• Networking

    SOCIAL IMPACT Missions of third sector organisations are to create positive changes for people and society. This positive change that occures for people as a result of an action or activity is a SOCIAL IMAPACT.Understanding  which and how much change we create by our activity in the community is very important. Not only to show us whether we are on the right track or not, but also to indicate if we need some methods modifications to improve results. Clear indicators are important for public visibility in order to confirm our relevance and reliability. They also stand  as a motivation for others to take new initiatives.

    How to measure a social impact

    1. Define what you are measuring – what is the problem you are trying to solve? What are your objectives? How will you know that you acheive these objectives? Define the tools (how) and the measurable indicators (what)
    1. Define the purpose of your measurements – Why do you measure a social impact? Is it for internal purpose, for external stakeholders or for donors. Decide for whom the impact report is aimed to and choose appropriate metrics and presentation tools.
    1. Use several different measurements – Combine both qualitative and quantitative indicators.
    1. Develop an ongoing system for review – Think about developing a system for monitoring your impact in advance. Let it be part of planning. Keeping your focus on outcomes will make you more efficient in implementation. It will allow you to see what works well and what doesn’t.  Accordingly, you will be able to quickly modify your interventions.
    1. Keep going – Even if your activity produces a positive impact, it doesn’t mean that it is the end. There is always a space for improvement.
    1. Involve community members in evaluation – Their qualitative assessment and appreciation of their own ideas can help your innovation grow exponentially.


    Networking is esential part of success!

    The longer you are implementing your mission, the more you come into contact with those who do similar things or who support your ideas. Social connections are your capital. By empowering your partnering capability, you create a potential for stronger influence in the community. The networks are stronger than the individual. The synergic effects of the group acting together are greater than the sum of individual results.

    Networks are based on the common vision, experience, needs and interests that partners share.

    Some networks are created organically through collaboration. They are result of existing relationships. Yet, there is also a posibility to become a member of some network that can offer you posibilities for development on many levels.

    Why Networking is important?Networking builds relationships – meeting more people leads to more opportunities. Mutual trust, understanding and support that arise from this breeds confidence and strength. Sharing experiences and opportunities is something that networks do. The collective intelligence arising from sharing skills and knowledge results in resilient communities that are capable of responding to different challenges. It makes our communities dynamic, effective, and productive.

  • Good examples

    Case study1: NDSM wharf – Amsterdam

    The NDSM wharf is nowadays the largest cultural hub in Amsterdam and offers

    facilities for a number of artistic disciplines and small crafts. There are about 250 artists

    working in the field of design, theatre, film, media and architecture. The wharf has become a

    sanctuary for individual artists and craftspeople as well as for independent organizations, both established and less well known, to cooperate, inspire and create. Collectivism, interaction of users with the public, but also the creation of employment for potential users are very important topics in all plans concerning the NDSM dock.

    NDSM is one of the 47 ‘hub’ locations in Amsterdam.


    The area from the former ‘Nederlandsche Dok- en Scheepvaartmaatschappij’ (NDSM) lies at

    the IJ-shore of Amsterdam-Noord, is larger than 10 football fields and is now a centre for

    underground culture in Amsterdam. Since the end of the nineteenth century ships were built here on this 86.000 m² site. The cranes, ramps, shores and docks are reminders of this time period and the NDSM sheds are part of important industrial heritage of the port area of Amsterdam. In October 1999 the district of Amsterdam-Noord offered a prize for the most creative entrepreneur, who could create a plan to develop the former NDSM dock into a cultural meeting place. Some people from the guilds got together and they united in the ‘Stichting Kinetisch Noord’ and won the competition. The essence of the transformation plan was to create a ‘vibrant mix of individual artists and, well-known and lesser-known independent organizations’ with room for organic growth. The focus is to give Amsterdam ‘once more a place where energy begins and which is a continuous stage as well as a workplace, laboratory and party area’. The district of Amsterdam-Noord is owner of the buildings on the NDSM dock. ‘Kinetisch Noord’ has a rent contract until 2027 and is main tenant, developer and recruiter of appropriations for the NDSM wharf.

    Win-win situation

    According to Kinetisch Noord, all the developments around art, culture and renewal on the

    NDSM dock cause tremendous win-win situations. There are gains for the city, gains for

    Amsterdam-Noord, and also gains for the cultural climate in general. Added value for the users of the NDSM area include for instance, mutual inspiration, cultural expression opportunities, and because there is cooperation between different disciplines, larger projects can be undertaken. The benefits for Amsterdam-Noord include their positioning on the cultural ladder, attractiveness for investors, and economic growth. For Amsterdam as a whole, employment opportunities, supply of affordable studios and workspaces, a cultural and free image for Amsterdam and an increase in national and international appeal of the city.

    Organisational structure:

    The main actor in NDSM as an organization is Kinetisch Noord. It is an NGO which was founded to carry out plans for NDSM and later maintenance was added. They are the most important decision makers and govern the business aspects of the NDSM and represent all the end users who are divided into clusters.

    City Administration Amsterdam Noord (SDAN): – SDAN [ Stadsdeel Amsterdam Noord ] the entity responsible for the governing of the city’s northern district. It has a relatively large amount of autonomy in many fields – like urban development. The district has its own council, alderman and chairman.

    All participants (users of space) of Kinetisch Noord are members of a society of tenants, (the Vereniging van Werfgebruikers i.o) – at the moment around 60 tenants and 30 aspiring tenants. This society is split in 20 clusters (see image) in which tenants with complementary artistic interests work together. Each cluster also occupies a physical part of the wharf, and is responsible for the construction of its working spaces. Representatives from the clusters take care about general interests of the participants, through one of the four teams concerning construction, maintenance, outdoor space and the artistic program. The seven coordinators – the daily managers, guide their work. The board of Stichting (Foundation) Kinetisch Noord has the final word, but in practical terms is involved as a more remote controlling body.

    Board: The board is very much on a distance, but they are responsible in the end for everything that happens. They are from high positions – business, people with some weight…

    5 people full time: They talk with City Administration, doing subsidies, with permission givers (fire brigade, police). They all coordinate a certain field.

    4 teams (Financial, Building and Maintenance, Artistic program, Open Space; note ed.) where each cluster has its representatives on a voluntary basis, except the coordinators who are full time.

    Every team has 3 pools: applications, programming and communications.

    Example: “Maintenance is about what do we do with rubbish, with keys, with noise and when there is performance and they have at a certain point to make a decision, not a group. If they can’t do that they can give it to us, if we can’t do it we give it to the board, but usually it ends with a team.”

    Communication between teams and clusters: INTRA-NET but also coffee and soup on Friday

    Term casco management model?




    Case study2: POGON

    Pogon is the first public cultural institution in Croatia based on a civil -public governance model, marking a turnin point in institutional design.

    Pogon is a direct outcome of advocacy and activism of the past times. It was initiated by  a coalition of two national networks (the first one of independent cultural background- Klubtura/Clubture, and the second one which gathers youth organizations – Youth Network of Croatia), the local cooperative platform  of Zagreb- The European Capital of Culture 3000, as well as three independent cultural clubs (Močvara, Attack!, and MaMa). Few months before the local elections took place, in 2005 the coalition begun leading a strong advocacy. Then, for the first time, the necessities for independent culture and the youth of Zagreb were clearly articulated , publicly discussed and introduced into a policy document signed by the future decision makers.

    In accordance with the public discussions, media activities and protest actions, the coalition organized series of events titled as „Operacija: Grad“, which were every year focused on variety of topics related with urban development of the modern city. Through different forms and ways of artistic expression, „Operacija: Grad“ would temporarily occupy different abandoned locations and promote the idea of cultural center which is indeed the foundation for Pogon itself. In September, 2005 the first „Operacija:Grad“ took place in one of the few ex-industrial and non-commercialized space ( the complex of Badel-Gorica). Within 10 days, the space was temporarily occupied with more than 50 events organized together by more than 30 independent organizations in which more than 15.000 visitors participated. On that occasion the city mayor made a promise to keep that space for the public and adapt it as youth and adopt it as a center for youth and culture. Throughout the following years, the relations with the city varied : from passive cooperation, through ignoring and obstructions, to direct conflicts, sharply cutting the program funds, media conflicts, which all eventually led to closure of the club „Močvara“. However, the cultural and youth activists did not give up. They continued protesting and negotiating when right before the local elections in 2009 the City finally agreed upon the foundation of the center.

    Structure and Governance

    POGON is founded and governed by both the City of Zagreb and the Alliance of associations „Operacija Grad“, that gathers independent cultural and youth organizations. Such a model enables long term sustainability due to balanced relations between public financing and monitoring on one hand and independent programme and participatory decision making on the other hand. The role of the City of Zagreb is to provide a suitable space and basic funds for efficient working and programme development. The programme production is funded by the users’ organizations, i.e. the partners of Pogon, which are mainly the members of the Alliance itself.

    Pogon is mutually governed by its founders and a director. In spite of the programme coordinating body, which has been commonly chosen by the member organizations of the Associations Alliance Operacija Grad, the users too are included in the decision-making process. Except for the coordinating body, during construction and any major changes to the usage model, a discussion between the concerned organizations is opened up.

    The founders

    The founders monitor the work of Pogon, bring important decisions about the activities and the center’s development, agree upon basic documents and other articles as well as appoint a director.

    The primary role of the Alliance is to gather organizations active in this field thus ensuring the programmes that will be held in Pogon. In this manner, additional programme funding is ensured by different domestic and foreign sources. Being a member of the Alliance, for all organizations that would like to join, means an equal participation in governing the center. You may find more information of how to become a member of the Alliance here. Membership in the Alliance is not a requirement for using the resources of Pogon.

    The main/key role of the City of Zagreb is to provide suitable space and basic funds for efficient working and programme development. In addition, the City has a monitoring role in terms of using the property of the city and the activity of the center as a public institution.

    This model ensures that both founders are governing the overall activity of the center, whereas the comprehensive programme is handled by those that use the resources of Pogon , i.e. those that realize the programme. The roles, rights and responsibilities of the founders are also meticulously defined in the official documents.

    The managing director governs, leads and represents the Pogon center to third parties.  After the completion of an open competition, the director is chosen and named by the founders which observe his/her work. The mandate of the managing director expires after 4 years. He/ she is responsible for the overall activity of the center, and manages the center in cooperation with the founders, programme board, employees and other associates.

    The programme board is a professional consulting body of the civil society organizations representatives which discusses about the rules and regulations of using the resources (work model), programme oriented and long term programme plans and resolution of eventual complaint  by the programme coordinator. The programme board has 5 members, selected on two year mandate term within the members of  the Associations Alliance Operacija Grad.

    The programme coordinator is in charge of the center’s programme activities and coordination of the programme. The programme coordinator passes decisions related with terms and regulations of using the resources. On the basis of the established model, the coordinator sets terms and regulations with the users for hosting programmes.

    The programme implementation leader is in charge of operative tasks for programme implementation by following the directions given by the programme coordinator. Occasionally, he/she fulfils other tasks as well.

    The Administrator is in charge of the financial and general administrative activity of Pogon.

  • Tips & Tools

    Monitoring and evaluation – important for measuring progress, making adaptations and improvement of actions.

    Monitoring and evaluation must be an integral part of the project, and takes place during the project and after its completion. It can be made by the team or organisation that conducted the project, or by external independent experts, which could be even better because external experts are more objective. Users as well as other stakeholders in the project can also participate in evaluation.

    Monitoring allows us to keep the project within defined framework and allows its successful implementation. Successful implementation of the project implies the achievement of objectives and the achievement of expected results within the defined time frame; within a defined budget; with the desired quality; using resources effectively and efficiently; and with minimal and all agreed changes.

    Evaluation is the systematic and objective assessment of the completed or ongoing projects,, their design, implementation and results. The goal is to determine the relevance and fulfilment of objectives, efficiency, impact and sustainability.

    Proces evaluation:

    Describe WHO, WHEN AND HOW to monitor the implementation of planned activities and tasks, how they are implemented, their dynamics, strengths and weaknesses, adaptability to situation and beneficiaries.

    Evaluation of the impact:

    Describe who , when and how to assess the effectiveness of the project –  determine to what extent, at what tempo and how the goals of the project are realized.

    Evaluation of efficiency:

    Describe when, how and who will assess whether the activities were cost-effective, and how the results achieved relate to the expenditure on resources? (Score economy)

    Evaluation of sustainability:

    Describe when, how and who will assess whether the results and benefits of the project continue after its completion.