GLEN future scenarios
Dear Member and Multiplier Representatives,
As Steering Committee members, we are turning to you to discuss a topic that has a great impact on GLEN’s future.
On the November Members’ Assembly Andrea and Marine explained that due to a legal change within Engagement Global, ASA colleagues cannot carry out the coordination tasks from January 2017 as they do now.
This change have to be considered in the general context of the last two years’ developments. Most members face financial and human resources challenges, while GLEN itself got more complex. There is a concentration and density of coordination tasks running the GLEN cycle with less clarity about members’ involvement and the nature of the Network. On the last Members Assemblies in 2014 and 2015, the topics of power structures, involvement and ownership of members within the Network were tackled as crucial issues for further cooperation, especially in the context of the GLEN strategy 2016-2020.
The German ministry, BMZ, as the donor of Engagement Global, decided that mission critical (i.e. operational and admin) tasks have to be done by permanent staff and strategic, development-oriented tasks can be done by personnel with limited-time contracts. While this makes good sense from a security perspective, it leaves more experienced staff insecure, and through that, the strategic work insecure.
It triggered a lot of discussions how to ensure the smooth running of GLEN and the strategy. SC members have been working since November on various scenarios of new organisational structures to move on from the current situation. We initially worked on three possible scenarios, then on the SC meeting mid-February a fourth one emerged. These are:
1. Distribute coordination tasks among all members more evenly
2. Set up a new NGO as an umbrella organisation and open „GLEN office”
3. Integrate GLEN into ASA organisationally (more than now)
4. Combine #2 and #3
You can find the visual and written introduction as part of a power point presentation of all four scenarios. Additionally, we created a “financial and human resource needs” spreadsheet as we see them currently (please note that this sheet is only an “extract” of the scenarios focusing on the resources. It does not include all other aspects). Due to our own capacity limits, we couldn’t work these out to the finest details but the documents, along with the SC meeting minutes_Feb 2016, give a good impression.
As we think of it now, we all must go through the scenarios, involve our directors, boards and multipliers and choose one out of these four scenarios very soon to allow enough time for preparation during the rest of the year for the January 2017 kick-off. If you see any other option than these four scenarios, please let us know urgently! A common decision should be taken on the Members Assembly in March, which will then have to be approved by your boards/organisations.
In order to prepare the ground for discussions and to help the understanding of the attached materials, we would like to talk to each of you on phone. It is vital in this process to know what extra information do you (or your board) need us to answer on the Members Assembly for you to be able to make a decision.
Please support this effort by reading through the attached documents and making yourself available in this short timeframe on one of these three conference calls:
15:30h, Wednesday 9th March 2016
09:30h, Thursday 10th March 2016
15:30h, Friday 11th March 2016
Please indicate your availability through this doodle link: http://doodle.com/poll/6qqy242tfbewcy9t
On the Members and Multipliers Assembly in Poland, we would like to suggest to use „systemic consensus” to decide.
After a lot of discussions, SC members agreed to jointly support the fourth scenario as a realistic yet innovative solution that has the potential to overcome most of the current challenges and give space for new ways and ideas. We would like to point out that, regardless of which scenario is chosen, it has to be realistic and we all have to contribute to the implementation. GLEN’s existence is in danger at the moment and we need to think and act together.
Look forward to getting your feedbacks and to talking to you on phone soon.
Steering Committee members:
and Andras Martoni as network officer