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v. Develop a longer-term plan (including sources of funding) and take initial steps towards the establishment of an International Conflict Resolution and Reconciliation Center that can deliver training and mediation services as well as serve as a focal point for networking to large numbers of citizens, NGOs and business groups.
v. Develop a longer-term plan (including sources of funding) and take initial steps towards the establishment of an International Conflict Resolution and Reconciliation Center that can deliver training and mediation services as well as serve as a focal point for networking to large numbers of citizens, NGOs and business groups.
Reconciliation Now!
A Proposal to Support Peace and Cooperation in Cyprus
HasNa Inc.
Washington, DC
September 30, 2003
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EXECUTIVE SUMMARY
HasNa Inc. (HasNa) was established in Washington, D.C. in 1998 as a nonprofit (501)(c)(3) charitable organization with a mission of breaking cycles of conflict and reducing tensions between diverse groups of people who are separated culturally, ethnically or economically.  HasNa brings people together through programs that combine job-skills and professional development with structured training in conflict resolution.  HasNa’s programs target young adults of different backgrounds from areas where cycles of conflict and mistrust have hindered community cohesion.  HasNa’s philosophy incorporates economic empowerment, individual growth and community support, and is committed to neutrality and fostering cooperation among groups. Programs are designed to improve employment skills and opportunities for young adults, and ultimately, create more integrated and effective organizations and communities.  HasNa is a “people-to-people” organization – a large proportion of our funds come from charitable donations from diverse people who have a commitment to global peace and conflict resolution, and who believe in the power of the individual to affect positive change.
The goal of the Reconciliation Now! program is to contribute to the peace and reconciliation process in Cyprus by supporting projects that expand opportunities for Greek and Turkish Cypriots to cooperate in three strategic areas, namely:
• media development and responsible journalism;
• economic cooperation (ie. training and technical assistance to support joint business ventures); and
• strengthening the capabilities of Cypriot civil society to plan and manage bicommunal programs that will create opportunities for Cypriots throughout the island to participate in citizen dialogue and access conflict resolution training and mediation opportunities.
These projects have been designed to be timely, innovative and responsive to current needs.  Because of disparities between Northern and Southern Cyprus in economic, human and social capital, special emphasis is placed on investing in human capacity, economic development and civil society strengthening in Northern Cyprus. 
A bicommunal team will be deployed in Cyprus to launch and manage the projects described in this proposal, and to also act as an “incubator” for new project development, networking and learning. The team will work collaboratively to design, plan and implement training programs that combine professional development and job-skills training with training in conflict resolution, equipping a cadre of key individuals and institutions to act as local agents of change. Members of the Senior Trainers Group in Cyprus (a network of senior peace builders formed a decade ago who are trained as facilitators in conflict resolution) will be tapped as facilitators, technical advisors and co-organizers.  NGOs, emerging or existing businesses and entrepreneurs, media organizations, journalists and editors in Northern and Southern Cyprus will be the targeted participants and beneficiaries. 
Specifically, the project objectives are to: 
i. Promote economic development in Northern Cyprus by convening groups of business people to examine opportunities and barriers, providing training (conflict resolution, entrepreneurship & management skills), access to information and technical advice to facilitate the creation of joint Turkish and Greek Cypriot business ventures.
ii. Enhance the role of the media in the reconciliation process by creating a critical mass of journalists and editors within Cyprus’s leading media organizations that understand the ethics and practices of a free and balanced media, and that have acquired new skills to advance the practice of journalism in Cyprus.
iii. Improve the skills of managers and young professionals in a few select NGOs in Cyprus to design and manage more strategic and effective bicommunal programs.
The project will be jointly implemented by HasNa and three local NGOs who have agreed to be collaborating partners: CNTI, The Youth Centre and The Management Centre.  HasNa will provide overall oversight and accountability, organize and manage technical assistance contracts with American universities and other expert organizations or consultants, administer the small grants program and coordinate project evaluation.  Dr. Yiannis Laouris, President of CNTI, will serve as the Project Director, and as such, will lead the bicommunal project management team in Cyprus, including planning and implementation of all local training workshops all other project activities.  Dr. Laouris will also lead the local fundraising effort in Cyprus.  An Advisory Council, composed of equal numbers of Greek and Turkish Cypriots, as well as a few external experts, will be formed to provide guidance and advice on project strategies, monitor progress and assist with outreach to local officials, community leaders and businesses and corporations.  Each project may also form a Technical Advisory Committee (TAC) composed of experts in the relevant field who can act as resource people.   
The project will be implemented over an 18-month period (October 15, 2003 – April 15, 2005) with a total budget of approximately $350,000. HasNa has committed $105,000 of its own funds to the project.  HasNa and CNTI are working jointly to solicit funding commitments from other donor agencies for the remaining amount. 
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I.  BACKGROUND
Over the last year, a series of political developments have once again attracted international attention and paved the way for new, grassroots peace building initiatives that aim at reaching a lasting solution to the Cyprus problem.
The collapse of the talks between the leaders of the two communities at The Hague in December 2002, an unprecedented popular mobilization of Turkish Cypriots, and the signing of the Cyprus Accession Treaty by the European Union (EU) all created pressure that eventually led to a partial opening of the border.  This has allowed crossings of the Green Line beginning in late April 2003.  More than half a million Greek Cypriots and Turkish Cypriots crossed for the first time since 1974.  Most of them visited their previous homes, a very painful process that was handled with extreme responsibility by the majority of Cypriots.  Out of hundreds of thousands of crossings, only on a few occasions were tensions or expressions of violence observed.  This positive public behavior can be partly attributed to the dedicated and persistent work of peace-builders that took place during the past ten years. 
Because of a 30-year economic embargo against the Denktas regime, the economy of Northern Cyprus remains severely depressed.  Thus, another important outcome of the border opening is that citizens have now also begun thousands of cross-community economic transactions.  This small capital injection has boosted the morale of Turkish Cypriots, and may be contributing to the reduction of the number leaving the island in search of better living conditions.  More significantly, the United Nations and the EU have also begun to provide some resources for economic collaboration and promoting interactions between the Turkish and Greek Cypriot business communities.  In the next few years, with Cyprus’s accession to the EU, resource commitments in support of economic advancement programs are expected to continue to grow significantly, although the amount flowing into Northern Cyprus will ultimately depend upon whether Cyprus accedes to the EU as a divided or a united nation.
Overall, Cypriot citizens’ actions during the past months have demonstrated their strong desire to live together in cooperation and harmony, sending a message to politicians that is becoming harder to ignore.  Many activists and observers believe that the window of opportunity to solve the Cyprus problem is once again open, but for a limited time. Civil society groups are faced with the challenge of intensifying and becoming more strategic in their peace efforts, ensuring that a culture of peace and cooperation survives and flourishes in the post-settlement era.
Overview of Turkish and Greek Cypriot NGO Peace Building Initiatives
Between 1974 and 1993, only sporadic bicommunal meetings and events took place, either in Cyprus or abroad.  From 1993-99, more than 100 groups (each consisting of approximately forty members) were created.  Each of these groups participated in and benefited from at least one, one-week training workshop.  Most of these workshops were conceived, designed and organized by senior peace builders in Cyprus. The workshops were always mixed (Turkish and Greek Cypriots). Special permissions for the meetings were obtained through the intervention of the American Embassy and the Fulbright Commission. Beginning in 1999, the availability of UNDP/UNOPS funding, and later EU funding for bicommunal projects, signaled the emergence of a more formal civil society sector, with hundreds of NGOs formed on both sides of the border.  Out of these hundreds, only a small number are both active and have visions that focus on the re-unification of the island. The most visible initiatives are in five areas:
NGO Resource and Support Centers
Providing Cypriot NGOs with support and capacity building services is considered instrumental in supporting their work.  Examples are: (i) The NGO Resource Center in South Nicosia (directly operated by UNOPS) which provides space for meetings and workshops; (ii) The Management Centre in North Nicosia (funded by UNOPS and managed by the Management Group) which also provides space, a library and training for NGOs; (iii) The British Council (funded by EU) which offers courses in public relations, marketing, budgeting and resource management, etc.; and (iv) the Tech4Peace portal (funded by UNOPS and managed by CNTI) providing free pages to all NGOs in Cyprus and up-to-date dynamic information about all peace activities in Cyprus.
Youth Projects
The most visible bicommunal Youth Group is Youth Promoting Peace (Y2P) which has been funded twice by UNOPS and is managed by CNTI. Y2P employs two young professionals as project coordinators, a Turkish Cypriot located at the Management Centre office in North Nicosia, and a Greek Cypriot located at CNTI’s offices in South Nicosia.  Y2P has collaborated with numerous other youth initiatives in the organization of mass events and joint programs, including The Youth Centre, the Youth Encounters for Peace Group (YEP), the School for International Training (SIT – located in Vermont) environmental NGOs and other groups.  At least 20 activities involving approximately 20,000 people in all have been co-organized over the past five years. 
The HasNa Young Journalists Project (see Section II.) has also emerged as a highly effective program targeting young professionals from both communities.
Trade Unions and Chambers of Commerce
The Trade Unions and Chambers of Commerce of Turkish and Greek Cypriot business people have met regularly, issued common declarations, intervened in the political arena and co-managed EU-funded programs valued at more than 15 million euros. The Trade Unions were instrumental in organizing the mass demonstrations in Northern Cyprus last October in support of the Annan Plan.  Joint efforts now focus on resolving legal and political obstacles to enable real business interactions between the North and South.
Business Leaders
One of the most promising interventions lies with senior business leaders, who have met many times outside of Cyprus (Brussels, Istanbul, USA, etc.) and have released joint declarations in support of an immediate solution based on the Annan Plan. It was the political pressure exerted by this group that led to the establishment of an UN-supported call center to enable telephone calls between the two sides of the island.  More recently, a Forum of ten senior business people, headed by Mr. Dinos Lordos (Greek Cypriot) and Mr. Erdil Nami (Turkish Cypriot) was formed to encourage and support business interactions between the two communities.
Peace Platforms
In late 2002, two Peace Platforms were formed; the first, called “This Country is Ours” is a platform of 41 organizations located in the North. The second is a Greek Cypriot analog, "Support SOLUTION NOW - 40 NGOs already did".  This platform set up the first welcome kiosk at the checkpoint when the gates opened; in early 2003, it expanded to include more than 300 people.  The Turkish Cypriot platform has recently been expanded to include over 90 NGOs.  There is also an effort to create one common platform. The platforms operate on an ad-hoc basis to mobilize people whenever mass political pressure is required, and do not receive external funding.
New Challenges and Opportunities for Economic Development
Since 1974, economic activity between the two sides of this divided island has been practically non-existent.  In addition to the obstacles imposed by the political status quo, this can be attributed to: (i) the economic embargo imposed on Northern Cyprus by the U.N. and the EU; and (ii) Turkey’s non-recognition of the Republic of Cyprus and, as a consequence, the ports of the island.  Despite the economic aid provided by Turkey (U.S. $100-200 million annually), the economy of Northern Cyprus remains seriously depressed.  External studies have concluded that a peace settlement in Cyprus would have important economic benefits for all Cypriots, but most significantly for Turkish Cypriots. 
Robert Nathan Associates (a U.S-based consulting firm) prepared a detailed study of the Economic Future of Cyprus that examines the benefits of a peace settlement.  According to Nathan Associates, the economic growth that likely would accompany a settlement will have important implications and require a series of structural adjustments.  Such adjustments must take place on both sides as Cyprus harmonizes with the EU and as the Turkish Cypriot economy modernizes.  For example, investment and human capital would need to be shifted into more efficient sectors, and some companies would need to be upgraded to be able to compete within the EU and global markets.  At the same time, substantial EU financial resources and other forms of assistance are expected to flow into the Cypriot economy, creating new opportunities.
Unfortunately a political settlement has not been reached yet. However, some progress has been achieved: i) relatively free movement of business people across the border; and iii) the exchange of some goods and services as a result of the lifting of certain restrictions.
Following are two examples of new opportunities that are emerging to support cooperation between the Greek and Turkish Cypriot business communities.
1. Small & Medium Enterprises (SMEs)
Two new EU funded programs have recently been announced to encourage joint ventures between Turkish Cypriot and Greek Cypriot business people. The first one, the "Business Support Project" is managed locally by UNOPS and will provide funding for projects up to $30,000. The second will be managed through the Trade Unions and is expected to provide approximately U.S. $2.5 million (however, no specific guidelines have been announced yet).
2. Distance Education in Entrepreneurship
CNTI serves as the Research & Development Unit of Ekkotek Ltd., one of the first high-technology business incubators in Cyprus. Ekkotek is funded through an EUMEDIS grant for the promotion of innovation in Euro-Mediterranean countries. The management team of this project has agreed to extend its benefits and services to Turkish Cypriot business people, should the training modules be relevant to their needs. This can be done through: i) organizing seminars and workshops for young business leaders or aspiring entrepreneurs in the Turkish Cypriot community; ii) setting up a distance learning facility in the North (possibly at the Management Centre) where Turkish Cypriot entrepreneurs can tap into pre-existing training modules on business development.
Thus, recent political developments in Cyprus, in conjunction with these new EU and UN initiatives pose two critical challenges:
1. How to ensure that both Greek and Turkish Cypriots benefit from an eventual “peace dividend”; and
2. How to ensure that business people and their employees are equipped with the appropriate business, conflict resolution, mediation and negotiation skills to cooperate effectively and thus succeed in joint ventures. 
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II.  OUTCOMES OF HASNA’S YOUNG JOURNALISTS PROJECT
As part of the process of organizing the Young Journalists Project (June 2002-May 2003), HasNa sought to learn from similar programs that were organized by others in the past.  In 1995, the Fulbright Commission, in collaboration with the Senior Trainers Group, organized and funded a U.S.-based training program for about twenty young journalists from both communities in Cyprus. In 1996, the U.S. Embassy funded a one-day trip to Brussels for prominent chief editors from various Cypriot media organizations, where they received up-to-date information regarding EU regulations, challenges and opportunities in the field of journalism.  While both of these projects helped to form linkages and friendships between colleagues working across the Green Line, neither included any defined structures or follow-up activities to support continued interaction and collaboration among the journalists after their return to Cyprus. 
In the summer of 2002, HasNa, in cooperation with two Cypriot NGOs - CNTI and the Youth Centre, organized a training program for young journalists (five Greek Cypriots and five Turkish Cypriots).  HasNa provided funding to CNTI and the Youth Centre to manage components of the Young Journalists Project, including participant selection, logistics management in Cyprus and post-training follow-up activities. Participants spent two weeks in Washington learning and practicing effective communication skills, conflict resolution and modern journalism. The group made a commitment to continue to meet regularly once they returned to Cyprus, to form an electronic discussion group to support one another and to organize small bicommunal activities. HasNa provided funding for two project coordinators, one in the North and one in the South, for a period of nine months (through May 2003) to support the follow-up activities. During this period, the members of the group:
• Wrote and published articles describing how their HasNa training experience had changed their perceptions;
• Created a “friendly”, bicommunal network of contacts and cooperation;
• Launched the first, on-line bicommunal journal (www.hasnajournal.org)
• Helped organize the first HasNa Media Symposium in May 2003, bringing together senior journalists from the Greek Cypriot media for a provocative discussion of ethics and objectivity in journalism, and the role of the media in reconciliation.  A second Media Symposium is being planned for Turkish Cypriot journalists in fall 2003. 
Thus, the HasNa Young Journalists Project was specifically designed to put a more defined post-training structure in place than had earlier projects targeting journalists.  This follow-up phase was critical to sustaining the "transformation" of the participants and their regular interaction, evidenced by the regular bicommunal meetings, the publication of the HasNa journal, and a very active online discussion group. 
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III.  PROGRAM DESCRIPTION
This proposal focuses on areas identified by HasNa through a process of needs analysis and consultation, including: (i) project ideas that were the outcome of two meetings of a Senior Trainers Group ‘think tank’ in Cyprus; (ii) a visit to Cyprus by HasNa board member Chris Zachariadis in May 2003; (iii) a one week program development trip to Cyprus by HasNa’s Executive Director, Ms. Pat Scheid, in July 2003.  During this trip, Ms. Scheid met and brainstormed with NGOs and other senior peace builders, representatives from donor agencies (USAID, U.S. Embassy, UNOPS, Fullbright Commission), and the past participants of HasNa’s Young Journalists Project.  The focus was to define a program strategy, develop a proposal given current opportunities and challenges, and review project management infrastructure (planning, reporting, accountability, etc.) with an eye towards building capacity for this and future initiatives.  The program areas that HasNa has chosen to focus on are:
• Building the skills of journalists and the role of the media in the reconciliation process;
• Providing supportive services to Turkish Cypriot and Greek Cypriot joint business ventures to begin to build the foundations for a common future. 
• Training, team-building and the development of more strategic programs that will help to sustain the work of the next generation of NGO professionals and peace builders. 
This section of the proposal describes each project, key activities and outcomes for the first eight months (Phase 1) of project implementation.  The management structure and the approach that will be taken to evaluation are described in sections IV and V.  The management team, together with Technical Advisory Committees (TACs) composed of sector experts (ie. media, business development, NGO management, etc.), will be responsible for developing more detailed implementation plans, project management and reporting, coordinating with other relevant projects and networking to expand the reach, impact and visibility of HasNa’s programs in Cyprus. 
PROJECT ONE:  MEDIA DEVELOPMENT PROJECT
JUSTIFICATION
The media, as well as individual journalists, have a tremendous capacity to positively affect peace and reunification in Cyprus.  Because of its conviction that young professionals represent the future of Cyprus, HasNa is interested in continuing to build upon the success of its 2002 Young Journalists Project.  At the same time, HasNa’s discussions with senior peace builders and other donor agencies in Cyprus revealed that there is an urgent need for more strategic interventions that will enhance the practice of journalism and the role of the media in communicating events, people’s opinions and interpreting political and economic changes facing Cyprus. With the peace and reconciliation process moving into a more mature and critical phase, more transparency, publicity and open intervention is possible.
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GOALS AND OBJECTIVES
The goal of this project is to enhance the role and effectiveness of the Cypriot media in the reconciliation process by creating a critical mass of journalists and editors within Cyprus’s leading media organizations that understand the ethics and practices of a free and balanced media, and that have acquired new skills to advance the practice of journalism in Cyprus.
• Introduce more journalists to the concepts of peace-building and provide them with practical skills in non-violent problem-solving and conflict resolution that are relevant to their professional needs.
• Provide specialized, short-term training for Cypriot journalists and editors (for example: conflict reporting, computer assisted reporting, investigative reporting, the use of opinion data, etc.) to improve their professionalism and effectiveness.   
• Create a network of "friendly" journalists within leading media organizations and develop mechanisms and opportunities to use this network to increase opportunities for public understanding and discourse about critical issues related to bicommunal relations, peace and conflict resolution.
PROJECT DESCRIPTION
The HasNa Media Project will serve to sensitize young and senior journalists, editors and media organizations to the critical role the media plays in preparing Cypriots to live and work in harmony.  The key outcome will be that journalists are better equipped with attitudes and professional skills for less biased and more cutting-edge reporting that ultimately better serves the Cypriot people.  Project activities will combine professional and conflict resolution skills training, technical assistance, citizen participation/voice and special activities to improve the quality of journalism and people’s interface with the media.
Project activities will take the form of:
The Use of Opinion Polling Data:  Timely data gathering, analysis and dissemination of the public’s views about important/hot topics relevant to peace and reconciliation through the media.  Journalists will be given the opportunity to learn new skills in computer assisted research and other practices and technologies to ensure that opinion polling data is used responsibly.  Linkages with one or two leading American universities will be established for this purpose.  For example, HasNa already has worked with the University of Maryland’s School of Journalism for its Young Journalists Project, and the university has expressed an interest in continuing its involvement.
Investigative Reporting & Reporting on Special Topics:  Journalists, especially young journalists, will be given the opportunity to learn new skills in investigative reporting, conflict reporting and understanding and reporting on specialized topics (for example, health, business and economics, international affairs, etc.)
Media Symposia:  Building on the successful media symposium organized in May 2003, HasNa and collaborating Cypriot NGOs will launch a series of symposia that will be designed to engage journalists and editors in a process of reflection, planning and action around the role of the media in creating a better future for Cyprus.  Conflict resolution training that equips journalists and editors, who often find themselves at odds with one another, with practical skills for the workplace will be among the topics offered. 
Independent Online and Print Publishing: Internet communications and journalism have played a critical role in Cyprus by linking Greek Cypriot and Turkish Cypriot peace builders and making instantaneous and organized information and results of bicommunal activities and projects available.  Online and independent print publications have also served as alternatives to the mainstream media for neighborhoods and “virtual communities”.  The HasNa Journal, published in 2002, is one example, and its continued publication will be encouraged and promoted.  Under this activity, HasNa will also seek to offer small grants to provide seed money to young journalists, students or community groups to publish independent and online newspapers and journals.
Youth Essay Competitions:  To raise awareness about issues that will impact the future of Cypriot youth, and to develop critical thinking and writing skills, specific theme-oriented essay competitions will be organized.  The Youth Center and the Y2P Project, both of which have experience in organizing grassroots educational and cultural activities for youth, will take the lead.
Public Forums, Group Discussions and Promoting Media Literacy: Open forums and presentations will be organized in locations throughout the country on current and “hot issues” with the purpose of increasing public awareness, facilitating structured citizen dialogue and promoting media literacy.  Citizens will also be given opportunities to participate in conflict resolution training programs, facilitated by a core group of senior trainers, through these public forums. 
ACTIVITIES IN THE FIRST EIGHT MONTHS (PHASE 1)
• Organize a Media Symposium in North Nicosia analogous to the one organized in May 2003 in South Nicosia (October-November 2003).
• Form the Media Project Technical Advisory Committee (TAC) to include external expertise, an equal number of Turkish Cypriot and Greek Cypriot senior journalists/editors and at least one young professional from each community. 
• Plan a bicommunal conference (January 2004) to focus on the role, responsibilities and challenges of the Cyprus media towards achieving a long-lasting political settlement.  An outcome of the meeting will be to develop a common vision for the future of journalism in Cyprus and an Action Map to guide future bicommunal activities and joint projects. 
• Select topics, technical assistance providers and develop a detailed workplan for a series of 2-3 professional skills development and conflict resolution training workshops for journalists and editors (December 2003- January 2004). 
• �Select topics, locations and develop a detailed workplan for a series of 6-8 Public Forums to be implemented in 2004. (March 2004)
• Set up a review committee who will develop and disseminate guidelines for the small grants program for independent online and print newspapers and journals. (April 2004) 
• Launch the Youth Essay Competition. (May 2004)
PROJECT TWO:  NORTH-SOUTH ECONOMIC COOPERATION PROJECT
JUSTIFICATION
A study by Robert Nathan Associates, a U.S. consulting firm, identified four factors that will “profoundly influence the institutional framework for Cyprus’ post-settlement economy:  EU accession, the Annan Plan structures, financial assistance from the international donor community, and the ‘peace dividend’.”
Over the past four years, the Greek Cypriot economy, has made legal and policy reforms in the areas of banking, taxes, trade and market liberalization to align itself with the EU’s “acquis communautaire”.  On May 1, 2004, the Greek Cypriot economy will become part of an expanded EU market of over 400 million consumers.  EU entry will take place regardless of whether there is a settlement of the Cyprus problem, although the EU has expressed its preference for accession of a united Cyprus.
Evidence suggests that many in the Turkish Cypriot community agree.  However, because of the current state of affairs, the Turkish Cypriot economy has not even begun to analyze the reforms that will be required by the acquis communautaire, nor to set any of these reforms in motion.  Delaying a political settlement will only prolong the Turkish Cypriot community’s economic disadvantages.  A settlement is expected to generate sharply increased financial inflows, especially in infrastructure development, tourism, housing and other construction. 
The Turkish Cypriot economy is in a period of “severe stagnation”.  Its weak performance is attributed to three major factors: (i) a banking crisis in 2000; (ii) a 60% devaluation of the Turkish lira by Turkey in February 2001 that caused a massive decline in purchasing power for Turkish Cypriots; and (iii) growing uncertainty regarding a peace settlement, which has inhibited individual investment.  Most of the real growth in the Turkish Cypriot economy during the past several years has been in the services sector, especially transportation, communications, business and personal services.  One success story in terms of economic growth has been tertiary education.  With five universities serving 23,000 students from the Eastern Mediterranean and Middle East region, higher education has become a major foreign exchange earner for the Turkish Cypriot economy, although the quality of education provided through this system needs improvement.
Many believe that long-lasting peace will only be achieved in Cyprus when the economic difference between Turkish and Greek Cypriots is minimized. Both the UN and the EU are now making available, for the first time, funds for projects to encourage joint business ventures, especially business activities that will contribute to the economic development of the North. However, the supporting infrastructure for business people to effectively form such partnerships and to absorb and benefit from these new opportunities is still lacking. 
This project will deploy a team with experience in business development to actively work with potential joint business venture candidates, supporting them from beginning to end to apply, manage and benefit from such opportunities, and to ensure that they are equipped with the necessary skills to succeed.
GOALS AND OBJECTIVES
The goal of this project is to facilitate the creation of Turkish Cypriot and Greek Cypriot joint business ventures that are committed to integration and skills building of their workforce.  Where possible, the project will also attempt to increase the number and quality of employment opportunities in economically challenged, mixed neighborhoods.  The objectives include:
• Convene groups of entrepreneurs, especially young business people, to identify emerging opportunities and any legal, regulatory or other barriers to forming joint ventures, with a special emphasis on those businesses that will enhance economic development and job opportunities in Northern Cyprus.
• Provide business skills and conflict resolution training to business people and, where relevant, to their employees, to enhance productivity and increase the likelihood of success of these bicommunal business ventures.
• Provide information, advice and other support services to small micro-enterprises (SMEs) and young business people seeking to benefit from relevant European Union (EU) and UNOPS funding opportunities that are now becoming available for business development.
PROJECT DESCRIPTION
A Technical Advisory Committee (TAC) composed of senior business leaders and management experts from the Turkish Cypriot and the Greek Cypriot communities will be recruited, and together with the project management team, will be responsible for developing a marketing strategy and detailed workplan for the project.  Two types of companies will be targeted:  i) business people from the Turkish Cypriot and Greek Cypriot community who are considering or who have recently formed joint venture small and medium enterprises (SMEs); and ii) existing businesses and/or corporations who are seeking to start-up or expand their operations in Northern Cyprus.  Participating businesses must be able to demonstrate a commitment to economic cooperation and integration of their workforce, and be willing to allow their employees to participate in the HasNa training (combining training in technical/business skills and conflict resolution skills).  Participating businesses and corporations must also be willing to make at least a one year commitment to follow-up activities.
A Project Coordinator will be recruited by the management team who will be responsible for arranging and coordinating all project activities. 
These activities will include:
1. Plan a series of workshops that will bring together Turkish Cypriot and Greek Cypriot business people to provide information about the purpose of the project and the services that will be offered; identify potential business opportunities for joint ventures and barriers given the present economic environment; and create the means for ongoing networking among business people.
2. Complete a technical training needs assessment for joint venture SMEs (based on individual surveys, focus groups and feedback during the workshop series).  Get feedback and develop case examples of conflict situations in joint venture SMEs for use during the HasNa conflict resolution training. 
3. Market the HasNa training model to, initially, a small number of amenable corporations or businesses in Cyprus.  Working jointly with corporate management and human resource managers to identify technical training needs.  Get feedback and develop case examples of conflict situations that have or could be encountered in integrated corporations for use during the HasNa conflict resolution training. 
4. Plan a series of training workshops using the HasNa model that combine technical and conflict resolution skills training based on the results of the two types of needs assessments above.  Depending on their needs, the number of participating employees, etc. it may be necessary to organize separate training programs for SMEs (which may be trained in groups) versus larger businesses/corporations (which may be offered separate training programs designed specifically to meet the needs of their company). 
5. Provide consulting services to joint venture SMEs who wish to develop business plans and strategies for accessing external funding sources or venture capital. These services may be provided either through personalized consulting services already available from the Management Centre, or via Ekkotek’s entrepreneurship distance education training modules (funded by EUMEDIS), or through specialized group training sessions organized by the project team).
In addition, other project activities will take the form of:
6. Act as an information clearinghouse and create mechanisms to establish contacts and ongoing dialogue among business people from the two communities. 
7. Act as an advocacy group for the promotion and development of youth internships in the private sector and identify and support existing efforts towards that end.  In particular, identify opportunities for youth to have meaningful work experiences within small businesses and corporations that are conducting project-based activities in the area of innovation.
ACTIVITIES IN THE FIRST EIGHT MONTHS (PHASE 1)
An agreement will be put into place to collaborate with the Management Centre, situated in North Nicosia, which will provide its technical expertise, facilities and space for convening meetings and training programs, as well as access to its library of business resources.  The Project Coordinator will be co-located at the Management Centre and CNTI offices, but will spend the majority of his/her time at the Management Centre offices.  Other resource people/consultants in Cyprus with specialized expertise may also be identified for specific project activities (for example, to complete the SWOT analysis, training needs assessments, etc.). 
1. Identify members and convene the Economic Cooperation Technical Advisory Committee (TAC).  Recruit a qualified and dedicated Project Coordinator.  (October 2003)
2. Prepare an application to UNOPS and/or EU for funding. This will be used to complement the funding (ie. matching funds) provided by HasNa for this project. (October 2003)
3. Gather information to analyze strengths, weaknesses, opportunities and threats (SWOT analysis) faced by the SMEs in establishing joint ventures or pursuing economic cooperation across the border.  Write a white paper summarizing the findings of this SWOT analysis to present at the informational workshops. (November – December 2003) 
4. Organize the first in a series of informational workshops (to be convened by the Management Centre in North Nicosia).  Ten to fifteen participants from the young business leaders group will be invited, along with other business people from the Greek Cypriot and Turkish Cypriot communities (December 2003).
5. TAC and management team develop the marketing plan, targets and timeline for providing the HasNa training model to 3-5 large corporations or businesses in Cyprus.  (January-March 2004)
6. Complete technical training needs assessment for the first group of SMEs and collect case studies/situation descriptions for conflict resolution training.  (January – March 2004).
7. Implement HasNa training workshop for the first group of SMEs (April – May 2004).
�PROJECT THREE: IMPROVING THE CAPACITY OF CYPRIOT NGOS TO PLAN AND MANAGE BICOMMUNAL PROGRAMS
JUSTIFICATION
Over the past decade, numerous conflict resolution and related training workshop opportunities have enabled about 20,000 Greek and Turkish Cypriots to develop close and friendly interactions (about 10,000 participants from each community).  This may explain why so many thousands of people (especially in the North – where a relatively higher proportion of the population benefited from these training opportunities) have demonstrated such an impressive degree of maturity, responsibility, kindness and friendship towards their fellow Cypriots from the other side of the Green Line.  The experiences that Cypriots had during the first few days of the opening of the Gates will always be dominated by extraordinary memories of people embracing each other, handing over photographs and personal objects that they had saved for 30 years, and sincere expressions of caring human behavior.  Was this behavior simply an outburst of suppressed positive feelings among Cypriot compatriots, or the result of the initiatives of peace groups that prepared the ground for this day? 
Over the past decade, primarily because of many citizens’ desire to become actively part of a solution, and partly in response to the availability of grant funding to support bicommunal programs from donor agencies, NGOs in Cyprus have blossomed.  However, most do not have professional staff, relying on volunteer labor and the leadership of a small group of very committed senior peace builders and volunteer professionals.  While a handful have begun to diversify their sources of funds to include donations from local businesses or wealthy individuals, most rely on short-term small grants (usually one year) from UNOPS, the U.S. Embassy and the EU.  These grants typically cover basic project expenses with little operational support.  While this support has been critical, it has also led to a proliferation of short-term training projects (many of which lack any structures for follow-up) and other ad-hoc projects. 
Individually, these projects have been successful in advancing bicommunal relations; however, collectively they are most often neither sustained, or part of a longer-term strategy for integration and equitable development of the two communities on the island.  Often, just as a project has built momentum, the funding cycle comes to an end and key people (especially young professionals) must be let go. 
Given the change in climate over the past year, what is the responsibility of the peace movement now, and how will the work of the next generation of peace builders and others interested in reconciliation and cooperation be sustained?  The answer lies in whether the movement and its supporters in the donor community can create programs that are able to deal with issues of peace and reconciliation in more durable and efficient ways.  Only strong and well-managed NGOs will be able to respond effectively to the present and future challenges to peace, reconciliation and bicommunal cooperation in Cyprus.
First, well-organized NGOs that have proven their capability in project management and facilitation have the responsibility to deliver more applied conflict resolution courses and mediation services to a broader base of Cypriots.  To do so, it will be necessary to tie together the network of peace builders, senior trainers and young professionals that has already been created, and to ensure that these courses and services are accessible in several locations throughout the island. 
Second, it is necessary to build the capabilities of more NGOs, especially those in Northern Cyprus, and to support new structures that will create synergies between projects throughout the island.  Such synergies will promote more active learning from previous achievements as well as challenges and failures, and will also serve to evolve the next generation of bicommunal programs.  To achieve this, NGOs need operational support to enhance their project management and planning skills and infrastructure, to retain dedicated and well-qualified people, to learn and network and to launch new, innovative programs. 
GOALS AND OBJECTIVES
The goal of this project is to build upon and more effectively deploy existing Cypriot expertise and networks to begin to create a more lasting infrastructure for the development and management of the next generation of programs for peace, reconciliation and bicommunal cooperation in Cyprus. 
The project will:
• Provide seed capital to create an efficient and more permanent bicommunal structure with appropriate human and capital resources, that will: i) immediately serve to formalize critical strategic planning, project development, project management, evaluation and public relations functions; and ii) be positioned to evolve, in the near future, into Cyprus’s first truly national-level, bicommunal NGO.
• Foster planning and management skills development for people directly involved/employed in peace and reconciliation projects/initiatives, with a special emphasis on overcoming disparities that may exist between the North and South.
• Formalize a group of senior peace builders that will first be offered “refresher training”, and then commit to be available as Master Trainers to deliver courses in conflict resolution using the HasNa training approach (ie. combining professional/job skills development with conflict resolution training).
• Develop proposals and identify other sources of funding for the establishment of a national network of Conflict Resolution and Reconciliation Centers that can deliver training and mediation services as well as serve as a focal point for networking to large numbers of citizens, NGOs and business groups throughout Cyprus.
• Create synergies, facilitate interaction and promote the development of “collaborating networks” between various peace and reconciliation projects.
PROJECT DESCRIPTION
HasNa will break new ground by providing resources to deploy a bicommunal team of senior peace builders and young professionals that will not only manage individual projects, but also spend a portion of its time on linking key initiatives, people and resources at a critical stage in the reconciliation process.  This bicommunal team will also work on new project design, fundraising (ie. matching funds) and public relations – including raising awareness about HasNa and its programs.  These are critical functions that have often been neglected by Cypriot NGOs because of the lack of dedicated human resources. 
The project team will be equipped with the necessary personnel and tools to:
• Generate projects that are designed to reach a significant scale and that are more innovative and adapted to current needs and challenges.  This will include developing alternative projects or revising project strategies in response to different political or economic scenarios that may emerge in Cyprus in the next several months (ie. the outcomes of elections in Northern Cyprus and any changes in policy that may or may not result, peace settlement/no peace settlement, whether a unified Cyprus is able to join the EU or not, etc.), changes in social conditions, people’s attitudes, etc.
• Create a truly bicommunal working environment where well-qualified peace-builders (a mixed group of Turkish Cypriots and Greek Cypriots) will be working together on a daily basis, an excellent example of partnership, collaboration and solidarity.
• Orchestrate synergies and develop efficient networks with local and international organizations interested in peace and reconciliation in Cyprus.
Through their experiences working together, the staff will develop a common understanding of and approach to the issues at hand as well as a common vision.
ACTIVITIES IN THE FIRST EIGHT MONTHS (PHASE 1)
Following are the activities planned for project start-up:
Team building and joint planning sessions to create a culture of cooperation and innovation among the bicommunal management team, the Advisory Council, the TACs, Project Coordinators and other staff.  (October-November 2003)
Prepare a project proposal, to be submitted to UNOPS, the EU and/or other local agencies to put into place co-funding for the training workshops and the Conflict Resolution and Reconciliation Centers.  (October-November 2003)
Training needs assessment for project managers and young professionals in the NGO sector, especially Turkish Cypriot NGOs.  (December 2003 -February 2004)
Organize the first “refresher training” Master Trainers’ workshop to familiarize the Senior Trainers’ Group.  The refresher training is expected to include these topics: HasNa’s conflict resolution training model; facilitation and mediation skills; and resource materials that can be used in future training programs. (February-March 2004)
Plan and organize an NGO management skills development and conflict resolution training workshops for Turkish Cypriot NGOs (March – June 2004)
Assuming matching funds for the Conflict Resolution and Reconciliation Centers proposal is approved by UNOPS or the EU (#2 above), preparation of a needs analysis and workplan related to the roll-out of conflict resolution training workshops and the formation of the Conflict Resolution and Reconciliation Centers.  This will be done through a survey of peace builders, interviews with key stakeholders, citizen focus groups, etc.  (March-July 2004)
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IV.  MANAGEMENT PLAN
The management plan describes the ethics, the management structure and the roles and responsibilities that will govern the HasNa Reconciliation Now Program in Cyprus.
ETHIC OF BICOMMUNALITY
The proposed program aims to be fully bicommunal.  At the same time, it focuses on three very sensitive but key project areas – responsible media, bicommunal economic cooperation and capacity strengthening of the NGO sector in Cyprus (especially Turkish Cypriot NGOs).  All of these areas of intervention will require more intense interactions and deeper reconciliation processes. To put these ethics into practice, the following principles and practices will be adhered to by the project management team and Advisory Council:
♣ All activities will aim to increase interaction and meaningful cooperation between the Greek Cypriot and Turkish Cypriot communities.
♣ The project will be managed by a mixed group of Turkish and Greek Cypriots.
♣ Project personnel will be co-located in premises in both South and North Nicosia, and project management activities (planning meetings, training workshops, networking, research and information sharing, etc.) will also take place in both locations.  The broadest participation reaching different segments of Cypriot society will be sought for project activities, which are expected to take place not only in Nicosia, but also in locations throughout the country.
♣ An Advisory Council composed of equal numbers of Greek and Turkish Cypriots, as well as 2-3 international experts, will develop strategies, monitor the project’s overall achievement of goals and ensure accountability.  Qualified personnel from funding organizations or external experts will also be invited to monitor progress, review accountability mechanisms, and participate in evaluation processes from time to time.
♣ HasNa will, from time-to-time, assess the functioning and effectiveness of the bicommunal team, including the extent to which decision-making power is being shared equitably, resource allocation between the North and South is balanced according to the project’s stated goals and progress is being made in terms of strengthening the management capacity of Turkish Cypriot NGO managers and young professionals.
ADVISORY COUNCIL
The Advisory Council will be jointly selected by HasNa and the project management team, and will be composed of 3-5 Turkish Cypriot and 3-5 Greek Cypriot senior peace builders, business or community leaders. Members of the Advisory Council will be volunteer leaders and will not be members of the project management team or otherwise paid employees of CNTI, the Management Centre, the Youth Centre or other implementing partners.  In addition, HasNa will also appoint one member of the Advisory Council (possibly one of HasNa’s board members).  These people’s expertise will be enriched with 1-2 other international experts (e.g., distinguished personalities from the world of the media and business/entrepreneurship).  Members of the Advisory Council will be selected based on their reputation and demonstrated history of neutrality, integrity, wisdom, professional achievement and/or community leadership/volunteerism. 
In addition, Technical Advisory Committees (TACs) composed of people with expertise in a particular area (ie. journalism, media, economics, business development, civil society and non-profit management, public relations, conflict resolution and mediation, etc.) may be formed for each of the three projects.  The role of the TACs will be to provide technical advice and guidance, and to act as a sounding board and resource for the project management team and Project Coordinators.
PROJECT TEAM AND IMPLEMENTING PARTNERS
Dr. Yiannis Laouris, Director of CNTI, will be responsible for recruitment of all project personnel (ie. the management team and Project Coordinators), and will act as the Project Director.  A staffing plan, together with brief biographies of each team member, will be presented to HasNa within 60 days of project start-up.  The staffing plan shall include an organizational chart for the project team to include both CNTI personnel as well as personnel that will be assigned to the project team by other cooperating NGOs (ie. the Management Centre, the Youth Centre, etc.)   
The main offices for the project will be co-located at CNTI (South Nicosia) and the Management Centre (North Nicosia).  CNTI’s centrally located office, at 5 Promitheos Street, is well equipped with furniture, air-conditioning, computer equipment, fax, photocopier, printers, etc.  It also has extra computers and printers that will be available for use by new personnel, or possibly could be moved to different offices depending upon the project's needs.  The Management Centre in the North at Osma Pasa Ave. No.31/4 Kösklüçiftlik, Nicosia (just 500 meters from the Ledra Place Gate), also has excellent facilities, as well as space for meetings and training workshops.
Following is a brief description of the three NGOs that have made a commitment to participate as collaborators to-date.
The Youth Centre: The Youth Center, headed by Professor Huseyin Gursan, will continue to be the partner for all activities that serve as a continuation of HasNa’s Young Journalists project, as well as other youth-related activities.  The Youth Centre will assist in identifying and convening Turkish Cypriot journalists to serve on the Media Technical Advisory Committee (TAC).  These might include Sevgul Uludag from YeniDuzen, the editors of 1-2 newspapers and/or Aysu Basri (a participant in HasNa’s 2002 Young Journalists training who is now a senior journalist for Kibris-TV). The Youth Centre and CNTI already have experience as collaborators under the Youth Promoting Peace Project, so this joint work will further strengthen and build this existing partnership.
The Management Centre: Currently, one full-time member of CNTI is based at the Management Center in North Nicosia. A special agreement was reached (with the facilitation of UNOPS) between Dr. Bulent Kanol, UNOPS-funded Director of the Management Center, and Dr. Yiannis Laouris, Y2P’s Project Manager. Y2P contributes to the cost of rent and related expenses. Two part-time employees of the Tech For Peace Project also use the Management Center premises, paying some small fees for use of the facilities. This agreement will be extended, and new personnel and joint activities that take advantage of the expertise and excellent facilities available at the Center will be planned.
Business and Corporate Sector Contacts: The recently established Business Forum, headed by Mr. Lordos and Mr. Nami, as well as senior members of the Trade Union and other business people (e.g., Senior Trainers Dervis Besimler and Mustafa Dandalem, and the President of the Young Business Association Ozdil Nami) could be invited to be involved in the Economic Cooperation Project. A series of preliminary meetings and negotiations will be planned as part of the project start-up phase, and will serve to define a working structure for such a collaboration.
ACCOUNTABILITY
The Advisory Council will meet at least once every three months to provide the project management team with strategic guidance and feedback, review the projects’ progress and to get involved in outreach to key stakeholders, donor agencies and other officials, as needed.  The TACs will meet more frequently, especially during the project start-up phase, to provide technical advice, networking and ensure effective and efficient delivery of project activities and results. 
Dr. Yiannis Laouris, Project Director, will have overall responsibility for project delivery and accountability, including making arrangements for secure banking, project accounting and financial reporting.  Dr. Laouris will work closely with the Advisory Council and collaborating NGOs on all aspects of project management. CNTI will be responsible for coordinating and submitting all financial and progress reports to HasNa.  Detailed progress reports, including any proposed changes to the workplan or budget, will be submitted every six months.  Expenditure reports, including a summary of expenses and receipts or other documentation of payments made will be submitted quarterly.
The grant funds provided by HasNa will be released on a quarterly basis in accordance with the approved budget and workplans, and after progress and expenditure reports have been submitted and reviewed by HasNa.  Any expenditures for activities other than those described in this proposal, or in the workplans for each project, will be subject to prior approval by HasNa’s Executive Director. 
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�V.  EVALUATION
HasNa will work closely with the project management team and the TACs the during the start-up phase of the program to develop an evaluation plan for each of the three projects described in this proposal.  HasNa and the implementing partners may recruit external consultants or work with universities or other sources of expertise to provide technical assistance with evaluation of the outcomes and impacts of each of the three projects.  Evaluation methods will include a combination of quantitative and qualitative analysis and case studies.  Following is an illustrative list of indicators that will be used, which will be further refined during the project start-up phase.
1. Media Development Project
• # of journalists trained in conflict resolution skills, use of opinion data, investigative reporting, conflict reporting, etc.
• proportion of journalists trained who self-report improved skills in these areas.
• # and quality of articles written that exhibit the use of these advanced reporting skills
• # of journalists and editors that report improvements in their ability to negotiate differences and enhanced professional relationships; anecdotal stories of how conflict resolution/mediation skills were applied
• # of citizens participating in public discussion forums and media literacy workshops.
• Proportion of participating citizens (based on sampling) that are able to exhibit media literacy
• # of young journalists exposed to the HasNa training programs that attribute progress or advancement of their careers to the skills, networking, mentoring or other benefits that they acquired through the project
2. North-South Economic Cooperation Project
• # of joint business ventures (SMEs) formed as a result of the project activities
• # of new jobs created in Northern Cyprus as a result of these joint business ventures
• # of business owners & employees trained in conflict resolution skills
• case studies of successful, integrated SMEs
• proportion of business owners & employees (based on sampling) that report the ability to solve conflict and work effectively in an integrated workplace; anecdotal stories of how these skills made a difference in the workplace, family and community life
• # of large businesses/corporations participating in the HasNa training program; # of employees trained in conflict resolution skills; reports from supervisors on improvements in the work environment, employees’ job skills and problem-solving skills, and increased productivity
3. Civil Society Strengthening Project
• #  of Master Trainers in conflict resolution/mediation that are active in providing training to people throughout the island; results of a pre- and post-training “facilitators skills assessment”
• proportion of citizens trained (based on sampling) that report improved ability to manage conflict and mediate differences more effectively in their home, workplace and community; anecdotal stories and case studies of how this made a difference
• # of NGO professionals receiving skills development and conflict resolution training; results of a pre- and post-training skills assessment; # of NGO clients/donors reporting improved project management/services
• innovativeness, relevance, quality and scope of new bicommunal programs developed by participating NGOs
• assessment of skills development achieved and career advancement of young professionals in the NGO sector who participated in the program
• staff retention, effectiveness and quality of leadership of project management team
• the extent to which NGOs’ fundraising targets are met or exceeded
 
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ANNEX 1:  LOCAL COLLABORATING NGOS
Cyprus Neuroscience and Technology Institute (CNTI)
Dr. Yiannis Laouris, CNTI’s President, is one of the pioneers of the peace movement in Cyprus. His involvement began as one of the members of the Senior Trainers Groups in 1993.  Dr. Laouris has been continually involved in conceiving and managing numerous peace initiatives, largely on a voluntary basis, for the past decade.  Dr. Harry Anastasiou, who is a senior scientist associated with CNTI, is also one of the senior trainers and has played a major role in all phases of inception, design and implementation of peace activities. Dr. Anastasiou is currently teaching a Conflict Resolution course at Portland State University (Oregon).
Over the past several years, CNTI has served as a focal point and as an “incubator or think tank”; it is often the meeting place for senior peace builders, especially during times of crisis or challenges.  The CNTI team organized the first platform in the South and also the first mass demonstrations in favor of the Annan Plan.  CNTI has also served as a training ground for many young scientists who are involved in various peace projects. There are numerous examples of past CNTI employees and associates who now work for other Peace NGOs, Cypriot or European Organizations.
CNTI’s expertise in implementing and managing peace-building projects is evidenced by the support it received from various local and international funding agencies/organizations. Examples are: the U.S. Institute for Peace, USAID, International Word Affairs Organization, the TODA Institute, Foreign Affairs Office of Canada, various agencies of the European Union, UNDP/UNOPS and HasNa Inc. Two of the projects conceptualized and implemented by the CNTI team rank among those considered especially instrumental for peace building in Cyprus.  (Both projects have been funded twice by UNDP/UNOPS):
• The Technology for Peace Project / www.tech4peace.org provides the virtual infrastructure for all peace initiatives in Cyprus.
• The Youth Promoting Peace Project (www.y2p.org) has organized more bicommunal mass events than any other group in Cyprus.
In terms of the HasNa Young Journalists Project, CNTI, together with the Youth Centre, was instrumental in:
• Defining and setting up a transparent procedure for the selection of the candidates/young journalists that participated in the Hasna training program in Washington, DC.
• Coordinating all meetings and activities during the life cycle of the project.
• Providing the needed support for the organization and implementation of the project’s activities, which culminated with the successful organization of the Media Symposium/Conference (May 2003).
�The Youth Centre
The Youth Centre was established in 1986 with the aim of contributing to the survival of the folklore of Cyprus. Today it has more than 300 teenager members.  It is mainly supported by Mehmet Ali Talat's party.  It maintains theater, music and other groups. The Centre leads the celebration of the “1st June, World Children's Day” which was announced by the United Nations in 1988.  It also hosts the Second International Children and Peace Festival that is celebrated between May 27th and June 5th every year.  Moreover, it pioneered the organization of the United Nations-promoted "Day of World Youth and Students Week" around mid-October.  In parallel to these celebrations, the Youth Centre also organizes panel discussions on current issues of interest to youth.  The Youth Centre, located in North Nicosia, served as CNTI’s counterpart for the HasNa Young Journalists Project.
The Management Centre
The Management Centre was established through a grant from UNOPS to contribute to capacity building of the NGO sector in Cyprus.  The Management Centre is a fully resourced research and training center that provides management services to organizations in the public, private and non-profit sectors.  The activities of the Centre are three-fold: 
• Training services are conducted by the members of the Association and/or guest trainers depending on the area of interest and expertise, but are generally focused on enriching knowledge and skills in the field of management.  It offers training and other activities related to organizational development, organizational change and reengineering, strategic planning, accounting and reporting, marketing and public relations, feasibility studies and business plans.
• Consulting services are provided to organizations in search of professional advice in the field of management.
• Research activities determine the strengths, weaknesses, opportunitities and threats (SWOT analysis) faced by management teams of civil society, public and private organizations.  The results of any research are published and offered for the use of any interested parties.  In addition to its human resources and expertise, the Center houses a library with books, periodicals and internet facilities covering most areas of management, including topics that are relevant to the proposed project such as business development and entrepreneurship. 
The Management Centre, with a staff of four, is governed by a board of directors consisting of four prominent managers. The Executive Director, Dr. Bulent Kanol, is also an ex-officio member of the board.  It provides paid services to a number of NGOs that do not have office space or other facilities.  The Management Centre is sustained through membership fees (yearly membership fee is TL 100,000,000 i.e., $70) and service fees (for example, rental fees range from TL 12,000,000 to TL 100,000,000 per meeting or per month when long-term agreements are made).  More about the Centre can be accessed at its web site www.mancentre.org.


[[Category:HasNa Projects]]
[[Category:HasNa Projects]]
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