# data[].attributes.body
Different levels of involvement should be made explicit:
- full members
- silent partners
- rest of the network

SNACS are run on behalf of the network and of use for all. This transfer to the whole network needs to be worked on ie. catch'up, send pax, make use of the results, etc.

# data[].attributes.body
There are to many SNAC that were developed in to little time. Managing 15 SNAC in the same time is very challenging. An overall coordination, identifying the overlapping topics (eg. youth works is present in different SNACs from different angles) and having a coherent/similar/common approach.

# data[].attributes.headline
 SNACS could organise regular meetings to keep the momentum

# data[].attributes.subject
 SNACS could organise regular meetings to keep the momentum

# data[].attributes.body
Linking SNACs on the coordination level is important, even if it means an additional level.
If you run 15 SNACs, you have to a communication on it: this should be added to the network plan.

# data[].attributes.body
Working in a SNAC can also be motivating for staff otherwise working with projects. This increases the ownership.

# data[].attributes.body
to deliver something quickly concrete, is motivating and would lead to a different design.
If the aim of a SNAC is to develop one training and it is only for the partners involved it probably is not a SNAC but if you develop a model and work with that and other NAs are not involved are using it than is is a SNAC

# data[].attributes.body
Projects have very different speeds, some have strong ownerships
Cooperation platform can create more easily synergy.

# data[].attributes.headline
NAs should evaluate their participation and commitment

# data[].attributes.subject
NAs should evaluate their participation and commitment

# data[].attributes.body
If it is difficult to follow up the expected level of commitment, maybe it could be an alternative to step out of the SNAC (or pause).

However, this might have a negative impact on an agreed budget.

# data[].attributes.headline
New SNACs should be set up in a transparent way

# data[].attributes.subject
New SNACs should be set up in a transparent way

# data[].attributes.body
Too many SNACs and staff does not have the time

# data[].attributes.body
We need an overall impact assesement in order to understand better what is needed and how we can actually contribute, considerint also the limited human resources.

# data[].attributes.body
SNACs are complementary eg. EGL & Democracy reloading.
Each have there own identity but this differences are not always understood and clearly communicated.
Template for each SNAC would help.
Idea: put content on the website to make visible how NA is involved.

# data[].attributes.body
Is there a need for an extra level to coordinate? and to do some common things ie. templates to present things under the same roof/approach

# data[].attributes.body
>could be the main way to involve people
> a platform to show and communicate SNACs
> the coordinators of SNACs should have frequently coordination activities, also participating to TCA officers meeting

# data[].attributes.body
The SNACs started togheter and many started with mapping excercise also at the start of new programme and this is/was very challenging.

# data[].attributes.body
To do certain things togheter would be benificial, but this has its limitations.
There are different target groups and sometimes the same, these synergy need to be reflected upon.

# data[].attributes.body
There should be a direct link to the European youth strategy and have SMART-objectives. If the proposal for monitoring is applied, this should also be integrated in the work.

# data[].attributes.body
It needs to be clear to what you are committing to

# data[].attributes.headline
synergies: give platforms for SNAC members to exchange during TCA/NET meeting or during a seperate meeting

# data[].attributes.subject
synergies: give platforms for SNAC members to exchange during TCA/NET meeting or during a seperate meeting

# data[].attributes.headline
Outsource national coordination of SNACs

# data[].attributes.subject
Outsource national coordination of SNACs

# data[].attributes.body
Small NAs or NAs that don't have time/resources to follow up SNACs but have enough budget could consider hiring externals

# data[].attributes.body
Yes, there is a value in a joint approach. It would be good if it could cover all SNACs and also include evaluation.

# data[].attributes.headline
do we want a general streamlining of the structure of SNACs?

# data[].attributes.subject
do we want a general streamlining of the structure of SNACs?

# data[].attributes.body
SNACs vs SALTO
overlap between SNACs and SALTO workplan. There are intertwinned and their is a workplan.
Also more info is needed on the work of the SALTOs. More info is needed on their workplans, tasks, etc.
If there is a workplan for a SALTO is there a need for a SNAC next to this or should it be embedded in the work of the SALTO.
SNACs are extra and the ownership is different than for project carried by SALTOs

# data[].attributes.headline
"Translate" (transfer) the output of the SNACs into materials to support the Youth Policies at the national or local level

# data[].attributes.subject
"Translate" (transfer) the output of the SNACs into materials to support the Youth Policies at the national or local level

# data[].attributes.body
We agree!

# data[].attributes.body
Do not have unneccassry bureaucratic elements in it. Keep it light. ie. Lead NA makes contract with the other NA and not each WPs has their own contract with all the other NAs. (SNAC Digital)

# data[].attributes.body
all SNACs are youth work SNACs!

# data[].attributes.body
SNACs some are projects and will finish, not all have to continue.
Question: some need to be continued, how to go about this.

# data[].attributes.headline
 balance the structure of the different "models" of SNACs

# data[].attributes.subject
 balance the structure of the different "models" of SNACs

# data[].attributes.body
> Analyse and have clear address about the different "models" of Snacs (management, budget, communication, engagment strategy)
> in any case the staff of the national agencies should be more involved in the activities of the Snacs managed by the external coordinator

# data[].attributes.body
Before we say yes to the monitoring is to know what it is there for.
Elke's second approach is what we are looking for.
Mapping can be part of monitoring, monitoring also delivers transparancy during the process.

# data[].attributes.body
The whole management needs to be looked at by the heads. Monitoring really needs to happen and come with results during in order to adjust.

# data[].attributes.headline
Reflect on the concept of "coordinator" and the steering group of the SNACs

# data[].attributes.subject
Reflect on the concept of "coordinator" and the steering group of the SNACs

# data[].attributes.body
Coordinators should be not alone in leading the snacs.