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| |contract_number= | | |contract_number= |
| |funding_period=October 15, 2003 – April 15, 2005 | | |funding_period=October 15, 2003 – April 15, 2005 |
| |coordinator=[[Yiannis Laouris]]<br>[[Bulent Kanol]]<br>[[Reinhard Eckert]] | | |coordinator=[[Yiannis Laouris]]<br>[[Bulent Kanol]]<br>[[George Tziap[ouras]]<br>[[Reinhard Eckert]] |
| |funding_agency=[[United States Institute of Peace|USIP]] | | |funding_agency=[[United States Institute of Peace|USIP]] |
| |total_cost=$105,000 | | |total_cost=$105,150 |
| |partners=[[Management Centre]] | | |partners=[[Management Centre]] |
| |website=http://www.talkoftheisland.org | | |website=http://www.talkoftheisland.org |
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| Article 2. Personnel and Responsibilities | | Article 2. Personnel and Responsibilities |
| CNTI will be represented by Dr. Yiannis Laouris, president or George Tziapouras, project manager. HasNa will be represented by Patricia Scheid, executive director or Nevzer Stacey, president. | | CNTI will be represented by Dr. Yiannis Laouris, president or George Tziapouras, project manager. HasNa will be represented by Patricia Scheid, executive director or Nevzer Stacey, president. |
| 1. As the main point of contact in Cyprus, Dr. Laouris will be responsible for ensuring that the overall project goals, objectives and results are achieved, and that all reports are submitted in a timely manner.
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| 2. Dr. Laouris will recruit a project team and submit a staffing plan to HasNa no later than December 20, 2003. The project team will meet the criteria for bicommunality as described in the proposal, and will be co-located in Northern and Southern Cyprus.
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| 3. Dr. Laouris will be responsible for arranging the planning and coordination of all project activities with the other NGO partners identified herein, will provide overall oversight and direction to project staff and will arrange appropriate and transparent banking, accounting and financial management arrangements to ensure effective, efficient and responsible use of all project funds. | | 3. Dr. Laouris will be responsible for arranging the planning and coordination of all project activities with the other NGO partners identified herein, will provide overall oversight and direction to project staff and will arrange appropriate and transparent banking, accounting and financial management arrangements to ensure effective, efficient and responsible use of all project funds. |
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| 7. HasNa will be responsible for assisting in identifying and arranging technical assistance, consultants and/or training providers, as well as other resources for specialized professional training and skills building workshops for journalists and editors under the Media Development Project. | | 7. HasNa will be responsible for assisting in identifying and arranging technical assistance, consultants and/or training providers, as well as other resources for specialized professional training and skills building workshops for journalists and editors under the Media Development Project. |
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| 8. HasNa will be responsible for providing a facilitator for at least one Training of Trainers on conflict resolution and mediation.
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| 9. HasNa may also assist in arranging other technical support or specialized training, as mutually agreed by the two parties.
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| 10. The Parties agree to work jointly to develop evaluation indicators and an evaluation plan to assess the project’s progress and to evaluate impact. The evaluation plan will be developed no later than April 15, 2004. Ongoing monitoring of the program will be the responsibility of both Parties, and the Advisory Council.
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| 11. The Parties agree that regular and timely communications (in the form of emails and telephone conversations) will be critical to the success of the project.
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| HasNa Inc.
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| Washington, DC
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| September 30, 2003
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| �
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| EXECUTIVE SUMMARY
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| 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.
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| 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: | | 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: |
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| • media development and responsible journalism;
| | * Media development and responsible journalism; |
| • economic cooperation (ie. training and technical assistance to support joint business ventures); and
| | * 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.
| | * 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. |
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| 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. | | 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. |
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| | | ==Project background and justification== |
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| I. BACKGROUND
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| 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. | | 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. |
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| 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. | | 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. |
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| Overview of Turkish and Greek Cypriot NGO Peace Building Initiatives | | ===Overview of Turkish and Greek Cypriot NGO Peace Building Initiatives=== |
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| 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: | | 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: |
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| NGO Resource and Support Centers | | ===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. | | 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. |
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| Youth Projects | | ===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 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. |
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| 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. | | 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. |
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| Business Leaders | | ===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. | | 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. |
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| Peace Platforms | | ===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. | | 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. |
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| New Challenges and Opportunities for Economic Development | | ==New Challenges and Opportunities for Economic Development== |
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| 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. | | 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. |
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| II. OUTCOMES OF HASNA’S YOUNG JOURNALISTS PROJECT
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| 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.
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| 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:
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| • Wrote and published articles describing how their HasNa training experience had changed their perceptions;
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| • Created a “friendly”, bicommunal network of contacts and cooperation;
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| • Launched the first, on-line bicommunal journal (www.hasnajournal.org)
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| • 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.
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| 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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| 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) | | 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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| | ==Respecting bicommunality== |
| | The program aims was fully bicommunal. At the same time, it focused 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. |
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| IV. MANAGEMENT PLAN
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| The management plan describes the ethics, the management structure and the roles and responsibilities that will govern the HasNa Reconciliation Now Program in Cyprus.
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| ETHIC OF BICOMMUNALITY
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| 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:
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| ♣ All activities will aim to increase interaction and meaningful cooperation between the Greek Cypriot and Turkish Cypriot communities.
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| ♣ The project will be managed by a mixed group of Turkish and Greek Cypriots.
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| ♣ 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.
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| ♣ 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.
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| ♣ 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.
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| ADVISORY COUNCIL
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| 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.
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| 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.
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| PROJECT TEAM AND IMPLEMENTING PARTNERS
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| 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.)
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| 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.
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| Following is a brief description of the three NGOs that have made a commitment to participate as collaborators to-date.
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| 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.
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| 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.
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| 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.
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| ACCOUNTABILITY
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| 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.
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| 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.
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| 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
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| 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.
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| 1. Media Development Project
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| • # of journalists trained in conflict resolution skills, use of opinion data, investigative reporting, conflict reporting, etc.
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| • proportion of journalists trained who self-report improved skills in these areas.
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| • # and quality of articles written that exhibit the use of these advanced reporting skills
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| • # 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
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| • # of citizens participating in public discussion forums and media literacy workshops.
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| • Proportion of participating citizens (based on sampling) that are able to exhibit media literacy
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| • # 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
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| 2. North-South Economic Cooperation Project
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| • # of joint business ventures (SMEs) formed as a result of the project activities
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| • # of new jobs created in Northern Cyprus as a result of these joint business ventures
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| • # of business owners & employees trained in conflict resolution skills
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| • case studies of successful, integrated SMEs
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| • 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
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| • # 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
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| 3. Civil Society Strengthening Project
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| • # 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”
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| • 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
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| • # 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
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| • innovativeness, relevance, quality and scope of new bicommunal programs developed by participating NGOs
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| • assessment of skills development achieved and career advancement of young professionals in the NGO sector who participated in the program
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| • staff retention, effectiveness and quality of leadership of project management team
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| • the extent to which NGOs’ fundraising targets are met or exceeded
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| �
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| ANNEX 1: LOCAL COLLABORATING NGOS
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| Cyprus Neuroscience and Technology Institute (CNTI)
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| 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).
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| 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.
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| 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):
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| • The Technology for Peace Project / www.tech4peace.org provides the virtual infrastructure for all peace initiatives in Cyprus.
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| • The Youth Promoting Peace Project (www.y2p.org) has organized more bicommunal mass events than any other group in Cyprus.
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| In terms of the HasNa Young Journalists Project, CNTI, together with the Youth Centre, was instrumental in:
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| • 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.
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| • Coordinating all meetings and activities during the life cycle of the project.
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| • 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).
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| �The Youth Centre
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| 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.
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| The Management Centre
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| 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:
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| • 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.
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| • Consulting services are provided to organizations in search of professional advice in the field of management.
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| • 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.
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| 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.
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| [[Category:HasNa Projects]] | | [[Category:HasNa Projects]] |
