of the process for applying the knowledge and skills acquired, the trainers remarkable performance and capacity to transfer to the participants the key issues. The participants have assessed the initial level of knowledge and skills regarding the topic with a score of 75,79 % (Module 1) and 61,11 % (Module 2), considering that at the end of the training program the knowledge and skills were increased (95,79 % level of satisfaction for Module 1 and 90 % for Module 2). They also assessed the achievement of the training objectives with 96,84 % level of satisfaction (Module 1) and 91,11 % level of satisfaction (Module 2), the logical

structure with 97,89 % level of satisfaction (Module 1) and 95,56 % level of satisfaction (Module 2), the training materials with 95,79 % level of satisfaction (Module 1) and 92,22 % level of satisfaction (Module 2), the trainers performance with 100 % level of satisfaction (similar Module 1 and Module 2). Overall participants have been very satisfied with the training program (an average of 95,79 % level of satisfaction in Module 1 and an average of 88,89 % level of satisfaction in Module 2). No of days: 10 days

COMMUNICATION AND COMMUNITY TRAINING PROGRAM (I) Program frame: Human Resources Development Operational Program financed through the European Social Fund Program aim: The development of the human capital and the increase of the competitivity by corelating the education and long-life learning with the labor market and by assuring the opportunities for participating on a modern, flexible and inclusive labor market. Project name: „Fostering the active labor, the entreprenorial development and the sustainable nonagricultural economy through training and involvement of the human resources from the rural areas” Project goal: To increse the capacity of the operators serving the information offices created in 35 communes, members of the Romanian Association of Communes (AcoR), to be able to facilitate local initiatives for community development. Duration and venue: 3.04 – 27.04.2012 (Module 1); 30.04 – 04.05.2012 (Module 2); 07.05 – 11.05.2012 (Module 3), Predeal, Hotel Rozmarin Trainers: Bularda

Daniela

Plugaru

and

Doru

Participants: 73 persons in total, unemployed but with university degrees from rural areas, out of which 25 persons in Module 1, 28 persons in Module 2, 20 persons in Module 3, trained to become future operators of the information offices to be created in 35 communes. Training Program description: The training program was accredited by the National Commission for Professional Adult Learning – CNFPA, based on the Social and Civic Competencies. Objectives: To develop participants’ knowledge and skills regarding the capacity

 to constructively communicate in various social situations (interpersonal

communication, communication with groups / institutions from community, building trust and empathy with community members)  to identify and to solve conflict in community  to organize and to coordinate activities oriented to results in community (facilitating working meetings and public meetings, taking decision, mobilizing the community, etc.)  to facilitate community development processes  to lead, motivate and express an ethical behavior towards the community members  to acknowledge and to promote in community the concepts of diversity, multiculturalism, interculturalism, equal opportunities and tolerance For the training sessions and activities, the participants have received and used a training manual elaborated by FPDL experts: “Community Communication”.

The training sessions have been designed and conducted in an interactive manner, participants having the opportunity to apply what they have received as knowledge and skills during the training module. The participants have experienced different exercises in which they applied the concepts learnt (questionnaires, case studies, role plays, critical situations, answer and questions, simulations). At the end of each module, the participants have presented and sustained a project, elaborated with the support of the trainers, in front of an evaluation commission for receiving the CNFPA certificate on civic and social competences. As a result of the processing the evaluation form that participants filled in at the end of the training module, participants have mentioned and appreciated the opportunity to apply the knowledge and the appropriate content of the training, the logical structure, the diversified and useful materials, the utility of the process for applying the knowledge and skills acquired, the trainers remarkable performance and capacity to transfer to the participants the key issues, especially the simulation and role play for facilitating a public meeting in community. The participants have assessed the training content with 100 % level of satisfaction, the process with 100 % level of satisfaction, the trainers with 100 % level of satisfaction for all 3 modules. No of days: 15 days

COMMUNICATION AND COMMUNITY TRAINING PROGRAM (II) Program frame: Personal and professional human resources development Program aim: The development of the human resources of the organization World Vision Romania / Vaslui and Iasi Area Duration and venue: 21 – 25 May, Negresti Town, Vaslui County

Trainer: Daniela Plugaru Participants: 15 persons, managers and social workers from Vaslui County and Iasi County offices of World Vision Romania. Training Program description: The training program was accredited by the National Commission for Professional Adult Learning – CNFPA, based on the Social and Civic Competencies. Objectives: To develop participants’ knowledge and skills regarding the capacity  to constructively communicate in various social situations (interpersonal communication, communication with groups / institutions from community, building trust and empathy with community members)  to identify and to solve conflict in community  to organize and to coordinate activities oriented to results in community (facilitating working meetings and public meetings, taking decision, mobilizing the community, etc.)  to facilitate community development processes  to lead, motivate and express an ethical behavior towards the community members  to acknowledge and to promote in community the concepts of diversity, multiculturalism, interculturalism, equal opportunities and tolerance For the training sessions and activities, the participants have received and used a training manual elaborated by FPDL experts: “Community Communication”. The training sessions have been designed and conducted in an interactive manner, participants having the opportunity to apply what they have received as knowledge and skills during the training module. The participants have experienced different exercises in which they applied the concepts learnt (questionnaires, case studies, role plays, critical situations, answer and questions, simulations).

At the end of each module, the participants have presented and sustained a project, elaborated with the support of the trainers, in front of an evaluation commission for receiving the CNFPA certificate on civic and social competences. As a result of the processing the evaluation form that participants filled in at the end of the training module, participants have mentioned and appreciated the opportunity to apply the knowledge and the appropriate content of the training, the logical structure, the diversified and useful materials, the utility of the process for applying the knowledge and skills acquired, the trainers remarkable performance and capacity to transfer to the participants the key issues, especially the simulation and role play for facilitating a public meeting in community. The participants have assessed the content with 89,3 % level of satisfaction, the process with 92 % level of satisfaction, the trainer with 90,7 % level of satisfaction, the training materials with 96 % level of satisfaction, the training program organization with 90,7 % level of satisfaction). Overall, 93 % of participants would recommend this training program to others. No of days: 5 days

THE PROJECT „BUSTUCHIN – RESPONSIBILITY, CIVIC SPIRIT AND ACTIVE INVOLVEMENT” Program frame: Civic Initiative Fund Program, financed by Trust for Civil Society in Central and Eastern Europe, sponsored by OMV Petrom SA, and managed by Civil Society Development Foundation Program aim: To support the civic initiatives and actions, the accountability and the increasing of the citizens active participation in order to contribute to the community development. Project goal: To develop Bustuchin commune capacity for mobilizing institutions, organizations and citizens in order to build a coherent frame of action regarding the right allocation of local resources based on community participation. Duration and venue: August – December 2012, Bustuchin commune, Gorj County Trainers: Daniela Plugaru and Doru Bularda Participants: Bustuchin Local Action Group formed by 15 citizens of the commune, representing local authorities (mayoralty, local council, school, etc.) – 5 persons; local leaders (citizens, youth, etc.) – 3 persons; economic agents (farmers, entrepreneurs, etc.) – 4 persons, Euro-House Association members – 3 persons Project description: The project was implemented in partnership with the Association Euro-House Bustuchin who is an NGO established in 2008 as a result of a project implemented in 10 communities of Gorj County by the Association Youth without Frontiers within the European Commission program Youth in Action. Along the projects implemented, The Association EuroHouse Bustuchin aims at the increasing of the active citizenship spirit of youth, by strengthening their roles in local development. The project objectives:



to increase the capacity of the local action group (15 persons) in order to be able to actively involve in the initiation, planning, implementing, monitoring and evaluating local development projects, based on local priorities, in 2 months.

to develop local structures of community organization in order to be able to strengthen the accountability, civic spirit, participation and mobilization of the community members in the right use of resources for local development, in 4 months.  to strengthen the community development component of Euro-House Association in order to be able to coordinate the community members mobilization, as well as to initiate, plan, monitor and implement projects of local interest, in 1 months. The activities implemented within the project: 

Project launching The activity took place in Bustuchin community on 28 August 2012, between 10.00 – 12.00, having as participants 30 persons that were representing local authorities, local leaders, economic agents, Euro-House Bustuchin Association members and two trainers from Foundation Partners for Local Development. At this meeting the project coordinator and the trainers presented the objectives of the project, the activities, the results and the impact that it is expected to have upon Bustuchin community. Some of the participants presented their oppinion regarding the project, one of them being the Mayor Ion Ciocea who was very confident in the idea of the project, expressing his intention of providing all the support that the project team will need in fulfilling the objectives of the project. He expressed also the hope that the project will continue after 16 december, being very confident that the group that will be created in this project will be able to bring a change in the locality development, recognizing the support that the Resource Center for Community Mobilization will bring to the citizens of the locality. Project promotion and visibility The activity was developed along all the period of the project and consisted in promoting the project and its activities through a series of specific means (posters, folders, press releases and invitations, posting different articles on internet). Activity 3: Community Facilitators Training Program The activity consisted in training 6 members of Euro House Bustuchin in order for them to obtain the neccesary knowledge and skills as community facilitator. The

training took place in Bustuchin community in a period of 4 days, being prepared and delivered by the FPDL trainers / consultants. The training was delivered in an interactive manner, based on the adult learning principle „learning by doing”, the participants having the opportunity to get acquinted and experience the community facilitator skills and role (interpersonal and group communication, conflict management, negociation, decision taking, group dynamic, teamwork). At the end of the training program, the 6 facilitators had the task to interview and discuss with citizens and local business representatives based on questionnaires elaborated by the FPDL trainers / consultants. The results were processed and integrated in the needs analysis report, based on which was revised the local development strategy. Revision of the local development strategy and creation of the local structure for implementation and monitoring of the local development strategy The activity took place in a pension from Musetesti community and lasted 3 days. The participants were 15 citizens of the commune, representing local authorities (mayoralty, local council, school, etc.) – 5 persons, local leaders (citizens, youth, etc.) – 3 persons, economic agents (farmers, entrepreneurs, etc.) – 4 persons, EuroHouse Association members – 3 persons. Together with the two FPDL trainers / consultants they worked at the revision of the local development strategy and created a local structure for implementation and monitoring the local development strategy by a participatory process. Aquisition of equipment There were purchased a series of IT equipments (PC, laptop, multifunction machine) for Bustuchin Resource Center for Mobilizing the Community created in the project. Technical assistance and consultation Before and during the implementation and evaluation of the project activities in which are involved, the FPDL trainers / consultants (Doru Cristian Bularda and Daniela Plugaru) have provided counseling and technical assistance to the Association Euro-House Bustuchin, both locally at the association office, but also from FPDL office by phone calls and e-mails, for the following activities needed for achieving the project objectives:  Preparation, organization and conducting the project launching Conference

 Project promotion and visibility (drafting, elaborating and multiplying the

posters, folders, pictures etc.)  Identification, collecting, structuring, processing and analysis of information

for the needs analysis reprot

 Creation of the working group and the organization of the working teams on

the strategy priority development areas  Elaboration of the preliminary SWOT analysis document  Elaboration of the preliminaru document of the revised Local Development Strategy of Bustuchin commune  Establishing the agenda, timing and working mechanisms of the first meetings of the working teams on the strategy priority development areas  Elaboration of the intermediary report  Association Euro-House Bustuchin organizational development  The setting up of a new nongovernmental organization (APLOMB) which will ensure the streghtening of the a local community members responibility, civic spirit, participation and mobilization in making use of the local resources for local development. Launching of the Bustuchin Resource Center for Mobilizing the Community The activity took place in December 12th, 2012, during a public meeting in which were invited to participate citizens, representatives of local authorities and public institutions, reprezentatives of the financing organization, of the partners and media. The project reprezentatives presented the way in which the community may benefit from having access to such center and the development perspectives of the center. There were printed posters and flyers that included information about the project and main results: the Center with its functions, the Revised Local Development Strategy document and the local Structure for the implementation and monitoring of the local development strategy. For increasing the capacity of the center to function as a resource facility of the community tehre were purchased a series of IT equipments (PC, laptop, multifunction machine). The location and the equipents were presented to the participants. Setting up a nongovernmental organization with the purpose of enhancing the capacity of Bustuchin community to mobilise institutions, organizations and citizens for building a coherent framework regarding the efficient use of the local resources based on community participation. This was an additional activity that resulted from the project implementation as being necessary. The process has been initiated by the local action group formed within the project for the revision of the Local Development Strategy, the representatives of the local authorities and of the private sector, NGO and citizens agreeing on the necessity of establishing an NGO for community development and for monitoring the implementation of the revised Local Development Strategy. The name of the organization is Association for the Local Partnership and Community Organization and Mobilization (APLOMB – Romanian accronim). All the procedural steps for registering the NGO in the Court have been followed (constitutive acts, members roles and leadership structures, judicial decision and registering). The new-born NGO is expecting to act as as an engine in community 71

development, its members being prepared to take part in the working groups of the Local Structure for Monitoring the Local Development Strategy Implementation created in the project. No of training days: 6 days No of consultancy days: 8 days

ACADEMIC PROGRAM AT UNIVERSITY OF BUCHAREST Program frame: FPDL has initiated collaboration with the University of Bucharest, Faculty of European Studies to deliver the practical course on project management. Period: October 2010 – to present Participants: 120 students in the first year at the Faculty of European Studies Trainer / professor: Andreea Buzec Description: The course is focused on providing students with the necessary competences to write and implement projects and act as responsible European citizens that are active and involved in the life of their communities. The main themes of the classes are the following:

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Introduction in project management;

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Communication and teamwork;

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Conflict management;

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European citizenship;

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Youth participation;

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Intercultural dialogue;

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Elements of project writing.

2012 MEETINGS, PARTICIPATION IN CONFERENCES AND TRAINING PROGRAMS 

General Assembly of the Romanian NGDO Federation (FOND), March 26 – 27, 2012 Bucharest – Olivia Baciu, the President of the Board of FOND, led the General Assembly. FOND represents the federation of 46 Romanian NGOs active in international cooperation and humanitarian aid. FOND is the partner of the Romanian Foreign Affairs Ministry in developing and implementing the national policies in the Official Development Assistance.

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Young Ideas for Europe Program, an initiative of Robert Bosch Foundation, coordinated by IFOK GmbH Berlin at the level of all European Union Member States, 29 – 30 May, Berlin, Germany – Daniela Plugaru

participated in a working meeting that reunited all partner organizations’ representatives that have already implemented the project in 2011 - 2012. The meeting aimed at creating a future plan for the program “Young Ideas for Europe 4.0” together with facilitating the exchange of good practices, lessons learned and areas of improvement among the more experienced and less experienced partners. At the same time there were established the context in which the event “The Project Week – New Energy for Europe” will be held in all the Member States during the next implementation period 2012 – 2014. 

Partners for Democratic Change International (PDCI), The 2012 PDCI Next Generation Summit, October 12 – 17, 2012, Washington DC, USA – Ana Vasilache, Carmen Marin and Olivia Baciu participated in the global Summit of Partners for Democratic Change International, which had as main objective to bring together not only the seasoned, senior leadership of the network, but also the up-and-coming next generation.

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The project „Capacity Building of Civil Society in the IPA Countries”, EuropeAid/127427/C/SER/ Multi/5, implemented at the European level by SIPU International AB Sweden in partnership with 5 Consortium members, out of which FPDL is one of the partners – Daniela Plugaru participated in the Regional Conference Keeping up the Momentum – Improving Cooperation Between Public Institutions and Civil Society in the Western Balkans and Turkey, November 7 – 8, 2012, Skopje, Macedonia, organized by TACSO Regional Office Bosnia and Herzegovina, having the purpose of bringing together state governmental officials with remarkable representatives from Civil Society Organisations (CSOs) in the region in order to share experiences and to agree on concrete plans for future cooperation.

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October 1st – November 10th, 2012, Andreea Buzec completed an internship on Community Organizing in New York, United States of America, through a program implemented by Great Lakes Consortium and financed by the US State Department. The internship aimed at building the capacity to organize communities around issues that affect their lives so that members have the necessary leadership competences to identify and research issues together with elaborating a concrete plan to solve them, while having the complete control of the process. Andreea Buzec was involved on a day-to-day basis in the organizing activities of Community Voices Heard, New York, working on issues like the Work Experience Program, public housing, participatory budgeting and youth organizing.

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November 2012-February 2013: Ana Vasilache and Andreea Buzec attended ALPHACHIM University course “Rockstar Scribe” to improve graphic facilitation skills and techniques