<html><head><meta http-equiv="Content-Type" content="text/html charset=windows-1252"></head><body style="word-wrap: break-word; -webkit-nbsp-mode: space; -webkit-line-break: after-white-space; ">+1<div><br></div><div>A good model would be for ISOC to train and make available persons who could be seconded to every Chapter that raises a certain percentage of the persons salary with the rest provided by ISOC. This would provide the sort of continuity and support for building capacity that every volunteer organization needs. Volunteers almost always have other full-time jobs and cannot be expected to devote themselves on a daily basis to the affairs of the Chapter.</div><div><br></div><div>Also, interesting point about the budget. I am unaware of what the ISOC budget is, although clearly there is a budget for Chapter support and grants.</div><div><br></div><div>John More</div><div><br><div><div>On Sep 29, 2013, at 7:04 AM, Veni Markovski <<a href="mailto:veni@veni.com">veni@veni.com</a>> wrote:</div><br class="Apple-interchange-newline"><blockquote type="cite">
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<font face="Helvetica, Arial, sans-serif">Christian,<br>
we have a similar saying in Bulgaria, but the thing is that
actually since the foundation of the chapters, ISOC HQ has been
benefiting much more from them, then the chapters from the HQ. <br>
One example only - if it wasn't for the chapters to drive the
support from around the world towards HQ in somewhere 2000, ISOC
may have not received the .org, with all consequences. One must
remember, that ISOC had very strong competition, which was
technically equally or more skilled, and the thing they missed was
the overwhelming support from chapters, governments, academia,
non-profits around the world.<br>
<br>
Some time ago someone here suggested that ISOC allocates 2-3 % of
their budget to support chapters. I haven't heard any progress on
that proposal. You?<br>
<br>
v.<br>
<br>
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<div class="moz-cite-prefix">On 09/29/13 06:04, Christian de
Larrinaga wrote:<br>
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<blockquote cite="mid:5247FB3D.5020706@firsthand.net" type="cite">
<pre wrap="">Would it be fair to characterise the main points from this debate as
Chapters must be independent from ISOC on the one hand and on the other
Chapters must receive administrative financial funding from ISOC?
I don't see how "direct" funding from ISOC to chapters for such basic
local organisational requirements satisfies that description.
There is an English expression "Who pays the piper plays the tune".
What might work is for ISOC to establish a chapter secretariat service
that allows chapters to outsource some routine basic administrative
tasks in particular those that relate to their ISOC relationship and
agenda building.
This could be budgeted and valued in some way to be determined between
ISOC and chapters. It could also potentially be managed regionally
although local data protection and security laws would need to be taken
into account.
It could also be useful to provide access for chapters to a shared
resource perhaps outsourced for expert marketing, event development and
fund raising support. This could help build local self sustainability as
well as guide and develop local skills in these tasks.
Chapters could then be sure they are managing their own agenda and have
their own administration but benefit from having access to a shared ISOC
chapter secretariat available to outsource to. Some chapters might be
sufficiently established that they can manage this basic level of
administration internally without recourse to the secretariat. Others
might benefit significantly.
Christian
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