3-year strategic development plan

STRATEGIC DEVELOPMENT PLAN 2007-09

1. BACKGROUND

The present Strategic Development Plan (SDP) for FK Norway for the period 2007-2009 is based on input from a number of parties:

Strategy

Above all, the SDP is an operationalisation of FK Norway’s strategy for the period 2007-2011. This strategy, adopted by the Board on 8 February and now lodged with the Ministry of Foreign Affairs (MFA) for final approval, has been set out in 12 concise sections, and at an overarching level. In the SDP, the general strategic principles are to be translated into operational guidelines and concrete measures with associated budgets. The SDP does not replace annual plans and budgets, but lays down clear policies for them, subject to the annual MFA Letter of Instruction and other preconditions.

Evaluation

The SDP takes into account the large-scale evaluation of FK Norway that was performed in 2006, and the conclusions drawn by FK Norway regarding follow-up. Many of the proposals resulting from the evaluation are constructive and concrete measures. Other conclusions from the evaluation will conflict with other considerations FK Norway seeks to cater for. The SDP incorporates those measures from the evaluation which FK Norway wishes to implement. A 3-year planning perspective is in itself one of the recommendations resulting from the evaluation.

Political interests

The politicians prescribe FK Norway’s targets and activities through Statutes and through MFA’s annual Letter of Instruction and departmental management meetings. While the Statutes constitute the principal premise for formulation of the strategy, the Letter of Instruction and departmental management meetings provide more specific directives for ongoing planning. The SDP aims to express the politicians’ premises in the form of executive guidelines and measures. The intention is for FK Norway to serve as an instrument for implementing prevailing development policy.

Staff and Board

FK Norway’s staff and Board have also provided input for the SDP. While the Board concentrates on procedural principles and guidelines, staff possess special insights and experience from daily operations in the organisation. Continuous acquisition of experience and organisational learning constitute a key premise for the SDP.

Partners and participants

Partners and participants have also provided input for the SDP. This occurs to some extent via formal channels such as the Advisory Council Meeting and the Board’s advisory group, but to an even greater extent through continuous contact with and feedback to/from staff. This contact is invaluable for the formulation of both strategies and development plans.

2. ASSUMPTIONS

Amendments to the Statutes

The SDP is conditional on MFA approval of 3 proposals for amendment of the FK Norway’s Statutes which will be put forward in the first quarter of 2007:

§ Phase-out of the FK Senior programme line and the introduction of an adult programme subject to no age limit, but where nevertheless only 10% of all participants should be over the age of 35

§ Explicit affirmation that South-South programmes do not have to involve a North link

§ Explicitly affirm that recruitment can be performed externally to the partner organisation

Expansion

The SDP is conditional on FK Norway being allowed the opportunity to expand over the period in question, in terms of the number of partners, participants and events in the North and South.

The desirability of expansion can be justified on several grounds:

§ the Evaluation indicates that FK Norway is administrating an efficient and economical development concept

§ FK collaboration provides vital knowledge and development impetus in both the South and in Norway, and demand is high

§ there are a large number of stakeholders with valuable ideas and project proposals which have so far not been accommodated

§ efficient networking and endorsement of the Millennium Goals in Norway and in the South are conditional on a considerably higher number of participants than at present

§ the objective of changing attitudes in Norway to North-South issues is conditional on new actors/partners signing collaboration agreements with FK Norway.

From the perspective of the MFA and politicians, this expansion must be signalled primarily in the form of increased annual budgets. All elements of the SDP are based on the assumption of a budget level of NOK 200 million in 2008 and NOK 230 million in 2009. Other budget levels would entail full or partial revision of the SDP.

FK-Norway – a multidimensional instrument

The SDP is based on recognition of FK Norway as a multidimensional development instrument in the South and the North, as laid down in the strategy. FK Norway is instrumental in …:

§ building capacity in institutions

§ increasing understanding between different individuals, institutions and nations, building bridges and promoting peace

§ promoting global networking and increased strategic cooperation between institutions and individuals

§ overseeing management training and individual competence building in order to promote willingness of change for a more just world

The choices made both within the strategy and SDP are thus directed not only at traditional capacity building, but equally to the other key result areas. This makes FK Norway a highly differentiated and unique development instrument.

3. PROGRAMME VOLUME AND COMPOSITION

Expansion targets

In order for FK Norway to become an effective network both in Norway and the South, the annual number of active partners and new participants will be increased from approx. 140 partnerships/460 partners/530 participants to approx. 170 partnerships/530 partners/750 participants during the plan period.

Programme line proposition

FK Senior will be wound up as a dedicated programme line over the course of 2007, and an adult programme with no age limit will be offered, but still so that no more than 10% of all FK participants are over the age of 35. FK Norway will therefore be offering 3 programme lines: FK North-South, FK South-South and FK Youth.

Distribution between programme lines

Assuming a budget of NOK 200 million in 2008 and NOK 230 million in 2009, the following targets are set for distribution of the funds between the programme lines:

	Budget 2007	Budget 2008	Budget 2009
FK North-South + Senior	57%	53%	50%
FK South-South	23%	25%	28%
FK Youth	20%	22%	22%

World regions

The current distribution by world regions will be maintained, with Latin America being primarily a region for the FK Youth programme. FK South-South is as a rule not offered in Latin America. There will be the opportunity for FK North-South with the partner countries of Nicaragua and Guatemala, and/or countries prioritised as the need arises within Norwegian development policy.

Cooperation countries

Of new partnerships within FK North-South that are approved within the plan period, there shall be a further concentration to Norway’s 25 official cooperation countries.

LDC requirement

The LDC requirement of 50% measured according to the current definition must be observed for each programme line and for the programme as a whole.

Geographical distribution in Norway

FK Norway’s partnerships and participants shall contribute to instilling international commitment and backing for the Millennium Development Goals nationwide in Norway. A specific aim is to avoid Oslo dominance and to achieve partnerships and participants in cities, towns and provincial municipalities in all counties.

Priority sectors

One of the aims of the strategy is to strengthen the commitment to commercial development in the South, in other words, to increase the proportion of private-sector partnerships and participants during the plan period. This will apply particularly to FK North-South and South-South. The object is (partnerships):

	Results 2006	Target 2009
Civil society	47%	45%
Public sector	41%	35%
Private sector	12%	20%

Priority areas

The MFA Letters of Instruction allow FK Norway to be a political tool within the traditional priority areas of Norwegian development assistance: education, good governance, commercial development/agriculture, health/HIV/AIDS sustainable development and peace building. However, it is not a requirement for FK Norway to be active in all these areas – on the contrary, the organisation is requested to narrow its focus and make the most of its relative advantages.

Against the background of the prevailing political focus, for the period 2007-09, FK Norway will be prioritising partnerships within the areas of women/equal opportunities, environment/sustainable development, peace/conflict resolution, commercial development and good governance. Out of the increase in partnerships in the North-South and South-South programme lines, 75% must be within these areas.

Innovation

The strategy stipulates that 20% of the programme portfolio must be unconventional, experimental and innovative in respect of theme/occupation, target groups, geography and/or country, and for all three programme lines. As many partnerships as possible should be characterized by innovation and entrepreneurship.

Programme duration

The partnerships will be followed up both in respect of goal-attainment and other criteria.

Some partnerships will attain their goals within just 2-3 exchange rounds, while others will wish to carry on beyond this number. If a partnership applies for an extension beyond 5 years or 5 exchange rounds, this may be granted only if either

§ the goals have significantly changed so that the partnership enters an entirely new phase

§ a phasing out-strategy has been decided, in which sustainability in the south has been given priority

§ the partnership activity is continuous in nature, as f. ex. in several of the FK-youth programs

Number of partners and participants

As a rule, the partnership should have one coordinating agreement partner per country. Only in exceptional cases should there be more than 6-7 partners in a partnership, and rotating new countries/parties in and out of an established partnership should likewise be the exception rather than the rule.

As rule, all partners must send out and receive participants.

The normal exchange period for FK North-South and FK South-South should continue to be 10-14 months, including the preparatory course and 1 month of follow-up activities. For FK Youth the period is 3-9 months + 2 months’ follow-up activities, respectively.

No upper or lower limit is set for the number of participants per partnership or exchange round, which means that the number should be determined by factors such as goal attainment capacity.

Grant level

The grant level will be maintained for the period and adjusted objectively according to the rate of inflation.

Programme principle

FK Norway’s programmes will continue to be offered as an application-based scheme requiring the conclusion of a partnership agreement, collaboration agreement and participant agreement. The planning process and agreement documents must reflect FK Norway’s multidimensionality. Each partnership has formal and actual responsibility for participants during the exchange period.

4. PROGRAMME AREA SPECIFICS

PRIORITY AREAS:

(These thematic areas are prioritised for FK Norway through any increases in the budget for programme purposes for 2008-2009)

Environment and sustainable development

The environment is a main focus area for the government in office. Over the past year there has been mounting public awareness of environmental issues related to global climate and CO2 emissions.

High-level expertise on the environment and sustainable development exists at a number of Norwegian institutions, both within the public/semi-public sector and in civil society. At the start of 2007, approx. 9% of all FK Norway partnerships were within this area, and there is good potential for increasing this percentage.

It is assumed that new partnerships will be especially suited to FK North-South, possibly with a South-South component as a three-way project. While environment and climate partnerships will be able to direct their focus at the consequences of strong growth in China and other Asian countries, partnerships involving f. ex. combat of desertification will be particularly pertinent in relation to Africa.

Women and equal opportunities

Women and equal opportunities is another main focus area for the government in office. An action plan was launched by the government on 8 March 2007. The government attaches importance to women’s political and financial participation, women’s health and preventing violence against women. The gender perspective must be given prominence in all development cooperation.

At the start of 2007 FK Norway had no partnerships devoted exclusively to women and equal opportunities as a separate topic. Nonetheless, this is a recurrent topic in a number of partnerships engaged in health, education, commercial development, children and young people and other areas.

There is generally good expertise in women’s rights and equal opportunities at a number of centres in Norway. It is assumed that new partnerships with a more specific focus on equal opportunities will be appropriate within FK North-South and FK South-South. Partnerships would be conceivable within the public sector and civil society, and could be geared to both Africa and Asia.

Peace and conflict resolution

”Norway as a peace nation” is a high priority area for the Ministry of Foreign Affairs. Large subsidies now accompany political initiatives in countries such as Afghanistan, Palestine and Sudan, while the main partner countries have been given relatively lower priority.

In the FK Norway context, working in countries with weak governments, weak organisations and above-average security risks for participants poses extraordinary challenges. It is therefore especially important for this programme area to ascertain the partners’ capacity and the security situation in each country concerned.

At the start of 2007, approx. 6% of all FK Norway partnerships were committed to themes of peace and conflict resolution, and almost all of them were in FK South-South. The other programme lines may also be used. For example, a number of relevant and competent research centres in Norway and in the South, and reciprocal capacity building would be an argument in favour of FK North-South. On the other hand, in this type of situation, FK collaboration will embody strong and important elements of bridge building and friendship and would thus also be suitable for FK Youth.

Commercial development and agriculture

NIS (Forum for Trade and Industry in the South) denotes a strategy for coordinating public sector initiatives and promoting Norwegian investments in trade and industry in the South. In this, FK Norway attempts to be an actor along with Norfund (Norwegian Investment Fund for Developing Countries), Norad (the Norwegian Agency for Development Cooperation), Innovation Norway, GIEK (The Norwegian Guarantee Institute for Export Credits) and others. FK Norway’s target group comprises small and medium-sized enterprises, both technology companies and manufacturing companies.

At the start of 2007, some 16% of all FK Norway partnerships were in commercial development and agriculture. Nearly all of these are FK North-South and within the private sector.

It is assumed that this will also apply to new partnerships. In terms of countries/continents, on the basis of a general risk assessment, there is a higher threshold for Norwegian companies to invest in Africa than in Asia. Commercial development is an appropriate area, both for increasing FK work between Norway and Asia and also for achieving the aim of a good regional spread in Norway.

Good governance, media, human rights and corruption

This is also an area which the Ministry of Foreign Affairs is giving very high priority. Over time, increasing demands (to fight corruption, hold free elections, respect human rights, etc.) have been placed on the recipient countries as conditions for development assistance. Projects which support these countries’ abilities to meet these demands are therefore very relevant. FK Norway has a seat in the expert group on the MFA’s follow-up of the UN Convention against Corruption.

At the start of 2007, some 12% of all FK Norway partnerships embodied topics of good governance, media, human rights and corruption. The sector is dominated by media partnerships within FK South-South and by organisations within civil society. The potential for growth is substantial. For new partnerships, special emphasis will be given to FK North-South and growth within the public sector. All world regions are potentially relevant here.

OTHER AREAS:

(It will be important for FK Norway to maintain these topics in the portfolio, but not prioritise them in case of any increase in the budget for programme purposes in 2008-2009)

Education

After having had a very major focus on development assistance for the last decade, education is not a top priority of the present Minister of International Development. However, this domain is firmly established in the Millennium Development Goals and in the Government’s action plan, ”Utdanning - jobb nr. 1” [Education - job no. 1], especially primary and lower secondary education for girls.

At the start of 2007, around 16% of FK Norway’s partnerships are within education, including cooperation between primary/secondary schools and at college/university level as well as research. The FK North-South and FK Youth programme lines are dominant, especially in relation to Africa. Education is primarily a domain for the public/semi-public sector. Any new partnerships should also follow these lines.

Health and HIV/AIDS

While health was formerly a major area of development assistance, it has gradually acquired relatively less significance. However, the Government is following up on special health initiatives, such as the GAVI immunisation programme and an action plan for working on a global initiative for health and foreign policy. Action on health is also firmly established in the Millennium Development Goals. Along with the MFA and Norad, FK Norway is involved in initiatives to target health cooperation, such as the French ESTHER network.

At the start of 2007, some 16% of all FK Norway partnerships were within the field of health. FK North-South and FK Senior dominate and Tanzania is the principal country in the South. There has always been great interest in FK among Norwegian health institutions. It may be appropriate to link any new partnerships to MFA/Norad initiatives. From FK’s perspective, Africa will be the prioritised continent.

Culture and sport

The Government’s action plan for cultural and sports cooperation with the South was launched in June 2005.

At the start of 2007, some 12% of all FK Norway partnerships were within culture and sport. Because sport and culture are international in nature and hence easy to understand across national and cultural boundaries, they have proved to be highly suitable foci for exchanges. The majority of the partnerships are within FK Youth, sort under the civil sector and favour Africa. There is also cooperation between cultural institutions within FK North-South. Any new partnerships should also follow these lines - there should be potential for growth here in FK Youth in particular. Culture and sport are fields especially suitable for recruiting partners in the Norwegian regions, and for engaging the participants after coming home.

Children and young people

The Government’s action plan was published in 2005 and focuses on vulnerable and deprived children.

At the start of 2007, some 5% of all partnerships were in the field of children and young people. There are many similarities with sport and culture in the previous section. FK Youth is particularly well-represented, but also FK South-South and FK North-South to some extent. The partnerships are predominantly with the civil sector. Any new partnerships should also follow these lines - and growth within FK Youth should be possible. Children and young people are fields especially suitable for recruiting partners in the Norwegian regions.

Local authority cooperation

There are no special development policy guidelines for cooperation between local authorities, but the Norwegian Association of Local and Regional Authorities and Norad are actors in the field and FK Norway cooperates with them as well as with Friendship North/South.

The development of a local authority network is a strategic commitment for FK Norway and many authorities are currently partners in FK projects covering a broad range of municipal activities and topics, including health, education, the environment, children and youth. We are talking here about partnerships within FK North-South and FK Youth and within the public sector. Any new partnerships should also follow these lines. Local authority cooperation may contribute to a good regional spread in Norway.

The municipalities are important cooperation partners in terms of North-South information and for engaging the whole nation in North-South issues. In the South it is a goal to promote decentralization within the municipality sector.

4. PARTNERS

Relationship to the partners

The partnerships will continue to serve as the administrative and technical supports for the exchange of participants. The FK concept depends on the individual partners perceiving sufficient self-interest in sending out and receiving participants and achieving their objectives for the exchange. FK Norway must therefore follow-up the partners actively.

It is also in the partners’ interest that FK Norway strengthens both the preparation of participants and their follow-up activities. In addition, the partners must be brought together in fora that offer them added value in terms of global networking, strategic impetus, leadership training, etc. Sound partner guidance and experience exchange between partners are also important.

Gold Partner

For partners in the South, the honorary designation of "Gold Partner" is being introduced. This can be awarded to large-scale, well-founded partners who have carried out competent and well-functioning exchanges of participants for at least 3 years. They may also have played a role in national networking activities, whether through the practical organisation of meetings, course and/or conferences, through following up current and former participants in the country, through guiding other partners or by acting as a host partner for network coordinators. They may also have been implementing particular innovations. Some 15 such awards are planned for 2007-2009.

On-going programmes

Some FK programmes have no natural conclusion in the sense of institutional goals in the partnership being definitively achieved.

There may, for example, be FK Youth programmes whose aim is on-going informational work or leadership training and where the exchange in itself does not bring the partners closer to a final goal. In these cases, FK Norway will assess continued support on the basis of quality of their ongoing performance, not on the absolute achievement of institutional goals.

Phases I and II

Other partnerships often start up with a specific competence objective for the exchanges. Two different outcomes are possible:

The partnership achieves its original objective and the exchanges and FK cooperation reach their natural conclusion after, say, 2-3 rounds (phase I).

Or: After a few rounds of exchanges, the value creation in the exchanges will have shifted from residing in the transfer of technical expertise into impetus for organisational development, networking and strategy (phase II).

Where appropriate, FK Norway will support partners towards phase II, which serves to make FK Norway a multi-dimensional organisation.

Phase-out

Phase-out after a certain number of years and exchanges will be the general rule for partners, both in the North and the South, for all programme lines, following both phase I and phase II. An assessment will normally be made after 5 years/5 exchange rounds. The exception will be partners with whom FK Norway wants to establish a more long-term relationship.

FK Norway might also aim to achieve longer-term relationships with individual Norwegian key partners and with FK Youth partners who have rolling programmes.

Support for future development

FK Norway may support special development initiatives at the partners’ as a step in a phase-out strategy. The purpose of this support would be to reinforce the outcomes of the exchanges and ensure long-term strategic development and financing of the partners. Such initiatives might be local consultancy support, training activities, course and workshops. Alternatively, interaction and networking in the partnership going forward after the exchange may also be supported.

Phased-out partners

Partners who have been phased out may remain in FK Norway’s external network if they wish to. They can then be invited to events such as Bringing People Together and the North-South Forum (Oslo City Hall) in Norway and the national network meetings and conferences in the South. They will be able to take part in FK Norway’s online forum, FK World.

They will not however be part of FK Norway’s internal networks, i.e. partners and participants in active on-going exchanges, and their associated agendas and meetings. Nonetheless they can ideally be retained here as contracted consultants and resources.

Monitoring

In addition to follow-up, support and supervisory functions, FK Norway’s monitoring activities are also an important factor vis-à-vis the partners.

Monitoring activities are intended to make the partnership better able to achieve its goals. The partnership should be made to feel well looked-after and motivated to continue its exchanges.

FK Norway’s approach to monitoring will be based on the partnership as an entity. Resources permitting, FK staff will participate in planning and partner meetings where both primary and secondary partners are present. Measures for building skills among the partners will be linked primarily to such joint fora.

Equality in the partnership will be given visibility by FK Norway encouraging and arranging for North-South rotation of the primary partner function.

Target for number of active partnerships

(with target for primary partners in the South in parentheses)

	Status 2006 (31/12)	Target 2009
FK North-South + Senior	90 (0)	105 (10)
FK South-South	25 (25)	35 (35)
FK Youth	25 (0)	30 (0)

Target for replacement

The target for replacement of the partnership numbers is 20% per annum for FK North-South, while for FK South-South and FK Youth the target is 10%.

5. PARTICIPANTS

Relationship with participants

Productive and satisfied participants are key to the FK concept. The participants are bearers of knowledge between the home partner and the host partner and they create value for the partners. FK Norway’s overarching goals and the partnerships’ objectives can only be achieved through successful exchanges of participants. Participants also have huge potential as social actors at local and national levels after the exchange, inspired and enriched by the impetus their FK posting has given them. FK Norway must therefore invest in and enhance relationships with participants to maximise potential benefits before and after the exchange.

Recruitment

FK Norway will provide general guidelines for the recruitment of participants, but responsibility for recruitment always rests with the partnership. Recruitment must not be carried out before the collaboration agreement has been signed. Participants must not be simultaneously be representatives of the partners and it is advised against potential participants being driving forces for signing partner agreements. FK Norway will make the partnership aware of the benefits and drawbacks of internal and external recruitment, but both types are fully acceptable. The crucial aspect is the apparent value the partners can bring to the partnership.

Expansion

FK Norway’s target for expansion is reflected in the annual number of participants completing a preparatory course and travelling out on an FK exchange. The targets are:

	2006	2007	2008	2009
Norway (FK North-South)	160	170	190	210
Norway (FK Youth)	230	250	280	320
Norway (FK Senior)	25	0	0	0
Africa (FK South-South)	80	90	120	140
Asia (FK South-South)	35	55	85	110
TOTAL	530	565	675	780

Gender balance

FK Norway will ensure an equal share of men and women in the programmes. Equal share in this context means as close to 50% each as possible and a divergence of more than 60/40% in either direction will be countered by special measures. This rule shall apply statistically on an annual basis for the following categories of participants:

- all participants as a whole

- Norwegian participants travelling to the South under FK Youth

- Norwegian participants travelling to the South under FK North-South

- South participants travelling to Norway

- South participants travelling to other countries in the South

Age policy

FK Norway will be a youth-oriented organisation. The age norm for FK Youth will be 18-25 years and for FK North-South and FK South-South it will be 22-35 years. However, up to 10% of participants can be older than 35, with no upper age limit. FK Senior is being phased out in 2007 as current partnerships are concluded, and there will be no special conditions for senior FK participants such as split postings, higher remuneration, shorter preparatory courses and so forth.

Roles perception

The legal aspects (job description and employment conditions) of the participant’s FK period are regulated in the participant agreement signed with the partner. FK Norway will make participants aware of the partners’ general responsibilities as employers and of the fact that FK Norway interacts with the partnership through the primary partner. From a legal point of view, FK Norway therefore only has an indirect relationship with participants while they are on exchange. FK Norway’s role is to support, supervise and enable the partnership to take good care of the participants. FK Norway will be following up more actively the design and implementation of the partners’ participant agreements.

Preparations

FK Norway organises preparatory courses for participants in FK North-South and FK-Youth programmes using their own course leaders and a combination of their own and hired technical experts. In the South, the courses are organised partly by professional course providers, partly by their own partners.

In Norway, the preparatory courses in the plan period will be centralised in a single course location in the Østland region. In Africa, there are 3 course locations and this number is expected to grow, while in Asia there will only be one new course location, in India. The courses will continue to be for a duration of between 2 and 3 weeks and include the same core modules (with the exception of FK-youth, in which case FK provides one-week courses).

FK Norway will intensify the follow-up of participant preparation, through courses but also through building partner skills in planning meetings and partner meetings where the entire partnership is represented, and through arranging better experience exchange between partners.

On the basis of the preparatory course, FK Norway will be able to give the partners feedback on the participants’ apparent suitability for FK postings.

Courses planned

	2006	2007	2008	2009
Norway (FK North-South)	5	6	7	8
Norway (FK Youth)	9	9	11	13
Norway (FK Senior)	4	0	0	0
Africa (FK South-South)	3	3	4	5
Asia (FK South-South)	2	2	3	4

Homecoming

FK Norway will continue to organise 1-3 day seminars in connection with the homecoming of all participants in FK North-South and FK South-South exchanges and their partners. The seminars will facilitate a round up on the exchange posting, and problems relating to homecoming, and will act as inspiration for further commitment and activities, e.g. relating to alumni or FK networks.

Participant meetings

FK Norway will actively stimulate participants to meet in different fora to exchange ideas, share interests, initiate activities and gain inspiration. FK World, ‘Bringing People Together’, network meetings, conferences and alumni associations are all arenas where participants can play a role.

6. COMMUNICATION AND NETWORKS

Participants as channels of communication

In FK Norway’s view, personal communication has significantly greater potential for making an impact in the media than dry facts, analyses and reports alone. FK Norway will therefore place the participant in the centre as a channel of communication. The potential for good pictures and stories about participants is great and there is particular demand from the local media in Norway. FK Norway will use these "good-news stories" from the participants in its communication. Participant no. 5,000 will travel out towards the end of the plan period and this will be used as part of a campaign.

The South perspective

The South perspective will be developed as FK Norway’s prime trademark. The fundamental position must be that development in the South and the North is best promoted through collaboration between equal parties. FK Norway will actively oppose the view that Norway knows better than the countries in the South and is thereby justified in assuming the role of expert. FK Norway will argue in favour of institutional cooperation, business collaboration and the like replacing traditional forms of aid that is donated subject to conditions.

It must be publicised that FK Norway’s approaches are inherently founded on equality. FK Norway ensures that the North and South partners exercise equal influence in planning and carrying out the exchanges, and that the participants are informed that everyone has both something to learn and something to contribute during the FK posting.

The South perspective will also be promoted through debates, feature articles, statements and contributions. FK Norway will also bring voices from the South into the debate in Norwegian society. FK Norway will establish an adjunct to the Government-appointed development commission, consisting of senior management from selected partners in the South.

Promotion

FK Norway will seek to maintain its presence in the Norwegian media. In addition to focusing on participants and the South perspective, FK Norway will highlight in particular that everyone in the relevant age category may, in principle, participate in exchange programmes. What was previously reserved for the experts is now open to all ("de-professionalisation"). This will give international collaboration a much broader footing and democratic foundation.

The aim is to carry out a wide-reaching media campaign every year. The main theme in the plan period will continue to be "boundless opportunities". Celebrities may be utilised.

FK Norway will seek to be recognised as an instrument for political leaders for achieving their development policy objectives.

The participants will be trained in media management and "story telling" and encouraged to make contributions to their local media based on their FK posting.

In the South, FK Norway will be promoted externally primarily at conferences, together with co-organisers. These are, in fact, often arenas of national interest, with a wide impact.

NORWAY

FK North-South Forum 2008

The FK North-South Forum has settled on its format and will continue to be held every other year, the next one being due in September 2008. The key elements are a formal Advisory Council assembly with representatives of all the partners in the North and South, a high-profile event at Oslo City Hall for invited guests, and separate seminars outside the city for the different programme lines. The FK North-South Forum will be utilised to the full both as a professional arena and as a national and local promotional opportunity for FK Norway.

FK World

The idea of creating a traditional participant organisation for former participants in Norway has been shelved. In its place, the FK World online concept is being developed as a forum for contact, communication and the exchange of ideas. Even though it is assumed that former participants in the South will, as a rule, want to create traditional alumni associations, the concept could be extended to cover all countries.

Bringing People Together

The ‘Bringing People Together’ event in the period 2007-2009 will continue to be one of the main means of contact with municipalities and local communities, comprising elements such as school visits, future workshops and gala performances. The events aim to boost international involvement in municipalities, make the most of the resources inherent in homecoming participants as well as participants from the south, and to increase focus on the UN Millennium Development Goals. However, for the plan period, it has been appropriate to review and develop the individual elements the events include. The International Community mark of distinction will be phased out and replaced. The number of events is planned to be between 20 and 35 per annum for the plan period, dependent upon local interest and capacity.

Municipal networks in Norway

As an extension and follow-up to the ‘Bringing People Together’ events and exchange programmes in Norway, FK Norway will work to develop the municipal North-South networks. This will be achieved through both advice and financial support. In terms of topics, the networks will include all types of North-South issues, including those relating to the Millennium Development Goals and the integration of refugees and immigrants. The aim is, during the plan period, to have 40 active North-South networks that also manage to organise international days each year.

As an instrument in building municipal North-South networks, FK Norway will also arrange institutional cooperation across municipal boundaries. This will involve the annual International Community conference, regional informational meetings between municipalities and a mini-magazine to disseminate on a regular basis good ideas and good practice. A Forum for international municipal leadership has also been established with the same aim, so that municipal leaders appreciate the benefits of international cooperation.

Other seminars and conferences in Norway

FK Norway is aware that there are already many open, specialist meeting places for the aid and development sector in Norway and will not be introducing any new ones. The separate organisation of seminars and conferences may however be assessed continuously if FK Norway believes it has a genuine contribution to make to the debate. An example of topics which FK Norway would regard as its ‘own’ would be South-South cooperation and the South perspective. Through participation in and contributions to specialist seminars and conferences, FK Norway will propound in particular the necessity of a South perspective in all aid and development contexts.

THE SOUTH

National FK networks in the South

The aim of the FK network in the South is to create a meeting place for all current and former partners and participants for contact and the exchange of experience and ideas. In cooperation with partners in the South, FK Norway will head up events and set the agenda for the meetings which, during the plan period, will cover at least 20 partner countries in Africa, Asia and Latin America with 1-2 meetings a year.

Alumni in the South

There is an aim for independent, vital, national, alumni associations of former FK participants to be spun out of the network meetings on their own initiative, with support from FK Norway. There is interest in this in a number of countries and it is a realistic estimate that there will be such organisations in 6-8 countries during the plan period.

Conferences in the South

The purpose of organising conferences in the South is to put relevant development themes on the agenda and to promote FK Norway and its partners in the country, the Norwegian embassy and Norwegian development policies, and to strengthen the networks in the South. The conference concept will be extended throughout the plan period, to 3-4 conferences per annum. The main topics in both Africa and Asia in 2007/2008 will be women and equality, which are intended to cover 8 key partner countries over a two-year period. For 2009, a new topic will be selected at a later date.

Other events in the South

FK Norway will be an active organiser of meeting places and may also support other events in the South. These will preferentially be events held under the auspices of our active partners and which support the aims set out in their collaboration agreement with FK Norway. Positive promotion of FK Norway is a prerequisite for support.

7. MANAGEMENT AND ADMINISTRATION

Quality

As a governmental administrative agency, FK Norway is subject to special requirements regarding quality in all parts of the organisation. A systematic quality mindset must pervade the entire production line, both in relation to work processes, procedures and goal attainment. All FK Norway’s administrative functions, activities and events must undergo quality assurance.

On the whole, FK Norway has completed descriptions of the quality routines entailed in every work process, and quality targets have been defined. Routines and targets will be updated on an ongoing basis as work processes are changed during the plan period.

FK Norway has also performed a comprehensive review of goals and performance in activities serving its designated purpose, which are incorporated in ongoing planning, follow-up and reporting. The FK Norway Strategy 2007-11 lays down the current premises for the plan period.

Evaluations

At the commencement of the plan period, a comprehensive and generally positive evaluation of FK Norway is in place. In addition, there is a new Strategy 2007-11, as a result of internal audits. Elements from these audits provide a platform for priorities and choices in the strategic 3-year plan. It is therefore not regarded as necessary to perform a new, comprehensive evaluation in the plan period.

In order to facilitate ongoing quality improvement at all levels, FK Norway will continue to invite continual feedback from all activities and events, while experience exchange between partners and participants will take place in a number of fora. In addition, in the plan period, sub-studies will be conducted of delimited topics:

§ Evaluation of ‘Bringing People Together’ events (based on a selection)

§ Documentation of follow-up activities on the FK North-South programme

§ Electronic questionnaire-based form (QuestBack) for active partners and participants on customer satisfaction, administrative quality and goal attainment

§ Career records for former Norwegian participants (QuestBack) and of South participants (manual follow-up by consultants attached to the regional offices in the South).

Follow-up of former participants in both the North and South, and the perceived value to them of their FK Norway posting, depends on the existence of a reliable list of addresses. For QuestBack surveys in Norway and for the implementation of FK World, updated electronic addresses for participants are essential. This kind of updating is a strategically important task that will be given priority in 2007.

The emphasis will be on documentation and extensive publication of results and new experience from the sub-studies.

Financing

In the plan period, FK Norway will seek actively to secure co-financing with other institutions for selected purposes and events, including the Millennium Goals campaign, ‘Bringing People Together’ events, seminars, conferences and network meetings in the North and South. On request, it may be relevant to sell programme support services to other stakeholders in the North and South, including courses/homecoming, planning and monitoring. However, it will not be appropriate to implement programmes (undertake grant administration) on behalf of other stakeholders.

Cost effectiveness

FK Norway will intensify its focus on cost effectiveness in the plan period. This will be done on two levels:

§ Ongoing assessment of whether activities and functions are necessary in relation to goals and tasks (doing the right things).

§ Ongoing assessment of whether we are using the cheapest supplier for the stipulated level of quality and constantly be on the look out for more effective procedures (doing things right).

Follow-up and checks on partner grants

In the plan period, FK Norway will step up its follow-up on grant administration. This entails closer supervision of partners in the North and South, in cooperation with their accountant. A system of selection from different categories of partner based on risk assessment will form the basis for this follow-up.

Follow-up on grants will also be done in relation to designated purpose – and will hence also relate to concluded collaboration, partner and participant agreements, including participant rights and obligations and the use of administrative grants. Financial credibility will be a key criterion whenever a partnership applies for (new rounds of) exchanges.

Internal audits in the form of administrative review of regional offices in the South and follow-up of the budget holders at the head office (departments) will be continued.

A few key budgetary targets

In the plan period, FK Norway will consider three targets in particular in the context of budgeting and accounts analysis:

§ The administrative share is the share represented by Payroll Costs, Administration/Information and Board of Directors/Travel in the budget as a whole. The aim is for the administrative share not to exceed 15% annually.

§ The grant share is the share represented by the grants disbursed to the partners for feasibility studies and collaboration agreements in the programme budget (principal item 4) as a whole. The aim is to maintain a grant share of 85% of the programme budget.

§ The commitment share is the share of the grant budget which at the start of a new year is committed to disbursements to partners and participants under already concluded agreements. This target is an expression of both the production volume of new agreements in the preceding year and the scope of action in the coming year. For FK North-South, the commitment share is 75% at the start of year 2008.

Internal processes

In the initial phase of the plan period, FK Norway will be completing and streamlining a modernisation of internal work processes based on electronic systems.

This includes electronic invoice processing, electronic mail registration, electronic archiving, conversion to new programme and customer databases, the introduction of an FK intranet and FK World.

Strategic development

In the plan period, FK Norway will be continually considering new concepts, focus areas and strategies regarded as necessary for qualitative improvements in, and a more cost effective approach to, running our organisation. These considerations include concepts such as establishing strategic alliances with other organisations that will complement FK Norway’s system of instruments. In addition, detailed assessment will need to be made as to whether FK Norway should collaborate more systematically with educational institutions capable of providing participants and partners with the special skills needed for making qualitative improvements to the partnership.

8. ORGANISATION AND STAFFING

The FK Norway Board

The responsibility and authority of the FK Norway Board have been defined in the Statutes. The Board has got its own Instruction document for its work.

The FK Norway Board shall build its work on participation, knowledge and enthusiasm. Its engagement shall first and foremost be on behalf of FK Norway as a unique and forward-looking organisation for international development work. The engagement must be built through gaining insight in and knowledge from own experiences and point of view, but also through analysis of which possibilities FK Norway has got in a greater national and international context.

The FK Norway Board members have different backgrounds, and must therefore build competence in various areas; f. ex. in practical board work, development cooperation, strategic analysis and scenario building. The Board as a whole must be strengthened towards achieving collective strength and ability to act, and the Board’s knowledge as a whole must be viewed as a strength. Every year an overall plan for the work of the Board shall be worked out. The Board shall also evaluate its work every year.

The FK Norway Board must build up its knowledge and enthusiasm through close contacts with the FK Norway executive organisation, including participants, partners and employees. This shall take place through one annual international travel comprising all Board members, Board seminar in June, the FK North-South Forum and participation at courses, conferences and other events organised by FK Norway. The FK Director shall facilitate so that Board members can build up their knowledge about the organisation. The Board shall aim for good cooperation both with the FK Norway executive organisation as well as the Ministry of Foreign Affairs. There shall be a good flow of communication and possibilities for mutual consultations also outside the formal fora.

The FK Norway Board has a special responsibility to bring in the south perspective in the organisation’s strategic work. This shall take place through gaining insight in international development practice and political priorities in the countries where FK Norway has the highest activity levels. The FK Norway Board shall build up a good climate of cooperation with the Board Advisory Group and utilise it actively. The Board Advisory Group shall be invited to come forward with constructive criticism and new perspectives on FK Norway’s activities.

The Board must in plans and budgets get sufficient elbow room to ensure good quality of its work.

Personnel policy

The framework for the personnel policy is set by the State personnel manual and the Civil Service Act. Within this framework, employees will be offered positive and motivating employment conditions and an amenable and stimulating working environment. A work environment survey shall be carried out during the 3-year period.

Number of employees

FK Norway works in a sector where there is still a good supply of qualified and suitable manpower - and it is expected that this will continue to be the case through the plan period. In contrast to many other sectors therefore, no special recruitment measures will be necessary.

The manpower requirement is estimated to be (man-years):

	2006	2007	2008	2009
Norway	28	28	31	34
Africa	5	7	8	9
Asia	3	4	6	7
TOTAL	36	39	45	50

Professional development

FK Norway shall continuously assess the different professional needs and challenges of its departments as well as of the organisation as a whole during the 3-year period. The needs shall be assessed in relation to the professional competencies and ambitions of current staff, as well as in connection with external recruitment.

FK Norway will organise thematic days for all staff in the North and the South up to twice a year during the plan period. In Norway, 6-10 working lunches are also provided each year with invited speakers. Courses and other skills updating initiatives will be constantly evaluated.

To maximise the exchange of ideas and experiences across the organisation, FK Norway will exchange staff between its offices in Norway and in the South (observation) when appropriate. Such a posting will normally last 2-3 months and be on a needs basis.

Organisational culture

FK Norway will aim for an informal, non-bureaucratic organisational culture, with an open door policy for management and easy accessibility among all employees.

A further aim will be a culture of innovation where all are encouraged to come up with ideas and suggestions, which will be given serious consideration.

At the same time, FK Norway will seek to promote a culture of change, where constant change and adaptation are the norm and not perceived as threats. It will be a learning organisation which continues to grow and improve. Internal reviews shall be one of the tools for this.

Decision-making structure

FK Norway’s decisions will be characterised by their high quality. Responsibility for decision-making will be divided into Director/Assistant Director level, departmental manager/regional representative level and administrative officer level. The management group/extended management group is FK Norway’s central administrative decision-making body for policy and strategic questions. In the plan period, the two regional representatives in Africa and Asia will be members of the extended management group.

The role of employees in the decision-making process shall follow the General Agreement between the employees’ and employers’ organisations, and the corresponding local FK Norway agreement. The employee co-decisionmaking committee and the work environment committee shall meet regularly and the employees shall be informed about the work and the decisions of the FK Board.

FK Norway will aim for on-going decisions to be made at the lowest possible level and for all parties concerned to provide input in the decision-making process. The influence of employees shall be both formal and real. At the same time, all decisions must be made within the frameworks and guidelines set out for the level in question.

FK Norway will be a body that is centred on performance and results. Decision-making processes will be brief and focused, and decisions will be implemented rapidly.

Departments in Norway

For its work in Norway during the plan period, FK Norway will maintain its principle of having specialist departments, placed under a departmental manager.

On this basis, total management is practised, whereby the departmental manager has responsibility for the results, budget and staff of his/her department and reports to director level.

Day-to-day work will be characterised by collaboration in different, changing interdepartmental groups. There will nonetheless always be one departmental manager responsible for all activities.

Consultancy companies in the South

In the plan period, FK Norway will continue its system of contracting South-based consultancy companies to undertake regional functions and activities in the South.

Here too total management is practised, where the regional representative is responsible for all aspects of the South-South programmes in their entirety, and is also responsible for national network activities and conferences in the South.

In the plan period, each region (Africa and Asia) will be operated as a single unit with one regional representative in charge - the regions will not be subdivided during the period. The regional representative covers staff requirements using employees or temporary hires in his/her own company. The Regional Representatives report to Assistant Director.

FK NORWAY’s BUDGET 2007-2009

Account	Account (T)	Budget 2007	Budget 2008	Budget 2009

34	Appropriation for the year	165,000,000
	Starting balance 01.01.2006	1,030,000
	Balance in Africa/Asia at 01.01.2006
3	Revenues	166,030,000

461	Feasibility Studies	2,680,000	4,000,000	4,000,000
462	Collaboration Agreements	113,272,000	138.000.000	150.000.000
4620	Collaboration Agreements FK North-South	58,000,000	70,000,000	73,000,000
4621	Collaboration Agreements FK Youth	23,000,000	29,000,000	33,000,000
4622	Collaboration Agreements FK Senior	6,000,000	0	0
4623	Collaboration Agreements FK Africa	17,472,000	25,000,000	28,000,000
4624	Collaboration Agreements FK Asia	8,800,000	14,000,000	16,000,000
4625	Collaboration Agreements FK Latin America	0
463	Programme support	4,409,000	6,000,000	8,000,000
464	Monitoring and evaluation	2,066,000	3,000,000	3,000,000
465	Courses	7,478,000	10,000,000	12,000,000
466	Partner networks	2,257,000	4,000,000	6,000,000
467	External networks	5,040,000	10,000,000	8,000,000
4	Programme costs	137,202,000	175,000,000	191,000,000

	Salaries/Fees/Other personnel costs	16,891,000
5	Payroll costs	16,891,000	20,000,000	21,000,000

	Administration	6,090,000	7,000,000	8,000,000
	Communication	2,630,000	4,000,000	5,000,000
6	Management and operations	8,720,000	11,000,000	13,000,000

	Travel	2,700,000
	Courses	270,000
	Sundries	247,000
7	Travel, courses, Board, etc.	3,217,000	4,000,000	5,000,000

8/9	Financial income and expenditure	0

	Total Budget	166,030,000	210,000,000	230,000,000