ANNUAL REPORT 2009 - FPDL

PARTNERS FOUNDATION FOR LOCAL DEVELOPMENT - FPDLANNUAL REPORT 2009SUMMARY 2009 ACTIVITIES2009 INTERNATIONAL PROGRAMSREGIONAL PROGRAM “WORKING TOGETHER”o Program for Anticorruption Practitionerso Follow up Meetingo Regional Program EvaluationOTHER INTERNATIONAL PROGRAMSo Series of Trainings under Managing Multiethnic Communities Programo Action through facilitation: Training program for youth NGOso Burundi Policy Reform Programo Partners for Sustainable Leadershipo Corruption and corruption control in local government2009 NATIONAL PROGRAMSo Dialogue And Partnership For The Future – Socio-Economic DevelopmentStrategy of Valcea Countyo 10 For a Modern Public Administration – Supporting Horezu Miocro-RegionDevelopmento The Art and Science of Leadership: partnership with Regional Training CenterCraiovao Training courses at University of Architecture and Urban Planning: Master inIntegrated Urban Planning and Master in Urban Managemento The assessment of the management of infrastructures by local authorities inRomania2009 Activities within networks2008 FINANCIAL STATEMENT1

2009 SUMMARY OF ACTIVITIESLearning events in 2009Training of Trainers in 2009Training events in 20092

Learning events in 20092008 was a successful year involving intensive work of our full-time trainers and facilitators aswell as of our part-time collaborators.In 2008, we succeed to initiate and conduct 25 National and International learningevents, Training of Trainers, Training Programs and Workshops/Facilitated Meetings –involving a total of 738 participants during 128 days. 50 local authorities from urbanand rural areas received support for strategy and projects development.Beside training and capacity building, in 2009, FPDL team of experts devoted 170 days todevelop 6 case studies to define LG practices in managing infrastructure projects and toelaborate recommendation to improve their performances.2009 Learning Events1015International levelNational Level2009 Number of Participants125International LevelNational Level 6702009 Number of days38 98International LevelNational Level3

Training of Trainers in 2009Our trainers prepared and conducted 2 TOTs, in which 62 participants were trained astrainers/facilitators/consulting, during 30 training days.2 International TOTs were conducted for 62 participants, from which 62 were involvedduring 20 days distance learning and coaching and 16 of them in 10 days interactivetraining.Training events in 2009FPDL trainers designed and conducted 22 training events (training programs, workshops andfacilitated meetings involving 636 participants, Master students, representatives of NGOs,and public institutions from Romania as well as other countries from the region, during 98training days.These training events were organized in English and Romanian, for foreign audience, as well asfor participants from Romania, as follows:2009 Number of Trainings1012International TrainingsNational Trainings2009 Number of Participants375261International TrainingsNational Trainings2009 Number of Days3066International TrainingsNational Trainings4

2009 INTERNATIONAL PROGRAMSREGIONAL PROGRAM “WORKING TOGETHER”o Program for Anticorruption Practitionerso Follow-up Meeting - Annual Trainers Meetingo Regional Program EvaluationOTHER INTERNATIONAL PROGRAMSo Managing Multiethnic Communities Program: Training of Diversity trainers,o Action through facilitation: Training program for youth NGOso Burundi Policy Reform Programo Partners for Sustainable Leadershipo Corruption and corruption control in local government5

REGIONAL PROGRAM “WORKING TOGETHER”PROGRAM FOR ANTICORRUPTION PRACTITIONERSProgram FrameRegional Program “Working Together” 2008-2009The Regional Program “Working Together” is a Capacity Building Program initiated andconducted by FPDL since 1998, supported by Local Government Initiative of the Open SocietyInstitute - LGI/OSI, Partners for Democratic Change – USA, US Department of State – USAID,Netherlands Government, and USAID.The Regional Program 2009 Activity continues the effort of the 8th previous years, followingthe same main strategic directions that ensure building the regional network of trainingorganizations and having the multiplying effect at national level:(a) Training the trainers through “working together” programs, which success is determined byclear criteria of selection, efficient training methodologies, user-friendly training materials,professional senior trainers and logistical organization, opportunities for experienceexchange.(b) Providing support for national programs development, through small grants for trainingprograms and materials translation and adaptation, consulting and mentoring, informationdissemination and ideas exchange, opportunities to develop common projects2008-2009 ObjectivesThe Regional Program 2008-2009 objectives for PAP were the following:• Increased the understanding and knowledge on the main concepts on which thestrategic approach of curing and preventing corruption in Local Governments organizationsrelies• Improved the knowledge and skills as trainers, facilitators and consultants• Supported In-country Anticorruption Projects elaboration• Facilitated information dissemination, experience exchange andcollaboration among the trainers and organizations involved in this effort, inorder to learn and support each other2009 activitiesLAUNCHING THE APPLICATIONS FOR KNOWLEDGE BUILDING COMPONENTDate : December 1, 2008 - February 15, 2009Objective: Launch the Call and on-line system for Applications on FPDL websiteTarget clientsRegional Program network of training organizations, LGI network of trainers andconsultants, NISPAcee network of Public Administration schools and universities,Partners for Democratic Change network of organizations, World Bank Institutenetwork of training organizationsDescription• Elaborate PAP description and Call for Applications• Build the on-line application system on FPDL website• Display Call for Applications and make functional the on-line system• Disseminate to target clients through e-mail, LGI website and other channels ofcommunication, the opportunity to applySELECTION OF TEAMS/COUNTRIES FOR KNOWLEDGE BUILDING COMPONENTDate: February 15-25, 2009Objectives• Select participants in PAP Knowledge Building component6

• Announce selection results to all applicants and check once again those selectedcommitment of time and effort, by sending the detailed design including therequired tasks/Papers elaboration and their deadlinesTarget clients• The applicants: 43 teams of 2 persons/team from 21 countries• The selected participants: 31 teams from 20 countriesDescription31 teams of 2 participants each, 62 persons, 41 women and 21 men, representing thefollowing types of organizations/countries have been selected:AnticorruptionPublicAgenciesUniversitiesLGAssociationsTI ChaptersTrainingandConsulting0 1 2 3 4 5 6 7 8 9 10 11 12 13 14NGOs PUBLIC PRIVATETypes oforganizations/CountriesTrainingandConsultingTIChaptersLGAssociationsUniversitiesAnticorruptionPublicAgenciesAlbania 1Armenia 2 1Belgium 1Bosnia and2 1HerzegovinaBulgaria 1Croatia 1Czech Republic 1Georgia 1Hungary 1Kyrgyzstan 1Macedonia 1Montenegro 1Poland 1 1Romania 2 11Russian1 2FederationSerbia 1Tajikistan 1Turkey 1 1Uganda 1Yemen 1Total # 17 5 2 4 37

DESIGN OF THE KNOWLEDGE BUILDING COMPONENTDate: January 15-February 20, 2009ObjectivesThe Knowledge Building Component, based on self study and on-line distance learningincluding readings and Papers writing, aims at deepen practitioners understanding andimprove their knowledge in the field of curing and preventing corruption in LocalGovernments organizations.Trainers/ tutors: Ronald MacLean Abaroa, Senior Governance & DecentralizationSpecialist, Urban & City Management, World Bank Institute, Washington DC whoworked together with Ana Vasilache and Nicole Rata in preparing and conducting PAPKB Component.DescriptionIn order to design this component we have:• Searched the website for identifying and checking the relevant readings andwhere we can purchase them• Developed the design and finalized it during our planning meeting organized inWashington with Ronald MacLean Abaroa, in the period February 9-15, 2009• Finalized the schedule of the modules• Elaborated a letter for selected participants explaining the design, the criteriafor Papers evaluation and for the next component selectionThe Knowledge Building Component was organized in 4 learning modules:Module 1: Understanding Corruption in OrganizationsModule 2: Understanding OrganizationsModule 3: Understanding Local Governments OrganizationsModule 4: Understanding Change Management in OrganizationsPURCHASE OF THE BOOKS AND PROVIDING THEM TO PARTICIPANTSDate: February 20-March 25, 2009Objectives: To provide participants the readings to be studied in each module, asdescribed in the Knowledge Building componentDescription• Search on amazon.com and identify the site that mail books in Romania. Onlyamazon.de was willing to send us the purchased books, and they did not haveall the titles we wanted in the necessary number. For the other titles we had toorder them to be delivered in UK and from them to receive the package throughpersonal channels.• For the first module, all materials were accessible in electronic format that iswhy the selected participants could start to study the first module withoutwaiting to receive the books. The electronic format of ‘Corrupt Cities” book wasprovided by authors, MILC was accessible on Internet.• The CDs with MILC were provided by WBI and we sent them through mail withthe first package of books• We decided to send all packages through UPS from Romania, becauseamazon.com did not deliver books in some of the countriesCONDUCT THE KNOWLEDGE BUILDIN COMPONENTDate: March 1- May 31, 2009Description:• After studying the readings provided for each module, participants, working intheir teams, elaborated 1 Paper for each module, in which they applied the8

theoretical concepts to specific situation, proving their level of knowledge andunderstanding. TheMODULE 1 – UNDERSTANDING CORRUPTION IN ORGANIZATIONSDate: March 2-15, 2009Readings• Multimedia Interactive Learning Course – MILC (2009)• Corrupt Cities, by Robert Klitgaard, Ronald Maclean Abaroa, Lindsey Parris, (2000)• Corruption Analytics, by Ronald MacLean AbaroaPaper 1: Analyzing organization vulnerability to corruptionModule 1 task was to elaborate a Paper in which to apply the concepts used in La Paz,by analyzing and identifying their own organization vulnerability to corruption andpropose solutions to prevent it. The Paper had three main parts:• Organization main activities• Diagnosis of the organization/activities vulnerability to corruption• Proposed Solutions to lower vulnerability and prevent corruptionTeams were encouraged to make a proper analysis of their organization shortcomings.The Papers were kept confidential. The Paper should have maximum 12,000characters.29 Teams among the 31 selected provided Paper 1MODULE 2 – UNDERSTANDING ORGANIZATIONSDate: March 16- April 5, 2009ReadingsUnderstanding Organizations, by Charles Handy (4 th edition, 2005)Paper 2: Analyzing OrganizationsTeams were encouraged to read the book having in mind their own organization andduring reading to jot down aspects that relate to it. In their Paper they were asked towrite an analysis of their organization by applying the concepts included in the book.The Paper should have maximum 12.000 characters and the following structure:• Background• Analysis – identifying organization strengths and weaknesses• Conclusions & RecommendationsThey were encouraged to make a proper analysis of their organization shortcomings,as well as strengths. The Papers were kept confidential.27 Teams among the previous 29 provided Paper 2MODULE 3: UNDERSTANDING LOCAL GOVERNMENTS ORGANIZATIONSDate: April 6-26, 2009Readings• Banishing Bureaucracy: The five Strategies for Reinventing Government, by DavidOsborne and Peter Palstrick (1998)• The Reinventor’s Field book, by David Osborne and Peter Palstrick (2000)Paper 3: Analyzing a Local Government OrganizationThe teams’ task was to identify a Local Government partner and collect informationabout it’s functioning, having in mind the concepts included in the books. They had toelaborate a paper, no longer than 15.000 characters having the following structure:• Background: Local Government short description• Data collection process• Local Government activities/functions analysis• Conclusions and RecommendationsPapers were displayed on the PAP Website Forum, in order to facilitate experienceexchange among teams.21 Teams among the previous 27, provided Paper 39

MODULE 4: UNDERSTANDING CHANGE MANAGEMENT IN ORGANIZATIONSDate: April 27-May 17, 2009Readings• Our Ice is Melting (2006) by John P. Kotter (2006)• Leading Change, by John P. Kotter (1996)• Restore the Health of Your Organization by Fred Fisher, Ana Vasilache, Nicole RataPaper 4: Reinventing Local Governments in order to Cure and PreventCorruptionTeams had to write a Paper of maximum 12.000 characters, in the form of a Memoprovided to the Mayor of the Local Government analyzed previously, to propose a oneyear intervention process aimed at reinventing the organization in order to cure andprevent corruption. The teams assumed that the Mayor was concerned about theorganization vulnerability to corruption and asked for their support to initiate andimplement the change process. In this paper teams were encouraged to use all theother modules concepts. The Papers were displayed on the PAP Website Forum, inorder to facilitate experience exchange among teams.19 Teams among the previous 21 provided Paper 4 finalizing Knowledge BuildingComponentEvaluation of Knowledge building componentAt the end of the Knowledge Building Component 15 teams completed by e-mail theEvaluation Forms. Participants evaluated from 1 to 5 the following aspects:Participants appreciated the readings and tasks• The books chosen for the knowledge building component were interesting withpractical models/tools, which can be applied for improvement of any organization,in particular public organizations• Excellently prepared literature-materials, guided and clear instructions for the task,useful and analytical feedback• The approach itself, starting with analysis of participants’ own organization – firsttwo tasks, was the most exciting part of the PAP journey through self- discoveryand notion of level of openness among the employees themselvesParticipants also gave advice for improving in the future the Knowledge Buildingcomponent:• Duration of the PAP building component should be 6 months, so for each task therewill be designated a month and half period of time. May be that is optimum timefor the composition of a task to be completed. (Reading, understanding concepts,application)10

PAPERS ASSESSMENT & SELECTION OF PARTICIPANTS FOR THE NEXT STEPPapers were evaluated by Tutors (Ronald MacLean Abaroa, Ana Vasilache and NicoleRata), who assessed the:• Level of knowledge• Level of understanding concepts when applying them to analyze specific situations• Level of logic in the flow of ideasLevel of clarity and concision in expressing ideasEach paper received maximum 100 points, divided among the 4 criteria (max 25points/criteria).The best teams were selected to be supported financially to attend the Skills Buildingcomponent, organized June 22-July 2, 2009 in Istanbul; the selection took intoaccount:• Respecting the deadlines for Papers submission• The number of total points gained by the team• Their organization capacity to support the anticorruption approach disseminationand application in-countryORGANIZE AND DESIGN THE SKILLS BUILDING COMPONENTDate: March 15-June 15, 2009Objectives• Identify hotel in Istanbul where the Skills Building component will be organized,negotiate prices and clarify services• Develop design of the Skills Building component, to be held June 22-July 2, 2009Description• We have identified, with the help of our alumni trainer Nazim Tural, working for theFriedrich Neumann Foundation in Turkey, the Hotel Peak that offered reasonableprices for the period June 22-July 2, 2009• We finalized the design of the Skills Building• We have invited as co-trainer, Dan Mocanu, Sr. Executive coach, expert inorganizational development and consulting, to be involved in improvingparticipants consulting skills• We agreed with Ronald MacLean Abaroa that he will participate in the training in itssecond part, in the period June 27-July 2, 200911

CONDUCT THE SKILLS BUILDING COMPONENTDate:June 22-July 2, 2009Location:Istanbul, Turkey, Peak HotelObjective:The PAP Skills Building Component objective was to make Anticorruption Practitionersgain, through their full participation in the learning event• new perspectives and ways of beings• skills and self confidenceAs consultants, facilitators and trainers, in order to be able to initiate, design andconduct Interventions in local government organizations, to cure and preventcorruptionParticipants:The 10 teams of Anticorruption Practitioners selected among the best teams whoattended the Knowledge Building component: 4 teams were represented only by onemember, (Macedonia ,Poland Russia, Romania) the other 6 by the two members,based on last minutes cancelations and replacements(Kyrgyzstan team).Serbia ALDARussia Moscow UniversityRomania FPDLPoland Byalistok UniversityMacedonia StudiorumGeorgia CivitasCzech Republic FALACroatia Chronos InfoBosnia and Hezegovina - MDPBelgium TI0 1 2Number of Teams membersTrainersThe Skills Building Component was designed and conducted by a team of 4 persons:• Ana Vasilache and Nicole Rata, FPDL, Romania• Dan Mocanu, Aperio Executive Ciaching, Romania• Ronald MacLean Abaroa, WBI (attended the program from June 27-July 1,2009)12

DescriptionThe Skills Building Component had three main parts:• Part 1: June 23-26, participants gained new perspectives, ways of being,knowledge and skills in the three roles they will play working with mayors andlocal governments: trainers, consultants and facilitators• Part 2: June 28-30, participants prepared for the Pilot Workshop in teams,having the responsibility to design and facilitate 1 of the 6 sessions. When not inthe role of facilitators, participants played roles of public officials invited to attendthe Pilot Workshop. Feedback sessions were conducted after each Pilot Workshopsession, to learn from experience• Part 3: July 1, participants synthesized main lessons learned and elaborated firstdraft of their Action Plans, building bridges between the class room and the realityback homeEvaluationAt the end of the Skills Building Component 14 participants completed EvaluationForms. Here after are some aspects assessed by participants from 1 to 5Here after are some statements of appreciation:• This was an amazing experience!• Looking forward to next steps!!• It was a wonderful experience, looking forward to implementing the knowledgeat home!• Looking forward to the cooperation with FPDL!PREPARE PAP PHASE IIIn PAP Phase II it is planned that the Anticorruption Practitioners Teams will apply theacquired knowledge and skills in real life situations in order to adapt creatively theanticorruption concepts/process to their country specific situations, to gain experienceand self – confidence and to demonstrate, through successful interventions, that thestrategic and participatory anticorruption approach results in positive changes: betterlocal government performances and increased citizens’ trust and respectFPDL will provide, with LGI support and WBI collaboration:• Financial support: through LGI Grants or through enabling AP Teams accessalternative sources of funding13

• Professional support: through coaching and monitoring AP Teams whendesigning and implementing their projects.• Opportunities for Networking: through organizing Meetings for peer to peerlearning, experience exchange, dissemination of best practicesIn order to be able to start implementation of local projects in January 2010, thefollowing activities were realized in PAP I, in the period August-November 2010• Elaborate Call for Proposals and Evaluation Grid:• Launch Call for Proposals for LGI grants (end of August)• Receive applications – deadline October 15, 2009• Provide applications to AP Teams with Evaluation Form, to involve them inpeer-to-peer evaluation of proposals. It is proposed to evaluate the proposals ina participatory system, both by FPDL/WBI Tutors and by AP Teams: the finalevaluation result will be composed by the average of Tutors evaluation summedup with the average of peers’ Teams evaluation. When evaluating the projectsTeams are not allowed to evaluate own projects.• Evaluate proposals in the period October 20-November 15, 2009 for teamsand November 15-25 for Tutors• Elaborate PAP II (Regional Program 2009-2010) full proposal and apply toLGI. It is supposed that till November end, PAP Phase II will be approved sothat in December 2009 the best 3 projects will receive the 1 st installment oftheir grant.PROMOTING THE INOVATIVE APPROACH BROUGHT BY PAP• Ana Vasilache and Nicole Rata had a presentation, together with Ronald MacLeanAbaroa, on February 12, 2009 in WBI in Washington, about their collaboration inthe anticorruption program, the steps and results, and highlighted LocalGovernment Initiative of the Open Society Institute support that made possiblethe promotion in CEE/SEE countries of this innovative approach.• Other presentations were made during the Washington visit to differentinternational and funding organizations representatives (US Department of State,NED, Bretton Woods Committee, General Electric Foundation, Center for strategicand International Studies – Hills Program on Governance) and in all of them LGIsupport was highlighted as crucial for giving the opportunity to the “changeagents” – members of the Regional Program network - to learn and apply theinnovative approach, supporting local governments’ elaborate anticorruptionstrategies through participatory strategic planning processes.• Presentation of approach and PAP program by Ronald MacLean Abaroa and NicoleRata at the International Conference “Cities witout Corruption Cities with Future,• During the Skills Building Component, on July 1, 2009, the Union of MarmaraRegion Municipalities organized a conference during which Ana Vasilachepresented in front of Turkish mayors and academics, the Program forAnticorruption Practitioners process and results and LGI continuous support for itsimplementation.• Craiova Case together with intervention approach to cure and prevent corruptionin local governments was presented at LGI Biennial Jamboree, Lisbon, Portugal,November 13-14, 2009 by Ronald MacLean Abaroa, Nicole Rata and Craiova CityHall representative, Elvira Stancu, Public Relations DirectorFOLLOW UP MEETINGDate and venue: November 27-29, 2009. Istanbul14

REGIONAL PROGRAM EVALUATIONBackgroundLGI contracted two evaluations process regarding FPDL, the Regional Program and the Programfor Anticorruption Practitioners.FPDL and Regional Program EvaluationThis evaluation reviews the performance of the Regional Program for CapacityBuilding “Working Together” offered by FPDL (Partners Foundation for LocalDevelopment), Romania and supported by the Local Government Initiative (LGI),Budapest. In line with the ToR, the evaluation deals with a series of issues related toproject implementation as mentioned above. In addition, FPDL was assessed in termsof its organizational and financial capacity, The evaluation looks at both the programand also the main institution involved, FPDL.Evaluation objectivesThe objectives of this evaluation, were to assess FPDL in terms of the:• The ability to effectively serve as a transnational, professional network to trainlocal elected officials• The track record in raising the quality of training programs for elected officials inthe region through dissemination efforts• Its running of an organizational and management structure congruent with themission of the Regional ProgramConsultants: The evaluation was conducted by Forbes Davidson and Alberto Gianoli,from ,Institute for Housing and Urban Development Studies, Rottterdam, TheNetherlands, and Nicolae Taralunga, IHS RomaniaEvaluation design and methodologyThe approach used follows the evaluation framework of OECD. This focuses onRelevance, Effectiveness, Efficiency and Impact. In addition, the organizationaland financial aspects of FPDL were assessed using the Common AssessmentFramework (CAF)For collecting data on the different evaluation topics, the following approaches wereused:• The basis for the evaluation was a desk study of project related documentation,including the project documents, financial reports, as well as project progressreports, board meeting notes, general documents, reports prepared by partnerorganisations as well as the Internet. In addition to these project relateddocuments, a desk study was made of publications realised by the project,including training manuals, newsletters, etc. An overview of documentsconsulted is provided in Appendix 3.• A self-evaluation framework was developed which was completed by FPDL.This can be found in Appendix 4, and is a very useful input.• Face to face interviews were held. An overview of people met, is provided inAppendix 2.• Telephone interviews were conducted , and these are also listed in Appendix 2• Questionnaires were developed and sent to 100 partner organizations.As part of the evaluation, field visits were held with LGI in Budapest and with FPDL inBucharest.15

ConclusionsHere after we selected the main conclusions from the evaluation report.Relevance of goals and strategy of the regional program “Working Together”The overall strategy is considered by the evaluation team as being appropriate andrelevant. The subject matter is pertinent to the issues in the area and newdevelopment is focusing on an issue which is widely accepted as being verysignificant. The generic nature of the training makes it good as a foundation, but itshould be complemented by practical training which is more location specific – trainingwhich is more appropriate for local training institutions to provide. The implication isthat over the longer term the geographic cover should be reviewed to assesscontinuing relevance in existing countries and the inclusion of potential new countrieswhich could benefit with interaction with those who already have received supportThe strong points are seen as:• Focus on a limited range of relevant subjects which have good potential forlocal adaptation• Development of limited new subject areas, respecting the capacity limitations ofsupport• Focus on use of well developed materials which have the additional status ofUN-HABITAT and other international agencies such as TransparencyInternational and World Bank Institute• Short focused networking meetings which allow sharing of information andmotivation• Policy of free dissemination of useful materials• Short trainings and meetings make it easy for participants to attendEffectivenessThe assessment is based on a combination of review of reports, key interviews andthe questionnaire survey. Although the sample number from collaborating institutionswas not high, the feedback was rather consistent and is very much line with theinterviews carried out, and our own experience, which gives us a fair degree ofconfidence in the findings.Overall we see this as a very effective programme, as the initial training of trainersactivities have resulted in a significant number of training institutions in a largenumber of countries actively carrying out well received training. The goals andobjectives set for the programme have been met and in many cases exceeded.The strong points are seen as:Appreciation FPDL creation was stimulated by international cooperation and dependson international funding. The appreciation of International organizations for its workis very important. The evaluators discussed the appreciation of FPDL and its workwith staff of four international organizations, LGI, UN-HABITAT, Partners International,World Bank Institute and Transparency International. The level of appreciation wasuniformly high, and this was reinforced by these institutions working with FPDL inmultiple events over time. FPDL is also well appreciated in its network countries andin RomaniaScale of work: the number of countries and institutions involved is significant. Thenumber of countries and institutions involved is significant and represents aconsiderable potential impact.High ratings for training quality and quality of materials. The ratings fromparticipants evaluations at the end of courses are high. What is perhaps moresignificant is that the evaluations of the institutes surveyed some time after trainingactivities were also high. This applies to the relevance of the materials, the trainingquality and the quality of materials16

Based on the analysis of the returned questionnaires, the analysis of the trainers’teams work and reports, the following three aspects were typical of the mostsuccessful training programs:• The training intervention had clear and focused training objectives based on thetraining needs of the beneficiaries assessed through a thorough TNA process• The learning of new knowledge and skills was embedded in the trainingintervention, the main goal of which was to produce real life changes andimprovements at the individual or organizational levels• The leadership and staff of target organizations recognized and internalized theproblems identified through the TNA process, and were involved in devising thesolutions.The quality of the TOT and training programs and of the production and disseminationof training manuals were rated respectively 4.81 and 4.78 out of a maximum score of5. Furthermore, 70% of the respondents reported an increase in the quality of TOTand training programs and 77% an increase in the quality related to the productionand dissemination of training manuals over the years. These results are reinforced bythe fact that 70% of the respondents considered the TOT and training programs highlyrelevant for their organisation and highly responsive to local demands, and 60% ofthe respondents had the same view in relation to the production and dissemination oftraining manuals. It should be added that 91.7% of the respondents surveyed statedthat the training manuals produced and disseminated by FPDL are of great value andare frequently used.DYNAMIC OF THE TOTs QUALITY30%70%Quality of the TOT constantQuality of the TOTs increasedPerception of ToT quality dynamics (source: survey)DYNAMIC OF PRODUCTION & DISSEMINATION OFTRAINING MANUALS QUALITY23%77%Quality of production and dissemination constantQuality of the Production and dissemination of training materials increasedPerception of quality of production and dissemination dynamics (source: survey)17

Relevance of the TOTs and Training MaterialsMaterials produced and disseminated by FPDL areof great value and are frequently usedTraining Materials are higly relevantTOTs are highly relevant and responsive to localneeds60%70%91,70%Relevance of training materials (source: survey)The program”Working Together” makes good use of materials and experiencedeveloped over a number of years both inside and outside of the region. The base ofvery good materials, good training of trainers and good personal contactsstrengthened by the training sessions and cemented in the annual meetings is a goodfoundation for future development. The partners in the network are themselvesincorporating materials and training into ongoing programs.However challenges are seen as:• Length of training events. Many of the training events are very short, whichthough good for cost and ease of attendance makes it difficult to go into depth,creating the risk of superficiality. The annual network meeting is only one day,which after procedural points does not leave much time to go into depth. Thisaspect should be reviewed.• Continuously evolving situation requires re-assessment both of subject areas andtarget countriesEfficiencyOverall the program was managed well and funds appear to have been properly used.Strong points include:• Creative use has been made of utilising already developed or partly developedmaterials and adding value to them. This has allowed considerably greaterperformance than would be the case if everything had to be developed from new.• The financial management of the programme was good and reporting was timelyand fullChallenges include:• The reporting of LGI funding would have been more useful if the context of othersources of funding was also reported so that the leveraging effect of the LGIfunding was more apparent.• Monitoring and Reporting is an area which could be improved. FPDL have mettheir commitments in terms of reporting and reporting has been full in timely.Analysis of impact would be easier if reporting was more consistent and if moreeffort goes into following up on indicators of impact. This is difficult to do inpractice, but it is important to build up hard evidence to support the investment incapacity building. An improved reporting format should be agreed between LGIand FPDL.ImpactOutcomes and broader impact of programs are, in general, difficult to measure. Thefactors influencing success are often beyond the control or direct influence of theprogram itself. However, this is not a reason to ignore the area, rather one to workharder at building evidence. From the materials, interviews and survey we areconfident that the impact is positive and significant. In particular, the broader impactresulting from FPDL’s work with international partners provides a considerably wider18

developmental impact beyond the geographic limits of the present programme. Thisis true of the materials already developed, and is likely to be significant also with theprogram being currently developed on fighting corruption, where the partners involvedinclude UN-HABITAT, World Bank Institute Transparency International and PartnersInternational.Spread effect: impacts beyond the project. An especially significant aspect of theproject is the degree to which there are positive results beyond the direct objectives.This relates directly to the relations with partner organizations. The training materialshave been developed together with UN-HABITAT, and have the UN logo. Testing ofmaterials has been done jointly and training of trainers has also been implementedinternationally e.g. in India. Materials such as the local leadership are regularly usedin many countries, normally translated in local languages. This broad benefit providesa significant developmental bonus outside of the project and at the same time allowsthe utilization of greater resources, intellectual, human and financial. The linking ofexperience within the region and outside the region provides fresh insights and astimulus for the staff involved in the programmes.Participating in the TOT and training programs offered by FPDL had a clear positiveinfluence on the beneficiaries. 76% of the respondents reported a considerable andtangible improvement of their knowledge and skills and also an advance in theirpersonal and professional development. On average, the positive influence of the TOTand training programs on the beneficiaries was rated 4.72 out of a maximum score of5. Besides mentioning the increased applicability of knowledge and its dissemination,some respondents stated that having attended the TOT and training programsdelivered by FPDL allowed them to apply the newly gained knowledge and skills totheir daily life, others explicitly mentioned the importance of being exposed to thelatest state-of-the-art knowledge to increase their capacity to train. According to onerespondent, “the skills/knowledge acquired was extremely helpful both for mypersonal development in terms of improved self-confidence and communication skills.Furthermore, I was among the privileged ones to meet in person Mr. Fred Fischer andassist him during a training session for ALDA members organised in 2005. That wasone of the most rewarding experiences for my work as a trainer.” The range ofpositive influences is well encapsulated in the following statement by anotherrespondent: “The greatest impact of FPDL trainings lies in networking and exchange ofexperience. As a result of the trainings, I have developed strong and long-lastingrelationships with several organizations and individuals in the region. Wecommunicate on daily basis, exchange training materials and develop joint projects. Igained substantial knowledge of ethnic diversity management and organizationaldevelopment which I use in the preparation of workshops and capacity buildingactivities. I make extensive use of the training manuals in preparing a tailoredapproach for my country. I significantly improved my knowledge of anticorruption andhave adopted an entirely new perspective in addressing this issue at the local level.”FPDL as an institutionFPDL is a small, but very effective institution with a high reputation regionally andinternationally. It is one of the few institutions in the region with broad internationalexperience as well as strong local roots, and is thus a valuable resource, which shouldbe nurtured. Challenges focus on how to keep the essential values and motivationswhile facing the probable need to grow and to build the foundations of sustainabilityas an institution. The organization is financially sound and well managed, though itlacks some of the formal systems which are increasingly being demanded, especiallywithin the region – accreditation of its courses and quality certification. An excellentself-evaluation was completed, which is attached as Appendix 4 of this report.19

SustainabilitySustainability refers to how initiatives introduced by the program can continue to beeffective after the program funding ceases. Materials appear to be the mostsustainable elements, followed by trainers who know how to use them. Thelaunching of new products, as has been done recently, requires more effort toconsolidate. They require introduction to training organizations, training of trainers,and help in making local adaptations, including translations of materials.Strong points include:• The program is focussed on setting the conditions for sustainable developmentthrough motivating and building capacity of its network members• The emphasis on use of and access to good quality materials supportssustainability• The generic nature of materials makes them adaptable over place and timeHowever, there are a number of challenges including:• Networks need continuous resources to be able to continue• Institutions take time and encouragement to establish and make routine newprogrammes• Institutions need support in developing the business side of their activities toensure sustainability• Generic materials need extra effort locally to link into practical locally relevanttopics which increasingly may require accreditation.•RecommendationsThe evaluators consider that the programme should be continued but with animproved base of knowledge to ensure continued relevance. The potential synergiesbetween the experience in the region and the needs of a wider range of countriesshould be explored with LGI and other funding partners. The new anti-corruptionwork should be continued and areas of potential strength such as participativestrategic planning should be developed in more depth. The excellent work onmaterials development and dissemination should be continued.They should seek to continue the combination of practical work in Romania withfurther building on their valuable experience of working internationally.FPDL have a great potential to support institutions which themselves strengthen localgovernment – an essential foundation for developmentOn tools, mainly the training materials and guidelines developed, the evaluatorsconsider that the approach of working with high quality generic training should becontinued. Local adaptation is already promoted, but there should be progressivelymore emphasis in stimulating and assisting the development of locally relevantprogrammes and material. Involvement in focused locally relevant training inRomania is a good complement to the regional and international activities.FPDL is strong in the use of existing materials, introducing through training of trainersand motivating participants. This is the foundation for a potentially very wide impact.This work should be continued, but the gradual development of new materials shouldalso be encouraged, linked to continuous assessment of the areas of need.The evaluators make the following recommendations:• Continue focus on high quality generic materials with wide potential use• Continue/ increase focus on training in local adaptation to develop specificlocally relevant training• Continue the policy of open access to tools• Continue investment in materials production and local adaptation, and ensureaccess via Internet. Review and reinvigorate the links with UN-HABITAT,possibly with funding from LGI20

• Continue strategy of small grants to facilitate local translation and adaptationOn topics:• Consider development of some more technical topics for the local (Romanian)market• Consider the topic of business development for training institutions• Consolidate the introduction of new and recent materials.In terms of products Training of trainers is still a very strategic area. There should,however, be a continuous review of the relevance of the training subjects. In older“markets” there is a tendency for demand to move towards accredited training thatcan support career development. In newer markets the training which is beingprovided is very good for providing tools to stimulate thinking, participation and linksto action. New products such as the anti-corruption training will take a lot of energy,but as the team is very committed the partners are strong and the need highlyrecognized, it is recommended that work should continue in this area. An area ofgrowing importance will be the linking of participative strategic planning withbudgeting and municipal finance, and this could be an area of development in thefuture, linked to the increase in focus on this type of planning in Romania, inaccession countries and in cities working with Cities Alliance. A second area toconsider is the management and business side of training – it is essential if partnersare to be able to be sustainable.The materials produced are of a very good quality. Support to continue this work isrecommended – in terms of printed materials, and support for adaptation andtranslation through small grants provides a very valuable resource to supplement theshort training sessions.The network model is well appreciated and provides motivation as well as technicaltraining. The competitive access to small grants provides an additional incentive. Itrecommended continuing to support this, but to review two aspects. First, the lengthof the meetings should be reviewed to see if more value could be obtained byextending for 1-2 days. The length should relate to clear objectives for the meeting.As described elsewhere, this may be strengthened also by input from sponsoredimpact studies. Second is the possibility of linking new countries and institutions intothe network. This should relate to a clear strategy of LGI in terms of spatialconcentration. The annual meeting could be a good environment to link existing andnew members and extend networks. The attendance should relate to the objectives ofthe meeting and include both existing partners and new partners. It is not necessarythat all partners attend every year. The complementary international linkages withother donors is very important a) for the synergy and increase in impact of the workdone and b) by broadening the funding base it makes FPDL less vulnerable to changesin funding priorities.FPDL is very skilled in working with networks. This capacity should continue to beused by continued support to the model of support. Nurturing institutions can taketime, and leaders need encouragement. It is recommended to maintain support forsome time, but to consider using the present network as a nursery for thedevelopment of a similar approach in other emerging geographic focus areas, where asimilar approach can be developed.Last word of evaluators“In any program and organization there are, of course, strengths and weaknesses.We would like to end this report by stating that we find the strengths greatly outweighweaknesses and that we consider both the program, in an amended form and FPDLare worth of further investment. They have a great potential to support institutionswhich themselves strengthen local government – an essential foundation fordevelopment.”21

OTHER INTERNATIONAL PROGRAMSo Series of Trainings under Managing Multiethnic CommunitiesProgramo Action through facilitation: Training program for youth NGOso Burundi Policy Reform Programo Partners for Sustainable Leadershipo Corruption and corruption control in local government22

SERIES OF TRAININGS UNDER LGI MANAGING MULTIETHNICCOMMUNITIES PROGRAMFDPL trainers participated in designing and conducting a series of training initiated andorganized by LGI Program Managing Multiethnic Communities. The collaboration in2009, include the following two events:INTRODUCTORY TRAINING FOR POLICY-MAKERS: MANAGING CONFLICTSAND URBAN DEVELOPMENTDate and Location: May 18-23, 2009, Budapest, Hungary,Training Program ObjectivesThe program had the following objectives:• Improved participants knowledge on the main concepts related to diversity, identity andethnicity, stereotypes and discrimination, public policy and participation, urbandevelopment and conflict management in multiethnic communities (MC)• Build participants capacity to (a) analyze conflict situations in multiethnic communitiesresulting from urban development policies/decisions (b) identify and use the appropriatestrategies in order to manage these situations, such as principled negotiation, multipartymediation and facilitation of participatory processes• Deepened participants understanding about inclusive local public policy-making, in the fieldof urban development in multiethnic communitiesAgendaDuring the 6-day training the following topics were covered:• Identity, Diversity, Ethnicity, Assimilation, and Integration• Conflict management in Multiethnic Communities, principled negotiation and multi-partymediation• Interpersonal communication as an effective ADR method• Public policies and policy making as a problem solving and strategic planning process• Strategic planning, sustainable community, levels of participation, power relationsTrainers: The program was designed and conducted by MMCP trainers KatalinPallai/Hungary and Ana Vasilache/Romania (FPDL)Participants25 Participants were selected to attend the program, from more than 80 applicants, but finallyonly 22 attended. They were working for or with training organizations, universities orinternational organizations, interested in improving and expanding their activity in the field ofConflict and Urban Planning Management in Multiethnic CommunitiesEvaluation:Based on participants Evaluation Forms, completed at the training program end, we canconclude that the training achieved its objectives. Participants expressed their appreciationconcerning the opportunity they had to meet and work together within such a diverse group, tolearn from each other as well as from the senior trainers. They also appreciated the way theprogram was organized, as well as the senior trainers’ performances.ETHNIC DIVERSITY AND CONFLICT MANAGEMENTDate and venue: December 10-14,2009 Budapest, Hungary, European Youth CenterTraining Program ObjectivesProgram Goals(1) Increase participants’ knowledge and skills in analyzing conflict situations in ethnicallydiverse communities; (2) analyze the relevance of these conflict situations in the context oflocal governments and enable participants to choose appropriate interventions to address themin a constructive way in order to prevent violence23

Specific objectivesThe program had the following objectives:• Deepen understanding and knowledge of the basic concepts of diversity managementincluding diversity, ethnicity, identity, stereotypes and prejudices• Improve understanding of the basic concepts of conflict management including conflictmanagement styles, conflict outcomes, conflict causes, conflict stages and conflictmanagement strategies• Deepen knowledge and enhance skills in analyzing conflict situations in multi-ethniccommunities• Improve knowledge and skills in using conflict management strategies in inter-ethnicconflicts, such as enhanced communication, interest based negotiation and multi-partymediation• Develop Action Plans that apply the improved understanding and skills in domesticsituationsTrainersThe program was designed and conducted by MMCP trainers Ana Vasilache/Romania (FPDL)and Bego Begu (OSI Montenegro)Program descriptionIn order to achieve the above-mentioned learning objectives trainers Ana Vasilache and BegoBegu designed and conducted 5 day training, structured as follows:December 10, 2009The first day started with a plenary session facilitated by Ana Vasilache, during which PetraKovacs MMCP Manager presented the background and main objectives of the MMCP, followedby a get acquainted session and short presentations of the objectives and structures of the 3training modules to be conducted in parallel during this training jamboree. The next threesessions of the day took place in the training module and were focused on clarifyingparticipants’ expectations and explaining again the training objectives, setting rules of workand building common understanding on the following main concepts: Identity, Diversity,Ethnicity, Stereotypes and Prejudices. A special attention was devoted to effective strategies inovercoming stereotypes and prejudices.December 11, 2009A documentary was used as starting point for applying and discussing the previous dayconcepts, by analyzing the situation presented in the movie. The rest of the day was devotedto clarify and agree on common definitions of the concepts related to conflict management inMultiethnic Communities: What is conflict? Is conflict destructive or constructive? What are theconflict management styles, at personal and groups’ level? How can they influence the conflictoutcomes? What are the conflict causes: position, interest and basic human needs? A casestudy was used to apply the conflict causes analysis by identifying actors involved in theconflict, identifying their position, interests and basic human needs, as well as solutions toresolve the conflict.December 12, 2009The 3 rd day was devoted to clarify further conflict causes – triggers/immediate, proximate andsystemic/structural. Participants applied the concepts in analyzing another case studydeveloped based on a real situation. The last session focus was on conflict dynamics and theADR techniques that can be used in the different stages of the conflict. Short focus was on howto improve the process of communication. Participants received a task to be applied in the cityduring the afternoon: take photos about signs of conflict or potential conflicts in the city,analyze them by applying the concepts learned.December 13, 2009The 4 th day first session was devoted to debrief the Conflict photo exercise and analyze them,who are the actors, what are the causes, what are the possible solutions. The next sessionsfocused on two ADR techniques: principled negotiation and multi-party mediation. Role play24

and simulation were used to offer participants opportunities to apply the knowledge, enhancetheir skills and better understand the processes structure.December 14, 2009The 5 th day was devoted to clarify the Facilitator role by focusing on facilitating decisionmaking processes and designing strategic planning/problem solving process. Theplanning/problem solving process steps were clarified as well as the different alternatives ofdesigning them were presented. Trainers clarified also that these rational processes areappropriate to use in coherent communities and presented also what is needed to be donebefore these processes in segmented or deeply divided communities. At the end of the trainingmodule participants were asked to think how to transfer the knowledge and skills gained in theclass room back home and to share ideas about what they will do with what they learnedduring this training program. Participants completed an evaluation form and receivedcertificates of attendance from each other to emphasize that they learned from trainers asmuch as from their peers. The last session was organized again in plenary, bringing togetherall 3 training modules participants to share their experiences and what they learned atpersonal and group level. A last exercise emphasized the importance of being members of anetwork that shares knowledge and values and will offer in the future professional support.Participants21 Participants were selected to attend this program, from more than 130 applicants. Theywere working for or with training/consulting/advocacy organizations, universities orinternational organizations, interested in improving g their activity in the field of EthnicDiversity and Conflict Management in Multiethnic Communities.The 21 participants, 14 women and 7 men, came from 18 countries, as follows:UzbekistanSerbiaRomaniaPolandMontenegroMoldovaLithuaniaKosovoKazahstanItalyIndonesiaHungaryGeorgiaBulgariaBosnia and HerzegovinaAzerbaijanArmeniaAlbania0 1 2 3 4Participants25

Conclusions and RecommendationsBased on participants Evaluation Forms, completed at the training program end, we canconclude that the training achieved its objectives. Participants expressed their appreciationconcerning the opportunity they had to meet and work together within such a diverse group, tonetwork and learn from each other as well as from the senior trainers. They also appreciatedthe logic and structure of the program, the senior trainers’ performances, as well as the veryprofessional way in which it was organized.Based on participants’ feedback and on trainers’ observations, we have the followingrecommendations to be implemented in a next training having similar objectives and topics:• Use more cases generated by participants in order to enhance experience exchange• Use more concrete examples based on trainers experiences and link them with thetheoretical concepts• Redesign some parts of the training to lower the quantity of information provided toparticipants during the training and in that way to offer opportunities for more in-depthanalysis and discussions• Provide some readings before the training26

ACTION THROUGH FACILITATION: TRAINING PROGRAM FOR YOUTH NGOSProject frameThe project was financed by the European Commission’s Youth in Action Program, under Action4 – Youth Support Systems, 4.3 – Training and networking of those active in youth work,having the period of implementation January – March 2008.Project Goal and ObjectivesThe project’s overall goal was to create a core of young experts in facilitation that wouldinitiate and support constructive conflict management in their multiethnic communities and inEuropean youth projects.The project included 2 components:• A 6-day training course organized, which took place in Busteni, Prahova County, Romania;• Technical assistance in finalizing project proposals.Project manager and trainers: Andreea Buzec was the project manager and, together withIvana Volf from Balkan Idea Novi Sad, designed and delivered the training course and assutedthe participants in finalizing propject proposals within the Youth in Action Program based onthe acquired knowledge and skills.Date and location: Busteni, Prahova County, April 3-9, 2009Training course objectivesThe training course had the following objectives:• Improved knowledge and skills as facilitators in the design and conduct of participatoryproblem solving/planning processes;• Developed Action Plans to apply acquired knowledge and skills.ParticipantsThe project involved 20 young people active in youth organizations from Romania, Macedonia,Serbia and Turkey, aged between 18-30 years of ageProject description:Together with its partners, FPDL made the participants selection. The training course wasdesigned based on a careful need analysis so that the learning objectives, instruments andmethods fit participants’ expectations. In order to ensure a reliable learning process, thetraining course was divided in two modules:• 3 days for theoretical input on what is conflict, ethnic conflict, conflict stages, conflictmanagement techniques, facilitation, facilitator’s roles, what is participatory planning andparticipatory planning steps;• 3 days for preparation and simulation of a real-life problem solving/planning process in amultiethnic community.Training materials: the participants were provided with copies of brochures elaborated byFPDL: What is Conflict?, What is Ethnic Conflict? and What is Facilitation? together withother handouts on topics of interest for the training course.Evaluation and conclusions:Based on participants’ evaluations, we can conclude that the training session was successful:The organizer’s staff was sensitive and supportive to participants’ needs – 4.80 %,the way this training was delivered was effective for participants’ to learn – 4.61%, theyclearly understood the training program objectives – 4.76%, the program met all of its statedobjectives – 4.71%.27

BURUNDI POLICY REFORM PROGRAMProgram Frame USAID/East Africa’s Democracy and Governance program inBurundi, focused on building constructive relationships between the executive, civilsociety, and the media through support for participatory policy processes. Theprogram supports improved governance, increased transparency and accountability,greater participation, and conflict mitigation in focal policy sectors. The project isimplemented in Partnership with Partners for Democratic Change, USA The 2007-2011 program is funded by U.S. Agency for International Development, and managedby Chemonics International.Program objectiveThe program is primarily aiming to build constructive relationships between Burundiangovernment institutions, civil society, the media, and the private sector throughsupport for participatory policy processes, under USAID/East Africa Foreign AssistanceFramework projected objectives related to Peace and Security and Governing justlyand DemocraticallyProgram description:Since December 2007, FPDL:• Assessed the training needs of the executive branch, the parliament, the civilsociety and the media representatives, providing analysis of the opportunitieson which to base program’s multi-annual cross-sector capacity buildingactivities.• Trained 210 Burundian women leaders in conflict management and alternativestrategies for conflict resolution, under the Women’s Leadership Component.The women were legal representatives, executives or active members in thecivil society organizations (some were former high officials, like vice president,prime minister, department/cabinet ministers and parliamentarians),parliamentarians and lawyers.FPDL will continue to be involved in Burundi Policy Reform program until 2011 underdifferent program’s components. FPDL consultant and trainer in Burundi is Olivia Baciu2009 ActivitiesIn 2009 the following training events took place:SERIES OF TRAININGS ON CONFLICT MANAGEMENTDate and venue: 9-27 March Bujumbura, BurundiTrainers: Olivia Baciu together with Juliette Kavabuha, Head of USAID WomenLeadership ComponentParticipants: A group of 140 women attended the series of six trainings heldbetween 9 to 27 March 2009. The women consisted mainly of legal representatives,executives or active members in the civil society organizations. Some of the28

participants were former high officials, like vice president, prime minister, department/cabinet ministers, and parliamentarians.Training objectivesThe training had three main objectives:• By the end of the training, participants are familiar with the main conceptsunderlying the field of Conflict Resolution, including: defining conflict,understanding the underlying causes of conflicts, tools for conflict analysis, stylesand strategies in solving conflicts;• Participants know how to use two foundational strategies to resolve conflicts:communication and interest-based negotiation; and• Participants have a deeper understanding of leadership as a concept.Program evaluationThe program was very well received by participants. Here after is the synthesis oftraining themes:• “What is Conflict” introduced several definitions of conflict, emphasizing thatconflicts are neither good nor bad and are just a natural part of life, making itvitally important to understand this complex topic.• The way we solve conflicts or the outcomes of conflicts can be good or bad. Wemay not be able to eliminate conflicts, but we should know how to have livelycontroversies instead of deadly quarrels, how to create constructive conflicts, notdestructive ones.• Various tools for analysis of different stages of a conflict, through the RPP[Reflexion sur la Pratique de la Paix] method and the case study of Liberia wereintroduced to the participants. The case study gave participants the opportunityfor group analysis of the elements of a successful conflict analysis, to improveknowledge. The elements of analysis included: Identification of forces for andagainst peace, and of the key actors involved (using the Three Boxes Tool),Identification of driving factors in the conflict, Analysis of the dynamics betweenthe forces involved in the conflict, Elaboration of key interventions for peace,Planning for intervention strategies (using RPP matrix, which allows reflections onthe strategies, to bring changes for peace. The RPP matrix proposes two parallelapproaches -- one is to work with as many people as possible and the other is towork with key persons in order to obtain individual and socio-political levelchanges for preserving the peace.)• Our personal Conflict Management Style often affects if a given conflict willdevelop into a constructive or destructive situation. There are five styles, whichare a combination of two variables: how much you fight for your interests andhow much you consider the other’s interests. We do not always use the sameConflict Management Style. Each style is effective in specific situations.• Conflicts have their own life cycle: they are born, they may arrive at full andintense expression and they die.• We can use Alternative Resolution Strategies to solve conflicts (as opposed tostandard litigation and confrontation), if parties are still willing to communicate,directly or via a third, neutral person. These strategies are DirectCommunication, Negotiation (structured communication), Mediation (facilitatednegotiation) and Facilitation of Problem-Solving processes (multi-partymediation).• Leadership: we all have the capacity to inspire and empower others, but wemust first be willing to devote ourselves to growth and development as leaders.Summary of trainings’ resultsThe results of the training are in both quantitative and qualitative formats, from theinterpretation of the training evaluations completed by the participants, as well from the29

analysis of the training process reviewed by the trainers on issues such as the change in thelevel of participants based on the questions, debates and discussion.These results are detailed and interpreted below:• A total of 105 hours of training were delivered• The importance and pertinence of the training topics to Burundi’s context was ranked bythe participants at 8.98 (out of 10.00)• The applicability of the training knowledge in daily life was ranked by the participants at8.70 (out of 10.00)• Participants’ knowledge and understanding of leadership was increased (qualitativeindicator). During the six trainings, each session on leadership had to be extended due toparticipants’ substantial interest on the topic, which was based on the latest field researchby Harvard University. The participants actively discussed their own experiences inleadership, and drew lessons and key points for further ways to improve their skills andknowledge in this area.• Participants’ knowledge and understanding of conflict was increased (qualitative indicator).The group dynamic during this topic was particularly high: each participant was activelyinvolved in exercises, plenary analyses and intense debates. The participatory methodologysupported and stimulated overall participation. The wrap-up at the end of each session,which permitted final questions and clarifications, indicated high levels of understandingand improved knowledge for each specific conflict-related topic.• Participants gained skills in using specific conflict analysis tools (qualitative indicator).Thisparticular session was very interactive, at each stage throughout the conflict analysis. Theparticipants worked in groups on the case study of Liberia, and then presented, avidlydiscussed and reached a comprehensive consensus on the overall results. The activeparticipation during the session indicates excellent results as well as increased skills inconflict analysis tools.• Establishment of an informal network of women leaders aiming to support the peaceprocess in Burundi through conflict resolution strategies.• The 140 participants elected 30 representatives to expand discussions around theopportunities, challenges and actions to develop a new informal network. A meeting withthe women leaders’ representatives (including representatives of the lawyers andparliamentarians) is tentatively scheduled for 4-5 weeks after the training.ALTERNATIVE DISPUTES RESOLUTION TRAININGDate and venue: May 25-29, 2009, Bujumbura, BurundiTrainers: Olivia Baciu, FPDL, who worked together with Juliette Kavabuha, Head ofWomen Component, USAID ProgramParticipants: 30 Women, Members of Burundi Parliament, out of which 20 womenwere deputies and 10 were senatorsObjectives: Promoting women leaders in conflict resolution through providing themwith techniques and alternative resolution methodsProgram description: The 3-day session was based on practical approach to adulteducation, included concrete examples relating to conflict management and casestudies to identify strategies to overcome challenges in the field of conflictmanagement.Evaluation: Participants very well received the program and highly appreciated theinteractive approach. The results of the training are in both quantitative and qualitativeformats, from the interpretation of the training evaluations completed by the participants, aswell from the analysis of the training process reviewed by the trainers on issues such as thechange in the level of participants based on the questions, debates and discussion.These results are detailed and interpreted below:• A total of 18 hours of training were delivered• The importance and pertinence of the training topics to Burundi’s context was ranked bythe participants at 8.48 (out of 10.00)30

• The applicability of the training knowledge in daily life was ranked by the participants at8.32 (out of 10.00)• Participants’ knowledge and understanding of leadership was increased (qualitativeindicator)• Participants’ knowledge and understanding of conflict was increased (qualitative indicator)• Participants gained skills in using specific conflict analysis tools (qualitativeindicator)ADVANCED TRAINING FOR WOMEN LEADERS IN BURUNDI IN ALTERNATIVESTRATEGIES FOR CONFLICT RESOLUTIONDate and venue: August 10-19, 2009, Bujumbura, BurundiTrainer:The program was designed and conducted by Olivia Baciu, FPDLconsultant and trainerParticipants:23 women attended the training program. The women were legal representatives,executives or active members in the civil society organizations.Objectives: The training had two main objectives:• By the end of the training, participants will improve knowledge and skill incommunication, facilitation, negotiation and mediation as alternative conflictresolution strategies.• To facilitate the exchange of experiences and good practices between theparticipants in the field of alternative strategies for conflict resolution.Program description:During the 8-day training the following topics were covered:• Communication modules focused on the elaboration of strategies to deal withthe obstacles in interpersonal communication in different organizational settingsand on increasing behavioral awareness on the importance and on the power ofthe visual elements in communication, mainly of the body language.• The facilitation module focused on the role and skills of the facilitator and howto deliver effective group facilitation processes through two simulatedfacilitation sessions.• The negotiation module focused on the stages of a principled negotiationprocess, on what a negotiator should do inside each stage and how he shouldinteract with the other party in a way that do not damage the relationship and,in the meantime, which generates solutions satisfying both parties involved.• The mediation module was mainly a skills building module. The participantswent through all the stages of a mediation process, in a group mediationsimulation exercise, which built on a complex case study and allowedparticipants to internalize rich lessons on the role and abilities of the mediatorand on various complex aspects of the mediation process.Evaluation• The program was very well received by participants.• Overall, the applicability of the training knowledge in daily life was ranked bythe participants at 9.38 (out of 10.00)• Overall, the importance and pertinence of the training topics was ranked by theparticipants at 9.35 (out of 10.00)• Participants gained in-depth knowledge of communication as a key strategy tosettling conflicts peacefully and as transversal essential skill, which supports allother alternative strategies for conflict resolution. Participants developed theirknowledge and skills on elaborating strategies to deal with the obstacles ininterpersonal communication in different organizational settings and increased31

their behavioral awareness on the importance and on the power of the visualelements in communication, mainly of the body language.• Participants’ knowledge and skills on the role and abilities of the facilitator and ondelivering effective facilitation processes increased (qualitative indicator) as they wereexposed to powerful learning experience. Participants practiced it in two simulatedgroup facilitation exercises and learnt key lessons from their colleagues and the relatedfeedback sessions.• Participants gained practical skills in negotiation (qualitative indicator), as theypracticed and got involved actively in a negotiation exercise.• Participants gained practical skills in mediation and in-depth knowledge on the essentialelements to be considered for each stage of the mediation process (qualitativeindicator), as they practiced group mediation within a powerful case study.• In all modules, the dynamic of the group indicates a high level of interests andparticipants’ evaluations indicate knowledge improvement and even behavioral changestowards the alternative strategies for conflict resolution.32

PARTNERS FOR SUSTAINABLE LEADERSHIPProgram FramePartners for Sustainable Leadership is a global initiative of Partners for DemocraticChange funded by General Electric which includes Training and Mentoring for leadersof future Partners Centers. The program is aiming to scale up the development ofPartners’ Centers in new countries throughout the world, supporting 3-4 Leaders eachyear for a total of 10 new Partners’ Centers by 2011. The newly established Centerswill become members of the global association of Partners’ Centers, Partners forDemocratic Change International based in Brussels, Belgium.Program goal and descriptionUnder Partners for Sustainable Leadership up to 10 national Centers will beestablished through 2011, dramatically scaling-up Partners ability to address the localdemand for leadership and change management skills globally.The Program focuses on identifying and selecting a local social entrepreneurial leaderin the target country, for the first year Yemen, Colombia and Serbia, who receivesextensive training to establish a local Center. The leader spearheads the developmentof the Center, building in-country political and donor relationships, programs, board ofdirectors, and staff. This is achieved through continued training and in-countrymentoring from Partners and existing Centers over a three-year period.The Fellows receive training as a group in Washington, DC, and each Fellow is pairedwith an established “mentoring Center.” Partners and the mentoring Centers facilitatethe transfer of the knowledge and skills required to create and manage a neutral,professional and sustainable NGO. Partners guides the Fellows as they carry out incountryneeds assessments, invite respected, in-country individuals to the board ofdirectors, hire local staff, create management and financial systems, attract localfunding, and acculturate and apply tested change and conflict management processesin a variety of contexts. New Centers develop business and work plans designed toadapt and apply best practices to deliver programs and training and consultingservices in the areas of conflict resolution, change management and publicparticipation. Creating an acculturated, in-country capacity to address change andconflict, a skilled staff, and focused business plan create the foundation for CentersustainabilityDate and venue: February 9-26, 2009, Washington DC, USATrainersThe program was designed and conducted by Olivia Baciu/FPDL and Dusan Ondrusek/Partners Slovakia33

Participants: 3 Leaders from future Partners Centers in Yemen, Serbia and ColombiaTraining descriptionFacilitation of knowledge transfer to the leaders of future Partners Centers in Yemen,Colombia and Serbia required to create and manage a neutral, professional andsustainable NGO.During the 21-day training the following topics were covered:• Change Management Models• Conflict Analysis and Conflict Resolution Strategies: Negotiation,Mediation and Conciliation• Facilitation Problem Solving and Planning Process Group• Consensus Building and Large Group Development• Multi Party Consensus Facilitation Model• Training Facilitation• Training of Trainers skills and methodology• Organizational Development & Strategic PlanningCORRUPTION AND CORRUPTION CONTROL IN LOCAL GOVERNMENT -Program FrameKosovo Good Governance Programme, organized by the Department of Public Policy,Central European University and the Local Government and Public Service ReformInitiative, Open Society InstituteProgram ObjectivesThe two-week programme was designed to provide the participants with comprehensiveunderstanding of good governance, though lectures given by professors at the Central EuropeanUniversity’s Department of Public policy, though seminars with policy experts from the OpenSociety Institute, and through visits to Hungarian ministries and local authorities arranged by theMinistry of Foreign Affairs. FPDL, was invited for one session, to present its experience inworking with local governments to cure and prevent corruption.Date and venue: July 16, 2009, Budapest, HungaryTrainers: The program included lectures given by professors at the Central EuropeanUniversity’s Department of Public Policy and Study Tours to Hungarian Municipalities.FPDL was invited in the module Ethics management, Corruption and CorruptionControl, prepared by Agnes Batory, Associate Professor and Research Fellow,Academic Coordinator, Erasmus Mundus Masters Program in Public Policy, Departmentof Public Policy and Centre for Policy Studies of the Central European University, toconduct one session on Controlling Corruption at Local level.Objectives: To present participants FPDL approach in assessing Local Governmentsorganizations vulnerability to corruption.Participants: 25 representatives local governments, elected officials and technicalstaff from KosovaProgram description:Nicole Rata presented Craiova Case Study and involved participants in using varioustools to assess the vulnerability of corruption at local level.34

2009 NATIONAL PROGRAMSoooooDialogue And Partnership For The Future – Socio-EconomicDevelopment Strategy of Valcea County10 For a Modern Public Administration – Supporting HorezuMiocro-Region DevelopmentThe Art and Science of Leadership: partnership with RegionalCenter CraiovaCourses at University of Architecture and Urban PlanningThe Assessment of the management of infrastructures by localauthorities in Romania33

DIALOGUE AND PARTNERSHIP FOR THE FUTURE – SOCIO-ECONOMICDEVELOPMENT STRATEGY OF VALCEA COUNTYProgram frameThe project was developed by FPDL in partnership woth Valcea County Council, as mainapplicant to the Phare Program RO 2005/017-553.01.03.06 Program – ModernizationFund for Local Public Administration. The project was implemented in partnership withPrefectura ValceaProject goal and objectivesThe aim of the project is to contribute to a balanced and integrated development ofValcea County for the period 2008 – 2013 in the perspective of implementing the acquiscommunitaire defined in the Reference Strategic National FrameworkProjects specific objectives are the following:a) To train a core team of 100 experts from the local public administrationauthorities of Valcea County, in order to be able to play an active role inelaborating, promoting and implementing local policies and strategies for thesocioeconomic development of Valcea County;b) To elaborate the Socioeconomic Development Strategy of Valcea County activelyinvolving of all the local stakeholders;c) To develop sustainable partnerships at inter-community and sectorial levelbetween the stakeholders from the public, social and economic sectors, in order torealize and implement development projects and programs with EU funds.Project period: February 2008 – January 2009Activities performed in 2009STRATEGIC PLANNING WORKSHOP „DIALOGUE AND PARTNERSHIP”Purpose: The workshop had the following objectives:o To present the draft strategic plan for socio-economic development, as resultedfrom December Conference and with the input of FPDL experts.o To analyze and improve the programs and projects proposed in Decembero To prepare the Implementation Plan, through defining the possible contributionsand organizational structure that could assure the implementation, monitoring andevaluation of the Proposed Strategic Plan.Location: Ramnicu Valcea, County Council Meeting HallPeriod of time: January 6, 2008Number of participants: 65 participants, county councilors and elected officials fromcities, towns and communes all around Valcea County, technical experts from Prefectura,County Council, and public institutions and de-concentrated services, representatives ofthe private and non-governmental sectors34

Workshop description:o After reviewing the key information related with the project objectives and expectedresults, and presentation of participants, FPDL facilitators make a presentation of thestructure and logic of the Strategic Plan, the 5 strategic fields, as well as the strategicdirections and programs proposed for each field. The proposed programs and projectwere the ones proposed by participants in December Conference. FPDL input for thefinal draft of the strategic plan, was consisting more in structuring and expressingmore clear ideas, than interfering in the content.o Participants, with the support of a FPDL facilitator, have worked in 5 group, each onone strategic filed, to analyze and make additional proposals to improve or completethe existing programs and projects.o Plenary discussions were facilitated by FPDL experts, to extract additional commentsand proposals for the other groups, after each group presented their ideasNumber of days: 1 daysFacilitators: Nicole Raţă, Ana Vasilche, Daniela Plugaru, Doru Bularda and AndreeaBuzec, facilitated the 5 groups organized by strategic fields.FINAL CONFERENCE AND APPROVAL OF THE STRATEGYOn January 15, the Final conference was organized to present to the key stakeholderinvolved during the various activities of the project, the project main achievement,including the strategic plan for Socio-economic development, as well as the lessonslearned.On January 22, 2009, the Strategic Plan was discussed and approved in the CountyCouncil meeting. Nicole Rata was present to the Council meeting.35

10 FOR A MODERN PUBLIC ADMINISTRATION – SUPPORTING HOREZUMIOCRO-REGION DEVELOPMENTProgram frame: PHARE 2006 program, Modernization Fund for Local PublicAdministration Development, program developed and implemented by AssociationDepresiunea Horezu in Partnership with FPDL, CeRe, Prefectura Valcea and ValceaCounty CouncilProject goal and objectivesThe project was focused on increasing the capacity of local public administration fromthe 10 neoghboring communities: 5 of them members of Association DepresiuneaHorezu: Costesti, Horezu, Maldaresti, Slatioara şi Vaideeni, and 5 new communitiesBarbatesti, Francesti, Otesani, Slatioara şi Tomsani, having similar problems, similarresources and strong common identity.More specific, the projectobjectives were the following:o to increase the knowldge and skills of elected officials and technical staff from these10 communities in strategic planning, public participation and project managmento Promote inter-community partnership through creation of a Centre for the MicroregionDevelopment and the Netowork „Rural +” formed by the civil servants andelected officials from the micro-region team of local development promoters.o To develop the a common strategy at micro-region level, which will include programsand project developed in partnership, prepared for accessing the European structuralfunds.Project period and activitiesProject started in March 2008, and was finalized in March 2009.In 2009, the following activities were performed:PROJECT MANAGEMENT MODULE IIDate and venue: Horezu, January 8-10, 2009Training Goal and ObjectiveThe training represents the second module of the training program for Programmanagers. The general objective of this training program was to build essentialknowledge and skills in all the stages of a project, from project idea and elaboration toproject implementation, monitoring and evaluation. Module II had as objectives todevelop the knowledge and skills for project implementation through focusing onorganizing and coordinating the project team and evaluating team membersperformances.Participants:44 participants, representatives of local authorities from the 10 communities withinMicro-region Horezu, elected officials (5 mayors and vice mayors), civil servants from EUIntegration department.Trainers and organizersThe training was designed and conducted by a team of 4 FPDL trainers, Nicole Rata,Ancuta Vamesu, Andreea Buzec and Olivia Baciu. Eugen Savulescu, the programmanager from the Association “Depresiunea Horezu” was in charge with organizationaland logistics aspects.Short descriptionThis training course is accredited by the National Council for Professional Training, and isbased on the Standard for the Program Managers, registered in the RomaniaOccupational Code.36

Taking into account the big number of participants, FDPL organized two parallelworkshops to facilitate group work and individual involvement and 3 plenary sessions, atthe beginning, middle and the end, to share experiences and lessons learned;The last day it was organized the exam, consisting from a written test as well as apresentation of the projects developed by participants organized in teams, in front of theEvaluation Commission. The Commission included 2 experts accredited by the NationalCouncil for Professional Training and FPDL representative, Nicole Rata.EvaluationAll participants presented good quality projects and received great marks, the membersof the commission being impressed by their commitment to implement the proposedprojects. Some of the projects were used afterwards, as the starting points for projectsproposals that the 10 local governments applied at various structural funds.TRAINING ON LEADERSHIP AND STRUCTURAL FUNDSDate and venue: Horezu, March 20-22, 2009Training ObjectiveThe training included two components: one focused on leadership skills and the other onattracting and managing the structural fundsThe first, component, The art and Science of Leadership, had the following objectives:• To improve the knowledge and skills necessary for leaders when working andmobilizing the team members• To improve knowledge and skills of leaders as active listener and when providingfeedback to the staff• To improve knowledge and skills in decision-making and managing conflicts,necessary for leaders in negotiation processesThe second component, Accessing Structural Funds, had the following objectives:• To learn about managing and implementing authorities and their programmaticdocuments (specialy about Rural Development Program, Public AdministrationCapacity Building and Human resources Development Programs)• To improve their knowledge and skills to place their project proposal under theadequate funding line• To share experience about obstacles in project development and implementation• To identify new funding opportunities for common projects to be implemented inpartnership37

Participants:34 participants, representatives of local authorities from the 10 communities withinMicro-region Horezu, elected officials (2 mayors and vice mayors), civil servants from EUIntegration department.Trainers and organizersThe training was designed and conducted by Nicole Rata and Ancuta Vamesu, EugenSavulescu, the program manager from the Association “Depresiunea Horezu” was incharge with organizational and logistics aspects.Short descriptionThe first day was devoted to the first component, focusing on some key aspects thatlocal leader should know and use in managing projects and programs. The next twodays, participants analyzed the various programmatic documents, to check if the projectproposals developed for the training module on Project management by therepresentatives of their organization has the objectives and activities consistent with theEU program requirement, and if not, they discussed how to adapt them.EvaluationThe program was very well received by participants. They appreciated the trainersperformances (98.9% level of satisfaction), The usefulness of the knowledge and skillsreceived for their job (98.9% level of satisfaction).38

THE ART AND SCIENCE OF LEADERSHIP: PARTNERSHIP WITH REGIONALCENTER CRAIOVAProgram frameThe training was organized at Craiova Regional Training Centre initiative, and had asspecial guest Fred Fisher, from IDIOM USA. Fred Fisher is honorary member of our FPDLand the mentor of all our trainers, including the Director of Craiova Training Center.FPDL trainers were invited to be part of the trainers team that designed and conduct thistraining. The training was funded by participants’ fees.Date and venue: Craiova, May 11-15, 2009Training ObjectivesImproving elected officials & managers knowledge and skills in performing basicleadership roles: representation, communication, using power, institution builder andoverseerParticipants:32 participants, elected officials and managers of public institutions working in Craiovaand other local governments from Dolj countyTrainersThe program was designed and conducted by a team of FPDL trainers, who workedtogether with Rodica Dudau, the Director of Craiova Training Center and the specialguest, Fred Fisher. Fpdl trainers involved were Ana Vasilache, Nicole Rata and DoruBularda.Program descriptionThe training program combined theoretical presentation with group work and practicalexercises focused on real concrete issues, identified by participants for each topic. The 5days training included the following topics:• What does it mean representation, representation and participation, representationand good governance• The leader , an excellent communicator• The leader as a good Negotiator• The leader as a good decision-maker and an effective facilitator• The leader and the problem solving process• The leader as policy maker and strategist• The leader as Overseer• The leader as institution builder• Leaders and managers, leadership stylesFPDL provided for each participant the series of manual on Elected leadership as well asthe series on Local Government Management, and the manual on Representation, fromthe new series of UN Habitat, translated and adapted by FPDL trainers.Program evaluationThe program was well received by participants, who appreciated the training content aswell as the learning process. The highly appreciated the professionalism of the trainersand the open atmosphere created during the learning process.39

COURSES AT UNIVERSITY OF ARCHITECTURE & URBAN PLANNINGProgram frameThe participation of FPDL trainers in the post graduated courses for master studentsfrom University of Architecture and Urban Planning Ion Mincu, Bucharest, represent acontinuation of the partnership initiated through the UNDP Program ” Center for Conflictand Change Management” with University of Architecture and Urban Planning, as well asthe good collaboration between FPDL and University since 1994.In 2009, the following modules were conducted by Nicole Rata, associate professor atUAUP Ion Mincu Bucharest :COMMUNICATION AND TEAM WORKDate and venue: February 2-3, 2009, University of Architecture and Urban Planning,Participants: 39 Master students at Post Graduate Mater on Integrated Urban Planning,in the first yearDescription: The module was focused to help students to know each other (the firstpart of the course was organized in November 2008 and was the opening module for thestudents in the first year) and to improve their communication and teamwork skills. Thesessions combined few key concepts presentation with a lot of teamwork exercises. Theexam was also a teamwork task.PARTICIPATORY PLANNING PROCESSES FOR LOCAL DEVELOPMENTDate and venue: June 8-9, 2009, University of Architecture and Urban Planning,Participants: 30 Master students in the forth year of study (the first year of master)from the Faculty of Urban Planning .Description:The series of presentations of the FPDL experience included the work with a small town(Horezu case) for developing the local economic strategy, the participatory processes forworking with 8 small communities around Horezu, as well as the participatory processesfor developing the socio-economic strategy at county level, involving over 200participants, elected officials, civil servants, experts, private and non-governmentalrepresentatives. The presentations were followed by discussion about the urban plannerrole as a facilitator of participatory processes, the benefits and the challenges during theprocess as well as during implementation, as well as the initiatives of involving studentsand master students in helping the local governments and communities in shaping theirfuture, through summer schools, exhibitions and projects contests, organized by FPDLsince 2004.COMMUNICATION, CONFLICT AND TEAM WORKDate and venue: October 12-20, November 18-20, 2009, University of Architecture andUrban Planning,Participants: a total of 51 students, 29 Master students at Post Graduate Mater onIntegrated Urban Planning, in the first year of post graduated courses and 22 Masterstudents at Post Graduate Mater on Urban Management, in the first year of postgraduated coursesDescription: The module was focused to help students to know each other and toimprove their communication and teamwork skills, in order to be able to understand theobstacles in communication challenges of teamwork as well to improve their skills todeliver powerful public speeches and to act as the facilitator of their teams.40

THE ASSESSMENT OF THE MANAGEMENT OF INFRASTRUCTURES BY LOCALAUTHORITIES IN ROMANIAProgram frameContract N°- 2008CE160AT029 (DG REGIO), awarded through a tender by a consortium formedby LRDP KANTOR Ltd, from UK, in association with KANTOR Management Consultants SRL andFPDL.Project Period and ObjectiveThe study is being carried out over a 12-month period and in 5 main tasks:• Task 1: Inception Stage;• Task 2: Legal, Institutional and Functional Review;• Task 3: Development and piloting of an improved operational approach;• Task4: Capacity Appraisal and Analysis to determine national-wide applicability;• Task 5: Development of Final RecommendationsThe study started in June 2008 and till the end of the year FPDL activity was focused on Task 1and 2: The analysis of the legislative and institutional framework governing the competences ofRomanian Local Authorities (LAs) and Regional Operating Companies (ROCs) with regard theimplementation of projects in the following targeted sectors:• County and Local level roads;• Urban Development (including public transport)• Solid waste management;• Water supply and waste water treatment.FPDL Consultants teamFPDL team include the following experts: Nicole Rata, Daniela Plugaru, Doru Bularda, AncutaVamesu, Ana Vasilache, Zachi Arpad and Oana Luca who had participated in field visits in order toevaluate 6 representative projects for the purpose of the project (transportation, wastewater andwater supply, urban development projects implemented in different locations) and to elaboratecase studies reports with the projects description and the recommendations. Simultaneously,there had been assessed the local authorities’ future capacity to identify, attract, develop andsustainable and efficiently implement infrastructure projects with external financing.Activities performed in 2009• Participation in working meeting with LRDP KANTOR Ltd and KANTOR ManagementConsultants SRL, for preparing the field visits in the 6 selected projects implemented by localauthorities (county, city, town and commune levels), on 16 January, 2009.• Projects documentation review (completed project and LA key features), testing theassessment questionnaire and updating (26-30.01.2009)• Field work of the 6 case studies in local authorities (Brasov County Council, Sibiu Municipality,Suceava Municipality, Novaci Town, Polovragi Commune and Tantareni Commune Mayoralty) in3 sectors (water and wastewater, public transportation and roads, urban development), (02-06.02.2009)• Elaboration of the detailed Case studies reports (23-27.02.2009)• Participation in the Brainstorming meetings and elaboration of the final versions of the Casestudies reports (11-18.03.2009), transmitted to LRDP KANTOR Ltd. The Final report (includingother 6 case studies elaborated by the KANTOR consultants) had been submitted by to theEuropean Commission, DG Regio, on March 31, 2009.• During April – May, there had been offered additional input from the consultants for therevision of the Final report, according to the European Commission, DG Regio, requirementsand a set of recommendation were developed to be presented to the Project SteeringCommittee41

ACTIVITIES WITHIN NETWORKSFPDL is member of several professional and NGOs networks, organized at international level, suchas Partners Organizations network as well as at national level, such as FOND (Federation of Non -Governmental Organizations for Development, Association of Professional Mediators, andBucharest Platform.In 2009, the following activities were performed within the following networks:PARTNERS NETWORKSince 1989, Partners has recruited leading social entrepreneurs to establish independent Centersfor Conflict Resolution and Change Management around the world. Currently there are 17Centers, in Europe, Latin America and USA, and the network continue to expand. Each Center,along with Partners in the US, is a member of Partners for Democratic Change International(PDCI), a partnership committed to building the capacity, cooperation and sustainability of allmembers. The PDCI network develops and strengthens Centers through sharing expertise andresources internally, and mobilizing experienced trainers from existing Centers to build newCenters' training, application and organizational development capacities. Through the Centers,Partners has contributed to the democratic and economic transitions of many countries. Theteams of international trainers and consultants work hard to inspire and support local leadership,building new professions of communications specialists, mediators, negotiators and collaborativeplanners who can adapt and apply innovative participatory processes to the particular challengesfacing their countries.Activities in 2009• April 24-26, 2009: Participation of Ana Vasilache at PDCI Director meeting• November 9-12, 2009: Series of workshops “Innovation for Tomorrow” involving leadingpractitioners from around the world presented innovations, best practices and sage expertisein a number of diverse and important sectors. The series of events were correlated withcelebrating the 20 years of Partners. The events were organized in partnership withprestigious institutions such as International Republican Institute, the National Endowment forDemocracy, The World Bank Institute, the Center for International Private Enterprise and theNational Democratic Institute, the European Commission, The International FinanceCorporation, USAID’s Conflict Management and Mitigation Office, United States Institute ofPeace, The Conflict Prevention and Resolution Forum, The Extractive Industry TransparencyInitiative, the General Electric Foundation. Innovations for Tomorrow succeeded to convenepractitioners and academics from the field for an in-depth series of seminar-style workshops.Ana Vasilache and Olivia Baciu participated as panelists in 3 of the workshops.• November 14-16, 2009: Partners Director meetingFEDERATION OF NGOs FOR DEVELOPMENT – FONDThe Romanian NGDO Platform (FOND) has as main objective the responsible and effectiveinvolvement of Romanian civil society and Government in international development cooperationand humanitarian aid. To this concern, FOND is partner for the Romanian Government and theMinistrz of Foreign Affaires in their process to implement the policy for international developmentcooperation. The platform’s strategy involves supporting and developing awareness campaignstargeted both for the general public and for the public institutions involved in programming andgiving assistance for development and relief. Moreover, FOND tries to work in close contact withorganizations and local experts from the older and newer EU member states. FOND members arenongovernmental organizations active in various fields in Romania which are committed totransfer the expertise accumulated in the transition period to developing countries in theneighborhood and in the Global South.Activities in 2009March 12-13, Bucharest: Participation of FPDL representatives to the General Assembly ofFOND. Olivia Baciu, FPDL trainer and consultant, having a broad experience of working in Africawas selected as Board member42

September 16-19, Venus, Romania – Participation of Olivia Baciu, as FOND Board Member andFPDL representative in the Romanian Development Camp, second edition, organized by RomanianMinistry of Foreign Affairs and UNDP Romania. Olivia Baciu was invited by the MFA to moderate aplenary session on Partners and Beneficiaries Countries Perspective (Serbia, Republic of Moldovaand Georgia) on Romanian ODA. At the previous edition, Olivia Baciu was invited as speaker toshare on FPDL capacity building long established experience in Africa. The Romanian DevelopmentCamp is an annual event i for the benefit of the national public administration as well as NGOs,media and the academic sector. The main objective of the Romanian Development Camp is fornational authorities and their partners to develop their capacities to implement the NationalStrategy for Official Development Assistance – a shared competency of Romania with theEuropean Union. The Romanian Development Camp provides for a platform for national ODAstakeholders to reflect on current global development issues, European trends and developmentcommitments, while familiarizing themselves with the tools and instruments for ODAeffectiveness. The Romanian Development Camp is a multifaceted event: it is a space for training,for exchange of knowledge and best practices; it is a forum of dialogue and networking, ensuringthe sustainable interaction between national stakeholders, as well as between the national andinternational counterparts.September, 23, Bucharest: Participation of Andreea Buzec in a planning meeting of theAdvocacy Group of the Romanian Platform of NGO-s working in Development Cooperation – FONDSeptember 28, Brussels, Belgium – Participation of Olivia Baciu, as FOND Board Member andFPDL representative in the Cotonou Working Group of CONCORD, which is aiming to support therevision of the Cotonou Agreement in the field of aid effectiveness. The participants representedEuropean national platforms and networks active in the field of aid development.September 30, Bucharest, Romania – Participation of Olivia Baciu in the Board Meeting ofFOND, the Romanian NGDO Platform in order to prepare the meeting with Romanian Ministry ofForeign Affairs in the beginning of October, aiming at strengthening the partnership betweenFOND and MFA.October 7, Bucharest, Foreign Affairs Ministry Headquarters – Olivia Baciu and other BoardMembers of FOND, the Romanian NGDO Platform, met Mihaela Rutjens, the Director of the EUExternal Relations and Official Development Assistance Directorate of the Foreign AffairesMinistry. The meeting aimed to develop further the strategic partnership between FOND and MFAand to plan cooperatively the 2010 work plan for the official development assistance agenda inRomania;October 30-31, Bucharest, Black Sea NGO Forum, NGOs in Times of Crisis - Participationof Olivia Baciu at the Black Sea NGO Forum, organized by FOND, the Romanian NGDO Platform,in cooperation with the Romanian Ministry of Foreign Affaires, the European Commission and theblack Sea Trust for regional Cooperation. The Forum aims at increasing the level of dialogue andcooperation among NGOs in the wider Black Sea region, as a mean of strengthening NGOs andtheir capacity to influence regional and national policies. Olivia Baciu moderated a Thematic Panelon Financial Sustainability and Fundraising for NGOs in times of crisis;BUCHAREST PLATFORMIn April 2008, 36 civic and professional NGOs initiated the PACT for Bucharest, a document thatincludes a set of measures related to the development of Bucharest. The organizations agreed towork together to promote the proposed measures and influence the local government as well asthe members of the Parliament in order to improve the legislative framework. The BucharestPACT is focused to the following key components of Bucharest strategy for development: UrbanPlanning Transportation, Green Area and Sport and Leisure area, Historical Heritage,Transparency of Public Decisions. The PACT was signed b the Mayor of Bucharest, the Mayors ofeach Sector, as well as the local Council of Bucharest Municipality and Local Councils of eachsector.In 2009, a series of meeting among the member of the Platform were organized in order to knoweach other better as well as to plan the future activities.43