Create topics or goals for meetings

Training Meetings across regions

-marketing

-HR

-volunteer mgmt

Could begin development online or at the GA

All partner to be aware in the conversations: Power relations might be especially at play between partners from the Global North and the Global South. Since there have been misunderstandings within ICYE what this means: Definition by Wikipedia: Global North and Global South - Wikipedia

- is the quota determined by the demand of young people, the management skills of NC´s, by something else – or by power?

- In quota talks partners need to explain why they have a certain quota – and why they have certain limits.

“until we agree on a common goal. we can never do away with power play since most of us are dependent on the European partners.”

“N/C especially the European partners shouldn't see their role as doing a favor to partners outside Europe. There has to be a common goal that is, expand our scope of operation, new program development, segmentation and targeted program or better still professional exchange. This is the only way we can strengthen the federations and its finances.”

“Across regions we may need to do more marketing of the projects in those regions also highlighting what opportunities are there in those regions i.e Latin America and Asia to also counter the stereotype that Europe is the only favorable region with opportunities for growth.”

This point is an important representation of power relations and power dynamics, and therefore should be addressed.

NC´s are put together in pairs and each pair must develop before the GA a little project (with partner from the Global North – or not). At the GA there is the project presentation (and partnered NC´s do have time to meet and deepen their project ideas). Projects can be big or small; the only rule is that they must be implemented before the GA 2025, and that a brief report must be sent to all NC´s, once the project is completed. 

Only 4/30 responding NCs had 100% annual financial turnover through ICYE program and partnership. One thirds had most of the annual financial turnover through ICYE and the rest (about 50%) had very little financial gain from ICYE program.

This means the dependency of an ICYE member on ICYE Federation (and other ICYE members) is different from one NC to another. And this might result in different levels of commitment from NCs towards the Federation as well as different levels of engagement in ICYE’s activities, programs and initiatives. This issue should be taken seriously because if it is not addressed, NCs that are totally dependent on the partnership with ICYE will be badly affected.

The following proposed actions attempt to further analyze and address this issue.

- To evaluate if and how exchanges within ICYE can be increased

- To ascertain the lower level of quota from the N/C’s: is it because of quality service, higher fees, programme variety?

Possible questions can be:

- what are the reasons for your cooperation with partners outside of ICYE Federation?

- would you like to increase the cooperation within ICYE? Please state an explanation for your answer.

- in your opinion, is this important or necessary to increase the cooperation within ICYE? If no, why? If yes, what should be done to increase the cooperation within ICYE?

- To enhance mutual understanding, build trust

- Jan: Indonesia, Kenya, Austria, and Costa Rica

- Feb: Nepal, Ghana, Finland, Ecuador

and so on…

The promoting materials will be prepared by respective NCs. All NCs will share the materials through their promotion channels at the same time (corresponding to the countries of the month) and share the same hashtag (#) on social media…

Objectives:
- To increase visibility of ICYE

- To increase understanding of each other’s program

- To increase cooperation between ICYE members.

- To increase and foster a stronger relationship between NC.

- To increase staff capacity

Some NCs have a National Assembly kind of structure with a national office as well as regional offices. Where this works, the decision-making process takes long since some decisions must be discussed and approved at all the levels. Whereas this does not affect the cooperation with other NCs or IO, the decision-making process has a bearing on timeliness.

It is also clear that working from home has also impacted on decision making processes of some NCs. In this set up, most decisions have been taken by staff while consultation with the board is sought where decisions have financial implications.

Regarding communication, email and social media (especially WhatsApp, form the most use form of communication between NCs and IO. However, poor communication has been identified as a general problem in the Federation.

In theory and practice, organizational structure has an impact on organizational communication.

Organizational structure determines the manner and extent to which roles, power and responsibilities are delegated, controlled and coordinated. It also shows how information flow between levels of the organization as well as outside the organization.

The Federation cannot address this issue unless they understand what kind of structural challenges each NC faces.

This can be done via an assessment tool.

The tool should cover both organizational hardware and software (hard and soft issues)

A WG can look at the guidelines and suggest improvement. 

This can arise from the engagement at the GA- Sharing best practices

A session during every GA will be a good platform for this.

(Cooperation outside ICYE) highlighted effort being put into other work online or involves funding.

The opportunity around Regional Cooperation and exchange has not been fully exploited.