Open Days 2007
Two Czech case studies
Petra Francova
NROS, Czech Republic

• The biggest Czech foundation
• 45 m€ re-granted to NGOs on 7200 projects so far
• Implements Transition Facility programmes
• Intermediary Body for Block Grant for NGOs from
EEA/Norwegian Financial Mechanisms
• Organizes most recognised charity project in the country
• Member of International Youth Foundation
(programmes intended for youth – Make a
Connection, klub-net)

• NROS is Intermediary Body for 2 Global
Grants (ESF) – HRD OP and SPD 3
• Capacity building of small NGOs who provide social services to socially excluded or to those at risk of social exclusion
• GG allocations:
– 4,22 mil EUR in HRD OP
– 1,17 mil EUR in SPD 3
• Last call for proposal was focused on financial management (weakness of NGOs)
• Effort to have a similar small grants fung in the new programming period

illustrated by social economy case study
1. Find a key organisation able to negotiate.
2. Gather a group following the same interest.
3. Agree common procedure for negotiating.

4. Settle key words and identify common interest with officers.
5. Decide whom to approach and how.
6. Be positive, give examples, offer help. Do not expect much. Fix another meeting.

7. Gain approval of managers and contact to an officer working on OP.
8. Mind that you are not the only lobbyist, come there repeatedly.
Control every new draft whether your subject was not left out.
9. Be persistent and try to understand officers ´ needs. Find their and your common interest.

• National Strategic Reference
Framework
• Operational Programme Human
Resources and Employment (ESF)
• Integrated Operational Programme
(ERDF)

• Keep eye on complements
• Try to change grant scheme on social economy

and
• Both is important
• Partnership is official framework
• Lobbying makes things happen
• It is interlinked and supports each other

Thank you for your attention.
petra.francova@nros.cz