Operating Manual of the
European Network against Racism
(ENAR)
Version: 28 December 2003 *
* Time pressure did not allow to carry out a language check. The Secretariat will make sure that this is done before the final draft is sent to GA delegates.
Table of content
3.1.2. National Coordination Assembly (NCA).................................................. 11
3.1.4.1. Key principles of the ENAR Board................................................... 11
3.2.4. Selection of Board members/substitutes.................................................... 14
3.2.9. Decisions and votes made by the Board.................................................... 16
3.4. Role and responsibility of the ENAR Secretariat............................................. 20
3.4.4.1. The ENAR Equal Opportunities statement (see Annex III).............. 21
3.4.4.4. Code of conduct for staff members..................................................... 22
3.4.4.9. Promotion of staff and increase of salaries......................................... 24
3.4.4.10. Annual work programme.................................................................. 24
3.4.4.11. Agenda of Board meetings/GA and minutes of these meetings........ 24
3.6.1.1. Means of funding of ENAR................................................................ 25
3.6.1.5. Contributions for National/EU co-ordinations................................... 28
3.6.2. Contract with national/EU co-ordinations................................................. 28
3.6.3. Per diem regulations for Bureau members.................................................. 28
3.6.4. Conditions for travel reimbursement for board members and substitutes. 30
4.2.1. Board members and substitutes in the national context............................. 31
The ENAR staff grievance and disciplinary procedure........................................... 35
Operating Manual of ENAR
This Operating Manual is an evolving document. It is outlining and reflecting the current rules, regulations and agreements made by the ENAR network. It will be regularly updated and amended as appropriate.
Board members are kindly asked to refer to the latest version of this document. It will be made available to all new Board Members as well as on the ENAR website.
In the early 90’s NGOs and governments discussed the opportunity to include an Article concerning non-discrimination in the EU Treaty to give the competence to the European Union to take care on non-discrimination on the ground of race, ethnicity and religion (as well as other grounds) and to develop measures to fight such discrimination. Such an Article (Article 13) was included in the Amsterdam Treaty in 1996, which constitutes the legal basis for anti-racism work in the EU.
On this basis, in 1997 during the European Year against Racism the idea was born to develop a EU wide network of non-governmental organisations to fill the gap of a partner to interact with EU institutions. After a consultation process in the EU member states with NGOs working on the local, regional and national level this idea was supported by a high number of organisations and the European Commission signalled its willingness to financially support such a structure as it does in other social areas. In October 1998 220 NGO delegates from across the EU gathered to formally constitute the European Network against Racism. This was the birth of the European Network against Racism (ENAR).
It took until August 1999 to recruit staff for the Secretariat and to open the ENAR office in Brussels.
From this time on, the Co-ordinations with the support of the Secretariat have worked on a large number of issues related to racism and equal rights for third country nationals in the EU, such as The Race Equality Directive (2000/43), the Employment Directive (2000/78), religious discrimination, racism as a crime, citizenship of residents, the World conference against Racism, mainstreaming and others.
Details on the activities of ENAR carried out in the past can be found on the ENAR website (www.enar-eu.org)
2. Aims, objectives and strategy of ENAR
(Will be copied from strategic plan after adoption at 2nd GA, March 2004)
(Will be copied from strategic plan after adoption at 2nd GA, March 2004)
2.3. ENAR’s definition of NGO’s
ENAR is a membership organisation of non-governmental organisations (NGO). For our purposes, NGOs are:
- Private organisations pursuing a specific non-profit activity
- Promote the interests of their members
- Independent from governments even though they may receive funding from direct or indirect governmental sources
- Not directly linked to a political party
- Value based
- Constituted on an official or unofficial basis according the traditions of the country or region in which they operate
- Based on the principle of altruism and voluntary service
ENAR’s member organisations will reflect these characteristics.
2.4. ENAR’s membership statuses
ENAR allows currently three different statuses for NGOs in the network. These are:
Members:
NGOs in member countries of the EU with full voting rights and representation through co-ordination and Board member on the ENAR bodies
Associates:
NGOs in European countries that are not members of the EU. These NGOs do not have access to statutory powers but are invited to join the network for the purpose of exchanging information.
Accession Members:
NGOs in EU accession countries of the EU.
Accession members are invited to use the information and services of ENAR, which are free of charge with the purpose to prepare full membership. However until they have not gained member status they do not have access to statutory powers.
This status exists on an interim basis and will be automatically replaced by the full membership as soon as the Accession country has joined the EU and after establishing functional co-ordinations in the country.
2.5. ENAR’s strategic plan for 2004 - 2006
(Text to be included after adoption at 2nd GA, March 2004.)
ENAR is a reflective organisation and understands that improvement of performance needs review and evaluation as well as planning the future goals.
An integral part of ENAR’s work program includes ongoing evaluation of work performance on a regular basis and upon finalisation of each work program period.
This is done on the basis of a performance management system monitored and carried out by the Director. An external consultant evaluates the performance of the overall network at the end of each work program period on the basis of data provided and from a neutral perspective. The purpose of such evaluations is to provide a tool from which to learn, develop and, where appropriate, to acknowledge successes.
Considerations
It is widely recognised that the struggle against racism and for equality of rights and opportunities for third country nationals, has local, national and European dimensions.
There is a broad consensus that the Network would have to link local/national issues with European issues. Moreover, European lobbying can only be effective when it is supported by the co-ordinations of ENAR at the national level.
3.1. ENAR bodies - roles and responsibility
ENAR as a European organisation is required to guarantee that delegates representing the national or EU membership structure are fully aware of their role, tasks and obligations in order to be able to perform to the best of their capacity as well as to the added value of the organisation. To fulfil this aim requires a comprehensive and transparent induction mechanism. This Operating Manual aims to cover this information. The Operating Manual is a living document that would be updated, revised or improved on a regular basis. Parts of the manual under the title “Internal regulations’ needs to be adopted by the ENAR GA to become a fully operational document.
Board members and other delegates are kindly asked to use the manual as a guideline and information booklet and to refer to the latest version available. The manual will be made available in its latest version to Board members of ENAR and on the membership section of the ENAR website.
3.1.1. Strategic Congress (SC)
For statutory regulations concerning the Strategic Congress please consult the ENAR statutes in its last version.
3.1.1.1. Aim of Strategic Congress
The SC meets every three years to discuss and adopt the Strategic Plan (SP) for the organisation. This Strategic Plan outlines the broad policy areas and topics of ENAR’s work for a term of three years.
During the preparation phase of the SC the SP was drafted by the Secretariat with the input of the Board. The draft strategic plan was disseminated and consulted in the network for input and finally presented to the delegates of the SC as draft version which will be adopted at the SC.
During the SC the delegates are invited to brainstorm and suggest activities, options and methods for implementing the SP. Those proposals will guide the Board, Bureau and Secretariat at the development of the annual work program and during its implementation phase.
3.1.1.2. Representation of co-ordinations in the ENAR strategic congress
The strategic congress allows up to ??? delegates selected by the co-ordinations to attend (depending on the choice made at 2nd GA.).
- Selection criteria
The delegates are selected by the co-ordination according the following criteria:
- Represent a member organisation of the co-ordination
- Be familiar with the ENAR work on the national and if possible on the EU level
- Have the capacity to familiarise with all preparation documents for the SC before the meeting
- Readiness to actively participate at all parts of the SC in a constructive manner
Individuals shall not be selected.
- Seats in Congress
(the 2nd GA will have to make a choice between the options outlined):
Option 1:
Based on number of seats in the EU parliament as outlined in table below:
|
Seats in EP of country |
Number of delegates in SC |
|
1 - 10 |
1 |
|
11 - 24 |
2 |
|
25 – 49 |
3 |
|
50 – 74 |
4 |
|
75 - 100 |
5 |
The number of delegates of co-ordination from the co-ordinations would be as outlined in table below:
|
Country |
No. Of seats in EP |
Number of delegates participating in the SC |
|
European co-ordination |
(5) |
1 |
|
Austria |
21 |
2 |
|
Belgium |
25 |
3 |
|
Cyprus |
6 |
1 |
|
Czech Republic |
24 |
2 |
|
Denmark |
16 |
2 |
|
Estonia |
6 |
1 |
|
Finland |
16 |
2 |
|
France |
87 |
5 |
|
Germany |
99 |
5 |
|
Greece |
25 |
3 |
|
Hungary |
24 |
2 |
|
Ireland |
15 |
2 |
|
Italy |
87 |
5 |
|
Latvia |
9 |
1 |
|
Lithuania |
13 |
2 |
|
Luxembourg |
6 |
1 |
|
Malta |
5 |
1 |
|
Poland |
54 |
4 |
|
Portugal |
25 |
3 |
|
Slovak Republic |
14 |
2 |
|
Slovenia |
7 |
1 |
|
Spain |
64 |
4 |
|
Sweden |
22 |
2 |
|
The Netherlands |
31 |
3 |
|
United Kingdom |
87 |
5 |
|
Total |
|
65 |
Option 2:
3 representatives for each co-ordination
|
Country |
Number of delegates participating in the SC |
|
European co-ordination |
3 |
|
Austria |
3 |
|
Belgium |
3 |
|
Cyprus |
3 |
|
Czech Republic |
3 |
|
Denmark |
3 |
|
Estonia |
3 |
|
Finland |
3 |
|
France |
3 |
|
Germany |
3 |
|
Greece |
3 |
|
Hungary |
3 |
|
Ireland |
3 |
|
Italy |
3 |
|
Latvia |
3 |
|
Lithuania |
3 |
|
Luxembourg |
3 |
|
Malta |
3 |
|
Poland |
3 |
|
Portugal |
3 |
|
Slovak Republic |
3 |
|
Slovenia |
3 |
|
Spain |
3 |
|
Sweden |
3 |
|
The Netherlands |
3 |
|
United Kingdom |
3 |
|
Total |
78 |
Option 3:
The number of delegates is based on the number of registered members in the co-ordination having contributed their membership fee as outlined in the table below:
|
Number of member organisations in the co-ordination |
Number of delegates participating in the SC |
|
1 – 10 |
1 |
|
11 – 25 |
2 |
|
26 – 40 |
3 |
|
41 – 60 |
4 |
|
61 – 90 |
5 |
|
91 – 130 |
6 |
|
131 and higher |
7 |
However the number of delegates is limited at a maximum of 78.
3.1.1.3. Resolutions/motions
Motions of a policy nature can be presented to the Strategic Congress. Further details will be defined and included in Operating Manual in a later stage.
3.1.2. National Coordination Assembly (NCA)
(To be defined in new statutes and specified after the adoption of the statutes in March 2004)
Member organisations shall meet once a year (or more often according to the specific national context in each Member State) to:
¨ Discuss matters of common concern
¨ Stimulate co-operation as well as exchange information
¨ Identify issues to be acted upon at the European and national levels
¨ Discuss European issues
¨ Encourage the participation of as many organisations as possible in European activities and campaigns
¨ Keep ENAR Secretariat informed about national developments
¨ Provide feedback on relevant documents disseminated for consultation
¨ Support implementation of annual work programme as appropriate
The NCA elects two national representatives, of which at least one represents a group of persons directly affected by racism, to the General Assembly. One national representative from each EU Member State will be appointed by the Annual National Assembly as member of the Management Board (Board member). The other representative is the substitute for the member of the Management Board (Substitute).
Major documents such as the annual work programme and the strategic plan are disseminated by the Board members to members of the co-ordination for their input and feedback on the document. This aims to enhance the ownership in the network. Deadlines for submissions will be set and input needs to be provided within the period indicated. In a later stage it cannot be guaranteed that amendments can be considered.
3.1.3. General Assembly (GA)
(To be defined in new statutes and specified after the adoption of the statutes in March 2004)
3.1.4. Management Board
(To be defined in new statutes and specified after the adoption of the statutes in March 2004)
3.1.4.1. Key principles of the ENAR Board[1]
- Context
Good governance
requires a thorough understanding of ENAR’s work and
its European context. The Board needs to reflect on itself in the context of the whole
organisation and keep in mind the overall political development in the EUoverall. A settled and strong Board must
respect the traditions and values of the overall
organisation, such as equality, refusal of deferential treatment, respect of
different cultures, etc. Every Board and Bureau decision should be guided by
the mission statement and embody the organisation’s core values. Every BM uses
his/her own skills for the fulfilment of the overall goals of ENAR.
- Educational dimension
A Board, which
is well informed about racism, xenophobia, ethnic and religious (belief)
discrimination and related issues, is an effective bBoard. Internal information systems help to
ensure this. This can be done via the ENAR newsletter, regular communication
within the Board and with the sSecretariat, by consulting the website,
through listening to staff presentations or actively seeking guidance. This
will enhance the good governance of the organisation. Self-reflection and
seeking feedback on itsown performance to analyse the Board’s own strengths and weaknesses allows taking positive steps to be taken to improve its service to the
organisation.
- Interpersonal dimension
A strong bBoard is based on the equality of each of its members and never
lets allows individuals to dominate the governance
process. Instead it encourages group decision-making, teamwork and consensus.
It identifies collective goals for the Board and collectively shares the
outcomes (both positive & negative). A strong Board fosters a sense of
inclusivity and shared mission among all bBoard members and extends this sense of
fellowship to the Secretariat of the organisation.
- Analytical dimension
The capacity of
a strong Board is based on the skill to deal with problems in an analytical way. This allows seeing the complexity of the issue to be seen. An analysis from a broad outlook
followed by a proactive search for input, seeking for diverse viewpoints might may often lead to the understanding that
complex problems rarely have simple solutions. Board members are looking at
issues in light of what ’is best for the organisation and what are the
pros and cons of the decision to be made.
- Political dimension
A beneficial bBoard respects the authority of its staff at
all levels and does not interfere in areas where staff members
should have the freedom to take decisions. The bBoard should be mindful of staff morale and
should be a positive example. A good Board regularly consults with the
membership and it strives to guarantee transparency in its decision-making.
Considerate Board members refrain from stiring up unnecessary conflicts amongst
its the members while encouraging lively debates.
A wise bBoard avoids win-lose situations.
- Strategic dimension
The Board is the
strategic engine behind ENAR and has to take responsibility for the long-term
success or failure of the organisation. Thus the bBoard avoids discussing minor matters of
detail. A strategic Board keeps an eye on the future, attempting to anticipate
problems and trends and sets the organisation on the right track to meet the
challenges head on.
3.2. Role and responsibility of the ENAR Board
3.2.1. Overall Rrole
It is the role of the ENAR Board to lead, to direct, and to govern, and this isin distinction fromto the role of the staff, which ishas to manage, to implement and to realise
the organisation’s mission under the Board’s/Bureau’s
supervision and decisions.
3.2.2. Policy Rrole
The ENAR bBoard:
- Defines the
political strategy of the ENAR network in conformity accordance with its
mandate
- Monitors the implementation of the annual work plan and the tasks implied in the mandate of the organisation, as well as the proper use of European community funds which justify ENAR’s existence
- Represents ENAR at the political and institutional level in the national context
- Initiates, and contributes actively to policy proposals and adopts strategic policy documents drafted by the Secretariat
- Provides input into the political debates and works of ENAR on the national and into the EU level
- Represents the NCs on the EU level
- Supports the implementation of ENAR’s vision on the national level
-
In liaison with the
Bureau and the Secretariat, it defines the network policy at in the medium term
3.2.3. Other responsibilities
Beside the
operational role identified in the ENAR statutes (see Statutes in Annex IV), the ENAR Board has the following
responsibilitiesy
Strategic
- It formalises the internal and external processes necessary for a transparent flow of information, documents and material towards the co-ordination and Secretariat
- Strives for the smooth network functioning (internal regulation, evaluation and performance management system)
- Defines a code of conduct and agrees on standards for Board members which is monitored by the Board
-
It adopts « “quality management” » criteria enabling to develop the professional work of the
network to be developed and assessed
- Contributes constructively to debates
Operational
-
Individual members can additionally choose
to be involved in Standing Committees such as the Staffing Group and the Finance Group on finances
- Defines the role and tasks of sub-committees
-
Are tTakesing their legal and financial responsibility
- Is accountable to the membership and ENAR is accountable to the Board
-
In the context of specific mandates
(representative of ENAR at meetings or towards other organisations) the individual Board Member M
[BM usually stands for Board Meeting. Is that the case here?] has a clearly defined
task and is accountable to the Board
- Respects budgetary agreements
-
Is prepared to contribute to agenda
points of Board mMeetings
- Works in a co-operative spirit
-
Is prepared to take over tasks at ENAR
events as facilitatorm as appropriate
Relationship to Secretariat
- Gives authority to the Secretariat to implement clearly defined plans
- Informs the Secretariat about national developments
- Disseminates information, material and documents in a transparent manner to the co-ordination
- Hands over draft documents for consultation of the network members
- Responds to communications from the Secretariat as appropriate
Relationship to co-ordinations
- Promotes the implementation of the annual work programme and actively supports this within the national co-ordination (NC).
- Considers the position of the NC in taking decisions
3.2.4. Selection of Board members/substitutes
Each National/EU co-ordination elects a Board Member (BM) and a substitute, respecting the regulations set out in the ENAR statutes. The representatives should reflect the composition of the National/EU co-ordination in gender and ethnic background. The Board Member represents the NC at the board meetings.
Candidates standing for election as Board members or substitutes should read this manual carefully and make themselves fully aware of the expectations and responsibilities that will apply during the mandate.
Elections of Board Members and substitutes shall be carried out in a transparent and democratic way. Each organisation represented during the Annual Co-ordination Meeting, which elects the board members and substitutes, shall have one vote.
The NC is
charged with ensuring that persons standing for election of to the ENAR Board meet the following profile and requirements as far as possible:
- Have the capacity to speak and read one of the three ENAR working languages (EN, FR, DE) to an adequate level
-
Represents a member organisation of the national/EU
co-ordination
-
Have extensive experience in the fight against Rracism or one of its special fields
- Have experience in the NGO community of the country
- Have regular access to e-mail
- Have a good understanding of EU issues
-
Have sufficient time at his/her disposal to be
involved in all activities requested by of Board members
-
Have the capacity to travel and to attend at least
3 meetings per year (such meetings are often held atduring weekends)
ENAR strives to
ensure a balance of ethnicity and gender as well as a broad range of skills,
are represented ion the Board.
Co-ordinations that have legally constituted themselves under national law might have rulings based on national requirements, which should be as close as possible to the requirements laid out in the ENAR statutes and this manual.
The Secretariat will keep track of democratic procedures at the co-ordination level in order to guarantee transparency and liability.
The following documents must be submitted to the Secretariat by newly elected members, not later than 6 weeks after elections are held:
- Attendance list of meeting signed by participants
- Minutes of the meeting where elections were held stating the results of the elections
- Statement declaring that the newly elected Board member represents his/her organisation in the ENAR co-ordination
Newly elected Board members will be denied voting rights at statutory meetings, should the required documentation not be supplied within the 6 week deadline.
3.2.5. Board meeting agendas
Board members can suggest items for the agenda of upcoming board meetings at least 45 days before the meeting. The agenda is drafted by the Secretariat and recommended by the Bureau. The Secretariat provides a form for this purpose, which is available on the ENAR website (restricted part for BM).
Additional items under section ‘miscellaneous’ can be listed during the meeting under the point “Adoption of the agenda”. In case of strong disagreement on the proposed topic from other BM’s the Chair can propose a vote, which requires a two-third majority. Such items under ‘miscellaneous’ will not lead to a decision or vote.
A record of previous Board decisions is made available on the ENAR website restricted to Board members.
3.2.6. Mandate
Board member and substitutes are elected for three years. Throughout this period, the Board member (or substitute) will promote the interests, needs and policies of the NC the Board member represents, while also embracing the overall aims and objectives of ENAR.
3.2.7. Substitutes
The substitutes attend the GA together with the Board member. In case of non-availability of the Board Member for a board meeting s/he should be replaced by the substitute. If the NC so wishes, further substitutes can be elected but ENAR will only register the first substitute. The board member and the substitute should have regular communication on ENAR issues among themselves.
Substitutes can not attend Board meetings when the primary Board Member is in attendance.
3.2.8. Behaviour during meetings
Board members and substitutes should contribute to a constructive and harmonious atmosphere during meetings. Contributions to discussions should be made in a respectful manner and the views of all members should be respected. The use of abusive and insulting language will not be allowed. The Chair shall determine what behaviour is and is not acceptable.
3.2.9. Decisions and votes made by the Board
The board strives for decisions based on consensus. If this cannot be obtained decisions can be made by open or secret vote. Voting follows the principle of simple majority voting, not counting abstentions.
Discussions on previous board decisions shall not be tabled again within 12 months of the original decision.
The Chair keeps his/her vote at GA & Board meetings where a tied vote is expected. In this case the Chair has the casting vote.
3.2.10. Contact person to the EUMC
One Board member will be nominated and elected by the Board as contact person to the EUMC. The term of this post is as per the term of the Board, and is handled in the way as outlined in the statutes.
The ENAR Board contact person to the EUMC:
- Represents ENAR towards the EUMC from the Board level
- Represents the whole network. However in case s/he should specify when s/he speaks on behalf of the national co-ordination.
- Participates in meetings of EUMC and ENAR as appropriate
- Participates in other meetings of EUMC, as appropriate, in co-operation with the Secretariat
- Acts on the basis of ENAR internal discussions and the adopted work programme
- Communicates with the Secretariat about any initiative/communication directed to EUMC
- The Board member representing ENAR at the EUMC will not make proposals to the EUMC without the prior consent of the Bureau or Secretariat.
3.3. Role and responsibility of ENAR Bureau
3.3.1. Overall Rrole
The Bureau is composed of the Chair, two Vice-Chairs, the Treasurer
and three regional representatives as outlined in the statues. It is the role
of the ENAR Bureau to monitor the day-to-day work of the Secretariat and to
make decisions where appropriate in -between Board mMeetings. ENAR will strive to ensure that a
geographical, gender and ethnic balance is reflected in the Bureau as far as
possiblewhere/.
3.3.2. Policy role
- To work and take policy decisions in a collective spirit where appropriate and necessary between Board meetings
- To direct the political strategy of ENAR in accordance with its mandate
- To support and encourage the effective operation dynamics of the Board at political and operational levels
-
In liaison with the
Board and the Secretariat, the Bureau defines the network policy at in the short term
- It ensures a coherent approach to political representation and engagement in appropriate political areas
-
By mandate of the Board, it sets and implements
policy on all issues relating to finances and political representation, in -between the regular Board mMeetings
3.3.3. Other responsibilities
Strategic
-
It paves the way for the smooth network functioning of the network bythrough formulating internal regulation and
an assessment system of the overall work performance of the network
-
It seeks to ensure the transparency in communication among within the network
- It is accountable for the implementation of the annual work plan and the tasks related to the organisation. It ensures that Community funds are appropriately used according to EC rules.
- It acts as a unifying and mediation element within the Board in its relations with the national co-ordinations and the Secretariat
- It represents ENAR at the institutional and political level and in the interface with the European Union institutions
Relationship to Secretariat
- Monitors the work performance of the Secretariat
- Defines the scope of authority of staff and standing committees
3.3.4. Posts in Bureau
3.3.4.1. Role of Chair
Election of Chair:
The Chair is
elected for three years. The election of a chair takes place during the first bBoard mMeeting after the end of the previous
election period. Candidates for chairperson are nominated by other bBoard members or nominate themselves. Only bBoard members can stand for election as chairperson.
The election is carried out through a secret ballot and requires a majority
vote, not counting abstentions.
The profile of the candidates should support the requirements set below.
Specific tasks:
-
The Chair formally leads the association and
represents ENAR in public. The Chair represents ENAR at meetings in a political
context or in a formal context towards with the EU funders. The Chair signs the
contract with the EC.
-
The chairperson chairs the bBoard meetings or has the power to propose other people frompersons of the Bureau to do so. In her/his
absence one of the vVice cChairs will chair the session. The chairing person chairing the meeting has the power to limit
the time of contributions.
-
The Chair should act in the interests of the
overall organisation and in accordance with its defined policies. S/he should
respects the diversity of the network.
- In very urgent day-to-day matters the Chair is consulted and has the mandate to act or decide in accordance with set standards, respecting decisions made by the Board and in coherence with the ENAR work programme.
- The Chair will provide leadership to the Board in promoting the vision of ENAR and its member organisations.
- In the case a tied vote is expected, the Chair, or in his/her absence, the Vice Chair refrains from voting. If the vote is tied his/her vote will have the casting vote.
-
Any expenditure over €20,.000 € needs mustto be authorised by the Chair and Treasurer.
3.3.4.2. Role of Vice Chairs
Election of Vice -Chairs:
The ENAR bBoard elects two Vice -Chairs.
Specific tasks:
-
They will replace stand in for the chairperson in her/his
absence.
-
The Vice -Chairs shall assist the Chair in the
performance of his or her duties.
-
In case of unavailability of the Chair, the Secretariat consults with the Vice -Chairs in on urgent decisions.
-
The Vice -Chairs represent ENAR in public.
-
They should represent the diversity of the
network and and aa gender balance should be
strived for.
3.3.4.3. Treasurer
Election of Treasurer:
The ENAR bBoard elects one Treasurer.
Specific tasks:
- Monitors finances (in collaboration with the Director)
- Gives advice to the Director on financial matters
- Presents the financial report at the Annual European Assembly (AEA) and is discharged by this body
- Has authority to access the ENAR bank account
-
Is required to authorises payments above € 5.,000 €
- Checks the bookkeeping on an annual basis
-
Should be consulted by on major issues related to finances and
her/his advice should be soughtt
3.3.4.4. Regional representatives
Election of regional representatives:
The ENAR bBoard elects three regional representatives.
The regions are South, East and Centre/North.
Each regional representatives is elected in a separate ballot only by the representatives of the countries as grouped below. Only candidates of a country of the region as outlined below can be nominated or stand for election for this respective region.
The following countries belong to
Ø South:
Spain, Italy, Greece, Portugal, France, Malta, Cyprus
Ø East:
Hungary, Poland, Estonia, Lithuania, Latvia, Slovakia, Slovenia, Czech Republic
Ø Centre/North:
Finland, Sweden, Denmark, UK, Ireland, Netherlands, Belgium, Luxembourg, Germany, Austria,
Specific tasks:
- Contributes the specificity of the respective region into the debate
- Gives advice to the Director on regional matters
-
The regional representatives -shall assist the Chair in the performance of
his or her duties.
3.3.5. Electoral procedure for Bureau
Delegates of the Board are invited to nominate or to candidate for posts of the Bureau until two weeks before the board meeting scheduled to hold elections of the Bureau. This shall be done in writing. No nominations or candidatures shall be allowed after.
Each candidate standing for election has the opportunity to present him/herself before the elections are opened.
Each post (7) will be elected in a separate ballot.
Two board members, neither of whom are candidates for election, on a voluntary basis or upon the request of the Chair and one person from the staff will conduct the elections. Elections shall be held by secret vote and documentation of the elections will be kept in a register, established for that purpose by the Secretariat.
3.4. Role and responsibility of the ENAR Secretariat
The Secretariat is responsible for the day-to-day implementation of the work programme. The recruitment of Secretariat staff will take place in an open and transparent manner. The tasks of each permanent post (full time or part time) are outlined in a job description, which is annexed to the Operating Manual.
ENAR is an equal opportunity employer (please see Annex).
3.4.1. General aim and objectives
The main purpose of the Secretariat is to carry out the work defined in the annual work programme.
The objective of the Secretariat is to:
- Implement the political strategies defined by the GA on the EU level
- Proactively submit proposals on policies relevant for ENAR
- Draft the annual work programme
- Draft policy papers for the adoption by the Board
- Help define network policy in the medium term
- Implement an information strategy for the network
- Carry out a media strategy for the organisation
- Carry out applications for and management of funding
- Represent the network within EU institutions and the European NGO community on a day-to-day level
- Is available for requests of the co-ordinations
3.4.2. Director
The Director represents ENAR in the name of the Chairperson at a working level.
The Director is responsible for the Secretariat and manages the staff. The full job description is annexed to this manual.
The Director manages the budget with the support of the Treasurer in an economic way and acts in accordance with financial regulations of the EC.
The Director provides the main contact between the staff and the Management Board.
In case of absence or non-availability, the Policy Manager will substitute for the Director. Urgent decisions that need to be taken in that time, must be confirmed by the Chair or in his / her absence, by the Vice-Chairs.
The Director should guarantee the quality and coherence of the ENAR Secretariat work performance.
The Director does not have the right to vote but has the right to speak at ENAR statutory meetings.
3.4.3. Financial delegation
The Director will comply with all financial regulations. The Director is authorised by the Board to make all necessary payments in accordance with the agreed budget, and by order of the Treasurer or Chair. All payments done by the Secretariat (cash, bank transfer, credit card) need to be confirmed and initialled by the Director. In the absence of the Director, the Administrator will make urgent payments with the oral or written authorisation of the Treasurer.
3.4.4. Issues related to the staff of the Secretariat
3.4.4.1. The ENAR Equal Opportunities statement (see Annex III)
ENAR is committed to a policy of treating all its employees and job applicants equally. No employee or potential employee shall receive less favourable treatment or consideration on the grounds of disability, race, colour, religion, nationality, ethnic origin, gender, sexual orientation or marital status or will be disadvantaged by any conditions of employment or organisational requirements that cannot be justified as necessary on operational grounds.
All employees are instructed that:
1. there should be
no discrimination on account of disability, race, colour, religion or belief,
nationality, national or ethnic origin, gender, marital status, trade union
membership, pregnancy, gender reassignment, age, sexuality.
2. ENAR will appoint, train, develop and promote on the basis of merit and ability;
3. all employees have personal responsibility for the practical application of ENAR’s equal opportunities policy which extends to the treatment of fellow employees, members and independent contractors;
4. Persons involved in the recruitment, selection, promotion and training of employees have special responsibility for the practical application of ENAR’s equal opportunities policy;
5. ENAR’s grievance procedure is available to any employee who believes that he or she may have been unfairly discriminated against;
6. disciplinary action will be taken against any employee who is found to have committed an act of unlawful discrimination. Discriminatory conduct, sexual or racial harassment will be treated as gross misconduct;
7. in the case of any doubt or concern about the application of the policy in any particular instance, any member of staff should consult the Director.
3.4.4.2. Working contract regulations
All regulations of working conditions such as working hours, holidays, time off in lieu of extra hours, etc. are specified in the contract and are in accordance with Belgian law. They are specified in Belgian labour regulations, which are available at the Secretariat as a public document in the official languages of Belgium.
3.4.4.3. Appraisal
All staff members will undergo an appraisal procedure on a biannual basis carried out by the Director. This will include the review of work performance in the past six months and the identification of goals to be achieved in the coming six months.
The staffing group appraises the Director once a year on the same basis.
Promotions of the staff member or requests for increase of salary by the staff member shall be announced in the context of an appraisal.
3.4.4.4. Code of conduct for staff members
a) Office hours:
Normal opening hours of the Secretariat are 9.30 am to 5.30 pm. According to the working contract staff members work 7.5 h per day plus minimum 30 min for a lunch break. Staff members are free to start earlier and take longer lunch breaks respecting the working times required. Staff members who wish to arrive later on an exceptional basis need to inform the Director or his/her substitute.
b) Holidays and overtime:
Holidays of staff members need to be applied for at least 4 weeks in advance and need to be agreed by the Director. Taking holidays in a certain period might not be possible due the workload.
Staff members are requested to record their overtime and holidays and supply such records to the Director on a quarterly basis as outlined in point e).
c) Absence from work:
Absence due to sickness needs to be announced immediately. If the period of sickness is longer than 2 days a doctors’ certificate must be supplied. This certificate must be posted to the Secretariat not later than the first day given on the certificate.
Unauthorised absence from work or leave without notice or during notice period without the permission of the Director may lead to deduction of salary.
d) Political function in the board and permanent or temporary employment of staff:
Board members or substitutes are disqualified from applying for any permanent ENAR post. Board members are required to resign from their post before submitting an application for employment.
Board members or substitute may be appointed to temporary paid positions in or for the Secretariat. His/her mandate as Board member or substitutes during a period of temporary employment is automatically suspended for this period.
Temporary employment of board members or substitutes, should be ratified by the Staffing group, before the temporary employment commences.
e) Other requirements:
It must be borne in mind that the nature of the work is such that staff members may be required from time to time to work outside the hours stated in their contracts. Such requirements may arise at short notice.
Staff members are expected to work such hours as are necessary to ensure a high standard of work performance and the smooth running of the Secretariat.
Additional hours should be recorded on an Overtime Form and submitted by the staff member on a quarterly basis. Overtime Forms must be submitted within 1 week of the end of each quarter. Failure to do so may result in loss of entitlement to overtime pay. Further additional hours worked shall be compensated by time off in lieu.
Staff shall not during the employment directly or indirectly, either on the account of the staff person or as a partner or as an agent, employee, officer, director, consultant or shareholder of any company or any other entity or member of any firm or otherwise, engage in or undertake any business trade or occupation, which is or may be in competition with that of ENAR.
Staff must also disclose any relationship with any current or proposed employee which may give rise to a perceived conflict of interest.
3.4.4.5. Grievance procedure
In cases of grievance the Secretariat will act in accordance with the Grievance Procedure, which is annexed to this manual. Please refer to Annex I.
3.4.4.6. External training
ENAR is committed to training for Secretariat staff. Appropriate training will be made available to staff whenever possible and will be funded by ENAR according the availability of funds. ENAR recognises the important role of training in enhancing the effectiveness and efficiency of staff for the benefit of the organisation.
3.4.4.7. Staff selection
The Secretariat operates an equal opportunities policy in all aspects of its operations, based upon gender equality and equal opportunities for all.
The reference group on staffing, in co-operation with the Director, selects staff members for permanent contracts on the basis of a transparent procedure, focusing on skills and expertise for the respective job.
3.4.4.8. Posts
The Secretariat has five permanent posts (August 2003):
- Director
- Policy Manager
- Information Officer
- Administrator
- Secretary
The duties of each individual staff member are outlined in the job description, which is integral part of the work contract. The JDs are annexed to the ENAR manual (Annex IV)
ENAR strives to increase the number of permanent staff members according to availability of funds.
Short-term contracts can be made with external staff to support the regular or irregular work of the Secretariat if funds are available. Cost-free posts for trainees are available. One responsible person amongst the permanent staff members will act as mentor to the trainee.
As a result of ongoing assessment and evaluation, Job Descriptions may be modified by the staffing group and confirmed by the Management Board upon the initiative of the Director.
3.4.4.9. Promotion of staff and increase of salaries
Permanent staff members (full-time or part-time) have the option to request a raise of salary every two years after the last raise was carried out. This request needs to be formulated during a regular appraisal session. However it is up to the staffing group to assess the work performance of the respective staff member if such a raise will be supported in principle. The assessment of the work performance will build the basis of the amount the staffing group might like to raise the salary. However the raise will not be granted before 24 months of the last raise and in case the budget does not allow to do so.
A promotion of staff initiated by the Director/Staffing group will follow the same procedure.
ENAR does not wish to introduce an automatic increase of salary as practised in some countries of the EU.
3.4.4.10. Annual work programme
The Secretariat will present a proposed annual work programme to the GA for ratification. A consultation process (Board members and co-ordinations) is required to ensure maximum input from ENAR’s membership.
3.4.4.11. Agenda of Board meetings/GA and minutes of these meetings
The Secretariat prepares a draft agenda for the board meetings and the GA in consultation with the Bureau. The agenda will be sent out to the delegates within timescales laid out in the statutes.
Minutes of the board meetings will be taken by the Secretariat and will be disseminated in English and French.
The minutes will contain:
- List of participants
- Agenda
- Decisions and results of votes
- All contributions specifically mentioned for the minutes
Proposed amendments to the minutes should be notified in writing, at the latest 30 days after the mailing date. The minutes will be adopted at the subsequent meeting.
3.5. Role and function of the Honorary Council
ENAR is currently discussing the establishment of a Honorary Council. However this Honorary Council will not constitute a body of the organisation.
As soon as a final decision is made this section will be completed accordingly.
The 10 to 20 % “own resources” as prerequisite for EC funding can be raised by:
a. Getting support from private foundations for parts of the work programme or additional activities.
b. Getting support from national government for National Coordination Meetings.
c. Contributions of national co-ordinations
d. Membership fees
e. Donations
f. Other appropriate sources
3.6.1. Financial regulations
3.6.1.1. Means of funding of ENAR
European Commission:
The Commission of the European Union currently provides financial support to cover 90% of ENAR’s expenses within the framework of the budget submitted. The remaining 10% are contributed by the National/EU Co-ordinations.
The requirements of the contract between the Commission and ENAR are binding for all components of ENAR as well as for the co-ordinations.
Foundations:
In order to diversify ENAR’s funding the fundraiser is approaching appropriate foundations with applications for activities included in the ENAR work program and beyond.
Corporate sponsoring:
ENAR is also willing to co-operate with companies supporting the struggle against racism. However ENAR will make a choice of which corporate funding will be accepted. Agreements made will be outlined in a separate document and will build the basis for contacts made by the fundraiser.
Membership fees:
For the purpose of enhancing the ownership of ENAR’s member organisations as well as to reach more independence of funders, ENAR introduced a membership fee from January 2005 onwards.
Conditions
- The membership fee would be paid on a 12 month period (beginning with the 1st of the following month after registration)
- Each organisation registered as members pays the fee according to their abilities and size
- The fee is to be paid at the beginning of the year
- Member organisations with a annual budget up to
50.000 € pay 80,00 € per year
250.000 € pay 150,00 € per year
500.000 € pay 250,00 € per year
Advantages of being a paying member of ENAR
Members registered and that have paid the fee:
- Are able to receive a password for the membership section of the ENAR website
- Can apply for attendance of ENAR conferences and training seminars with the option to be fully reimbursed
- Receive hard copies of ENAR publications for free
- Can nominate candidates for statutory elections (Board, Bureau)
- Can attend the SC as delegate when they are chosen by the co-ordination
- Can access regular information on EC project funding
- Are authorised to receive all available services of ENAR
The membership fee administration is carried out by:
Option 1
The Secretariat (high level of administration for Secretariat)
Administrative procedure:
Organisations register as member of ENAR with the respective and/or appropriate co-ordination. The registration form is forwarded from the co-ordination to the Secretariat and the invoice for the membership fee is send to the new member. After having received the membership fee on the ENAR account the Secretariat takes care that all services free of charge for members are made accessible.
At the end of the period covered by the membership fee the Secretariat automatically sends an invoice for the new membership fee period which needs to be paid by the member within 1 month. Should the fee not be paid within the deadline services will be stopped by the Secretariat.
The organisation can stop the membership once a year up to one month before the membership period ends.
The Secretariat updates the co-ordination about its members on an annual basis (automatically).
Option 2
The Secretariat (low level of administration for Secretariat)
Administrative procedure:
Organisations register as member of ENAR with the respective and/or appropriate co-ordination. The registration form is forwarded from the co-ordination to the Secretariat and the request to install a permanent payment order for the membership fee (once a year) is send to the new member. After having received the membership fee on the ENAR account the Secretariat takes care that all services free of charge for members are made accessible.
At the end of the period covered by the membership fee the new membership fee is automatically withdrawn from the account of the member organisation.
The Secretariat updates the co-ordination about its members on an annual basis (automatically) and upon request.
Option3
The co-ordination (high level of administration for co-ordination)
Administrative procedure:
Organisations register as member of ENAR with the respective and/or appropriate co-ordination. The invoice for the membership fee is send to the new member by the co-ordination. After the co-ordination has received the amount on its account the Secretariat will be informed to take care that all services free of charge for members are made accessible.
At the end of the period covered by the membership fee the co-ordination automatically sends an invoice for the new membership fee period which needs to be paid by the member within 1 month. Should the fee not be paid within the deadline the co-ordination informs the Secretariat to stop the services.
The organisation can stop the membership once a year up to one month before the membership period ends with the co-ordination.
(Option 3 requires a high level of administration specifically for co-ordinations having a higher number of members and requires permanent and prompt communication with the Secretariat to properly administer the membership fee system).
3.6.1.2. Budget negotiations
The Board shall discuss the budget for each individual budget period. The draft ENAR budget will be presented by the Director, for final recommendation and adoption by the GA, prior to the deadline for presentation of the application. The approved budget is subject to approval by the EC and must be based on EC guidelines.
ENAR will operate a Brussels bank account for contributions from the Commission and the co-ordinations, and for other potential donations. The Chair, the Treasurer and the Director are each individually entitled to have authority over the account. All payments will be made by bank transfers as far as possible.
The Administrator has access to the account via the bank transfer computer system and the credit card. Payments via computer system and credit card shall be made only with the written authorisation of the Director. Payments in excess of 5,000.00 Euro must be authorised by the Treasurer or in his/her absence by the Chair.
A cash box is set up for expenses incurred by the office. The amount held in the cash box may not exceed 2,000.00 Euro. The office is to keep a cashbook. The Administrator has the responsibility for the cash box. Cash payments shall be made only after the confirmation of the Director.
3.6.1.3. Bookkeeping
Bookkeeping will be checked annually by the Treasurer. The Treasurer will present an interim report to the Board at least once a year and presents the final accounts to the GA. The GA discharges the Treasurer as mandated by the board for the closed budget year.
3.6.1.4. Travel costs
The payment of travel costs for the members of the Board and their representatives is to be calculated according to the Commission guidelines. Travel costs will be reimbursed as follows:
- Journeys are to be made using the cheapest and most direct means.
- For a distance of up to 400 km (one way) the cost of a first class train ticket will be reimbursed. For distances of over 400 km (one way) the cost of an economy class flight will be reimbursed.
- For journeys made in a personal private car, reimbursement will only be made up to the cost of a first class train ticket stated on an official document.
- According the Commission guidelines and following the rates given by the Commission for per diems in the various Member States of the EU, members of the Board or their representatives will receive a per diem for accommodation, food and local transport. If accommodation and food are reserved and paid for by the Secretariat then this does not apply. (Board Info n°11 specifies procedures in more detail).
3.6.1.5. Contributions for National/EU co-ordinations
The Co-ordinations may receive a defined budget for carrying out the national/EU ENAR activities. The budgets may be allocated for each financial year and are subject to ratification by the board.
If a budget is allocated to NC’s contracts shall be signed by all co-ordinations confirming the roles and responsibilities of ENAR and the co-ordinations. The NC’s budgetary obligations are outlined in the contract to be signed by the NC’s. The contract may also state the total budget, as well as the amount to be contributed to ENAR’s overall budget by the NC.
Such contributions represent reimbursement of expenses and can only be made following the presentation of original receipts or copies of original receipts. The co-ordinations are required to present all original receipts to the ENAR office one month after the end of the official budget period. More detailed information on this can be found in Board Info sheets and the individual contracts made with the co-ordinations. Expenses which exceed the amounts set out in the grant agreement with the co-ordination will not be reimbursed.
3.6.2. Contract with national/EU co-ordinations
The budget of each NC is discussed and agreed at each GA for the ENAR financial year. The contract signed by each co-ordination is subject to conditions specified in the contract rules and obligations. Non-compliance with these conditions may disqualify the NC from receiving reimbursement.
3.6.3. Per diem regulations for Bureau members
3.6.3.1. General rules
a) Where possible, meetings should be arranged to take place on Saturdays and Sundays, in order to take advantage of cheaper travel fares.
b) The eligibility of reimbursement of per diem is defined by the duration of the meeting and not necessarily defined by the time of stay.
c) If a meeting extend over two days (Saturday and Sunday) participants are requested to arrive Friday evening and leave Sunday evening. Per diem will be payable for two days in such case.
d) If meetings extend over one or more than two days (attached to a weekend) per diem will be paid for one additional day, only if travel arrangements require members to stay an additional day.
e) If people choose to come earlier or leave later than necessary per diem will not be payable.
f) The basis for calculation is in line with the per diem rates table provided by the EC.
g) Per diem will only be reimbursed after submission of the per diem form provided by the Secretariat.
h) Per diem reimbursements can be made by cash or bank transfer (in combination with reimbursement for travel ticket).
i) Requests for cash reimbursement must be made to the Secretariat at least six working days before the meeting as petty cash is limited.
j) Per diem is intended to cover costs such as food, local transport, accommodation etc. On certain occasions these will be provided and paid for through the ENAR budget (or by third party). Eligibility for per diem will take account of this.
3.6.3.2. Food
a) If the meeting starts before lunchtime and ends in the afternoon/evening lunch will be automatically covered.
b) When the meeting stops or starts one hour before or after lunch (13.00) and dinner (19.00) time this meal will be included.
3.6.3.3. Local transport
a) Local transport is only eligible for the day of arrival and for the day of departure (max. two rates eligible).
b) Reimbursement for this will be made together with the reimbursement for travel tickets unless otherwise requested.
3.6.3.4. Accommodation
In case persons stay overnight:
a) Where the hotel is booked and paid for by ENAR, no reimbursement will be made
b) When accommodation is not paid for by ENAR, a full per diem will be paid (if no other costs such as local transport and food is covered).
Exception clause:
Per diem payments are made from a fixed budget. If it appears that the budget is likely to be overspent, the Director will inform members, that per diem payments cannot be made until the new budget period starts.
3.6.4. Conditions for travel reimbursement for board members and substitutes
Board members are requested to make their own travel arrangements when attending ENAR meetings. Members are expected to choose economical means of transport (like APEX tickets or special offers). Maximum amounts are stated in the relevant invitations to the relevant meeting.
If a board member/substitute is unable to pre-fund the travel costs for a specific meeting the BM should discuss this with the Secretariat in order to find a solution.
Original documentation for journeys shall be provided to the ENAR Secretariat along with the reimbursement claim form. No reimbursement will be made without justification. Deadlines for submission must be respected. Non-compliance with such a rule shall lead to non-refund.
Reimbursement of travel costs will be done as soon as possible after receipt of complete documentation. Taxi costs can only be refunded as outlined in Board Info sheet No 11.
In order to ensure effective preparation of meetings board members are requested to inform the Secretariat about their arrival and departure details as soon as they are known. Late information may lead to the unavailability of accommodation.
End of Internal regulations
4.1. Membership in the network
All interested non-profit and non-governmental organisations on the national/regional/local level can join the national networks through participation in their work. European organisations can join the European coordination. The National /European Co-ordinations should establish rules of membership, which should be open and inclusive, especially for organisations representing victims of racism and organisations representing racial and ethnic communities. Individuals cannot be members of a co-ordination and cannot be elected as BM.
Co-ordinations are required to keep track of their membership. Regular updates shall be sent to the ENAR Secretariat.
4.2. Communication between the bodies
The Secretariat is charged with providing all bodies of ENAR with the relevant information needed. All preparatory documents for the Board meetings are sent out by e-mail and copied to substitute board members. The preparatory documents of Board meetings are provided in English and French and in German when required and placed on the restricted part of the ENAR website to be downloaded and printed by the BMs.
4.2.1. Board members and substitutes in the national context
Board members represent the national networks however, the networks may have a co-ordinator who is not the Board Member.
Secretariat staff and Board Members will not intervene in the NC policy or structural development as long as rules and responsibilities are fulfilled.
The Board member in co-operation with the substitute and possibly with a coordinator have responsibility for regular communication between the NC and the Secretariat and the dissemination of information from the EU level.
4.2.2. Co-ordinations
The NC’s may choose to delegate the technical co-ordination to one specific organisation. This organisation should be equipped with IT technology and the commitment to serve the interests of the network. The NC shall inform the Secretariat if this is the case, and will supply contact details.
The NCs are the national structure of ENAR. They play an important role in the efficiency of the network. NCs shall be open and inclusive. They should involve all interested organisations in the national/regional/local context. NC’s shall constitute themselves under national law and provide the Secretariat with the official documentation.
The role of the NC is to disseminate information from the Secretariat and ensure valuable contributions from the national level are input at the EU level. The NC shall support the implementation, at a national level, of the annual work programme, as agreed by the GA. The NC may give themselves a name, which should reflect the mission of ENAR. NCs are requested to use the ENAR logo with the title of ENAR in the national language (in countries where EN, FR, DE is not spoken) and should mention that they are a member of the European Network against Racism.
4.4. Exclusion of members of co-ordinations
Member organisations of the NC share the vision and aims of ENAR. In a case where a member organisation is found to be failing in this, the NC may decide, within its own democratic rules to exclude such a member organisation. Organisations subject to exclusion, have the right of appeal against such a decision towards the GA within 7 calendar days. Their membership is suspended until the GA has made a decision. One representative of the appealing organisation has the right to be heard at the GA meeting at the time when this item is dealt with. The Board member or substitute of the co-ordination concerned has also the right to speak. However organisations presenting their appeal are requested to cover their costs for attending the meeting.
In case the GA cannot set the case in an amicable manner the GA takes a vote if the organisation is excluded from the network in absence of the respective board member and substitute and the representative of the appealing organisation.
4.5. Annual report of the co-ordinations
BM’s will report NC activities to each Board meeting. Such reports must be provided to the Secretariat not later than two weeks after the meeting in writing. Further documentation required concerning the NC’s activities are outlined in the contract signed with each co-ordination.
The ENAR logo as given on the front page of the manual (name of ENAR in EN, FR, DE) is protected and can only be used for purposes of the network on the EU level. Documents relevant to the national level shall use the logo of the national co-ordination only.
4.7. Working languages of ENAR
ENAR’s official working languages are English, French and German. The Secretariat provides documents in those languages for the GA if required. The Board will be provided with relevant documents in English and French.
The reference groups have the task of supporting the ENAR Secretariat with expertise and experience in the field. The reference groups are open and board members and substitutes can voluntarily choose if and where they want to participate. Members of the Board shall proactively declare interest when they wish to join reference groups. Changes shall be announced to the Secretariat. The establishment of new reference groups shall be subject to board approval.
If board members wish to establish a new reference group they should contact the Secretariat in order to prepare an introduction for the next board meeting.
The list of current members of the reference groups held by the Secretariat is available upon request.
The following reference groups are of a permanent nature:
4.8.1 Reference group on staffing
This group is responsible for conducting the recruitment process including shortlisting and interviews for permanent staff. The group also supports the Director in staffing matters and in conflict situations within the team as well as issues related to equal opportunities (See the grievance procedure in Annex I and equal opportunities policy in Annex III). This group undertakes the appraisal of the Director on an annual basis.
4.8.2. Reference group on finances
This group works with the Director to monitor ENAR’s finances. The group gives guidance to the Director in matters of fund raising from the Commission and third sources.
The following reference group(s) are of a temporary nature:
4.8.3. Standing committee on publications
This group is formed by board members and substitutes, to support production of ENAR publications. For each publication, a group of 2 – 4 persons will be constituted during a board meeting to give advice on the content of the publication. After the publication is completed the group dissolves.
5. Regulations for urgent day-to-day business
The Secretariat’s prime objective is to implement the political decisions of the network. The Secretariat must communicate regularly with member organisations and with the Board Members and their substitutes.
If an urgent decision is required the Director will consult with the Bureau. The Director will use his / her judgement to determine whether consultation with the Bureau is sufficient or whether the decision should be made by the full Board.
All Board members and substitutes may present urgent matters related to national issues. The Director in consultation with the Bureau, decides what action is appropriate with reference to the priorities of ENAR.
· Issues central to ENAR’s work programme will be considered urgent matters
· The staff should act according to the priorities of ENAR as stated in the work programme
· ENAR should act promptly, use the press and other media, and find other people to voice ENAR’s concerns outside the network
· ENAR does not have the capacity to act on behalf of an individual victim of racism
· Deadlines for reactions are defined by the Secretariat in consultation with the relevant Board members; no response within the deadline will imply agreement if not stated otherwise
· Board members are encouraged to raise national issues in their NC’s that have a European impact
This manual is supplementary and subordinate to the statutes of the European non-governmental organisation the European Network against Racism (ENAR). In events of conflict the ENAR statutes prevail.
This manual is intended to clarify rules and regulations within the network. The internal regulations, which form part of this manual (Chapter 3), are to be adopted or changed by the GA.
Each relevant person should receive a copy in English, French or German in order to contribute to the network in the most sufficient way. The manual will be placed on the ENAR website and handed over to candidates standing for election of Board members.
Annex I (To be crosschecked with Belgian labour legislation. Final version will be included into final draft that will be sent to GA delegates.)
The ENAR staff grievance and disciplinary procedure
Set out below are the network’s Grievance and /Disciplinary procedures. They do not form part of the labour contract with staff members but represent the network’s current practice and may vary from time to time.
1. Grievance procedure
This Procedure has been developed to settle all disputes and grievances. The purpose is to settle any grievance fairly, simply and quickly:
a) A grievance should first be discussed with the person involved.
b) If this does not resolve the matters it should be referred to the line manager.
c) If the matter remains unresolved it may be referred to the Director who will give a decision in writing.
d) An appeal against the Director’s decision, may be referred to the Staffing Group. The aggrieved party or his / her representative will be entitled to address the Staffing Group. The decision of the Staffing Group will be given in writing.
e) There should be no unreasonable delay in the implementation of this procedure.
This Grievance Procedure will be implemented in line with Belgian Labour Law.
1.1. Disciplinary procedure
These rules and procedures are designed to ensure that employees of ENAR understand what is expected of them. It is also hoped that the procedures will ensure consistency in dealing with breaches in rules and failures to maintain standards of performance, attendance and behaviour. Whilst ENAR does not intend to impose unreasonable rules of conduct on its employees, certain standards of behaviour are necessary to maintain good working relationships and discipline in the interests of all employees.
1. Purpose and Scope
It is ENAR’s intention to improve the individual conduct of staff members. This procedure sets out the action, which will be taken when disciplinary rules are breached.
2. Principles
a) The procedure is designed to establish the facts quickly and to deal consistently with disciplinary issues. No disciplinary action will be taken until the matter has been fully investigated if not outlined otherwise under Article 1.3.
b) At every stage, the staff member will have the opportunity to state his / her case and be represented, if desired, at the hearing by a fellow employee or a non-lawyer friend.
c) Prior to a disciplinary hearing the staff member will be told the nature of the alleged offence, the nature of the evidence of the offence, the range of possible outcomes and reminded of his / her right to be represented.
d) There will be a right to appeal against any disciplinary penalty other than an oral warning.
e) Where appropriate a warning may contain a date after which it will be disregarded in any further disciplinary hearing.
3. The Procedure
Stage 1 - Oral warning
If conduct or performance is unsatisfactory, a formal ORAL WARNING may be given, which will be recorded.
Stage 2 - Written warning
If the offence is serious or if there is no improvement in standards, or if a further offence occurs, a WRITTEN WARNING will be given which will include the reason for the warning and a note that, if there is no improvement or a repeat of the offence a FINAL WRITTEN WARNING will be given.
Stage 3 - Final written warning
If the offence is very serious or if conduct or performance is still unsatisfactory, a FINAL WRITTEN WARNING will be given making it clear that any recurrence of the offence or other serious misconduct will result in dismissal.
Stage 4 - Dismissal
If there is no satisfactory improvement or if further misconduct occurs, the employee will be DISMISSED.
1.2. Gross misconduct
If, after investigation, it is confirmed that gross misconduct has been committed, examples being (the list is not exhaustive):
Theft, damage to the organisations property, fraud, incapacity for work due to being under the influence of alcohol or illegal drugs, physical assault and gross insubordination, conduct endangering any person or causing serious damage to the organisation or reputation of the organisation, gross negligence (e g. not meeting agreed deadlines without justification), breach of professional ethics or good conduct
the normal consequence will be dismissal.
1.3. Suspension
While the alleged misconduct is being investigated the employee may be suspended, during which time he / she will be paid the normal salary. In cases of alleged gross misconduct the suspension may be without pay or at reduced pay.
1.4. Appeals
If a staff members wishes to appeal against any disciplinary decision s/he must notify the Director in writing within five working days. The notice must specify the grounds of appeal. The staffing group will hear the appeal and decide the case as impartially as possible.
Job descriptions of staff members (to be replaced by new JD’s in April 2004, given the increase of staff in May 2004)
General description of the post
The Director
is the head of ENAR's Secretariat and responsible for establishing,
facilitating and maintaining contacts between the Secretariat and the
participating organisations. The Director proposes ENAR’s strategies to the
Board/Bureau and is
responsible for the efficient and smooth managing of the drafting and implementation facilitates the developmentof the work programme of
ENAR in co-operation with the other staffand is responsible for its implementation of
the Secretariat and the participating organisations. The Director is the
liaison between the Bureau, Board and staff, the national co-ordinations and
the outside world. Within
the mandate as defined byIn consultation with the Management BoardBoard/Bureau, the Director acts on behalf of
ENAR in contacts with
European and international institutions, governmental and non-governmental
organisations, other social partners and the media. The Director is accountable
to ENAR's Bureau and Management
BoardBoard.
Duties of the Director
A1. The Director facilitates the development of the work programme of ENAR:
by identifying the European
dimension of the combat against racial discrimination and equal rights
·by translating issues of
national concern into issues of European concern and vice versa
·by presenting proposals to and
advising the Management Board on how to act on a European level and on what
kind of issues
. The Director on the EU policy level is responsible for:
1.
Managing the planning and implementation of the
decisions of the ENAR bodiesManagement
Board with the other staff members
2. Ensuring the monitoring of European Union policy developments on issues related to combating racial discrimination and the promotion of equal rights
3. Identifying issues which are of concern to ENAR and its participating organisations
4. Identifying the EU dimension in the antiracist agenda aiming to influence decision making bodies in relevant institutions
5. Guaranteeing the overall coherence of ENAR activities
6. Drafting the ENAR work program with the support of the Policy Manager and the Information Officer
7. Supervising the information flow to participating organisations and national co-ordinations and a wider public on antiracist policies on EU level
8. Supporting member organisations in related lobbying activities
9. Ensuring the final quality control in the delivery of all ENAR activities and documents
10. Representing ENAR in public meetings on the EU level as appropriate in consultation with Bureau
B. The Director on the national level facilitates the development of ENAR’s network of members by ensuring that the Secretariat:
1. Translates issues of national concern into issues of European concern and conversely
2.
Presents proposals to the Management BoardBoard recommending action on the EU-level
3. Strengthens co-operation among participating organisations
4. Ensures that the Secretariat facilitates access for participating organisations to the European Union institutions and to exchange information and experience, related to EU anti-racist and equal rights policies.
C. The Director on the network internal level is responsible for the administrative functioning of ENAR, which involves the:
1. Responsibility for the staff including performance appraisal, team building, professional development, training and salary reviews
2.
Planning, preparation and organisation of the
Board and Bureau meetingsManagement
Board, the European Annual Meeting and the General Assembly with the
support of relevant staff members
3. Management of finances and the preparation of the budget and annual accounts under the supervision of the Treasurer including the financial accounts of co-ordinations
4. Effective and efficient organisation of the Secretariat by ensuring good internal communication and routines
5. Presentation of regular reports to the Board on the implementation of the programme and an evaluation of the work done
6. Coordinating recruitment if required in cooperation with the relevant sub-committee of the ENAR Board
7. Managing the drafting and production of the annual activity report with support of the Policy Manager and the Information Officer
8. Coordinate training seminars in relation to management and finances if required
D. The Director on an external level encourages the development of the external profile of ENAR by:
1. Facilitating and maintaining Board and Secretariat contacts with the European institutions and other relevant organisations
2. Making statements on race equality issues for the media, European institutions and other interested organisations
3. Ensuring regular press releases are drafted and issued according to internally defined rules
4. Keeping the Bureau/Board regularly and appropriately informed on political and policy developments
5. Facilitate involvement of Board members on EU level
Requirements for the post of Director
1. An academic degree essential
2. International policy and management experience desirable
3. Thorough knowledge of European policies concerning anti-racism and equal treatment
4.
Familiarity with the work in an international context and with an international Management BoardBoard
5. Considerable experience with managing small organisations
6. Ability to inspire and direct a small staff
7. Experience of working with the voluntary sector preferably in more than one country
8. Ability to work with organisations operating in diverse political and cultural contexts
9. Commitment to the struggle against racism and the promotion of equal rights
10. Ability to speak and write two of the following three languages:- English, French or German
11. Proven negotiation and mediation skills
12. Effective communication skills including the ability to communicate articulately to a wide range of audiences both written and orally
General description of the post
The Policy Manager will implement and follow-up the ENAR work programme with regard to anti-discrimination and equal rights within the mandates given by the Board and in close cooperation with the Director and Information officer to achieve ENAR’s overall goals. He/She will develop ideas for the future work program in cooperation with the Director.
The Policy Manager reports to the Director. In the absence of the Director the Policy Manager will deputise.
Duties of the Policy Manager
A. Implementing the policy work programme of ENAR by
- Monitoring policy developments within the European institutions and identifying issues of concern for ENAR and its participating organisations
- Proposing appropriate topics for the ENAR work program and providing support to the Director in relation to the development of the work program
- Proposing and developing strategies and campaigns from the content point of view to influence European policymaking in the field of anti-racism and equal rights in consultation with the Director
- Drafting policy statements and policy position papers based on appropriate research and analysis in consultation with the Director and Board members and presenting them to the wider public
- Attending relevant meetings at the level of European institutions and also at the level of national co-ordinations in order to support them in the implementation of the ENAR work program and engage them in lobbying activities as appropriate
- Designing and managing ENAR publications and interacting with the Information Officer on all matters related to editing, layout and printing
- Liasing with EU institutions and other policy makers with a view to influencing the antiracist agenda
- Designing training seminars, conferences and relevant meetings and working in close cooperation with external event organisers
- Providing support when appropriate to co-ordinations in relation to the implementation of the work program and EU developments in the antiracist field
Requirements for the post of Policy Manager
- An academic degree is essential (political science, law or EU studies)
- Experience in the field of race equality and campaign working is desirable
- Considerable experience in designing and conducting advocacy activities
- Experience with monitoring policy-making processes at the national and/or European level
- Ability to work with organisations operating in diverse political and cultural contexts
- Ability to meet deadlines and work under pressure
- Ability to work in an international context
- Commitment to the struggle against racism and the promotion of equal rights
- Ability to speak and write fluently in two of the following three languages:- English, French or German
- Ability to communicate articulately to a wide range of audiences both written and orally
- Ability to work as a team member
Information- and communication officer
General description of the post
The Information and Communication Officer will be responsible for ENAR’s internal and external communication policy.
The Information and Communication Officer reports to the Director and works closely with other members of staff.
Duties of the Information and Communication Officer
1. Actively gathering relevant information
- From associated groups
- Relevant (national and EU) organisations and institutions for dissemination within the network and the Secretariat
2. Actively disseminating information on ENAR’s activities to a wide audience concerned with the aims and objective of ENAR through regular and irregular means including towards the membership of ENAR
3. Developing and maintaining relations with the media on the EU level through the following means:
- Press releases
- Press conferences
- Media work for ENAR events
- Media contacts throughout the union
- Production of press packs
4. Maintaining and developing ENAR’s website as a primary communication tool
5. Maintaining and developing ongoing communication, in close liaison with Director and Policy Manager, with all membership organisations
6. Co-ordinating the production of the ENAR publications with the Policy Manager including layout and printing
7. Supporting national co-ordinations when needed in their information and communication strategies
8. Attending external meetings as appropriate
I. Requirements for the post of Information and Communication Officer
1. An appropriate educational background
2. Demonstrable experience working in an international context such as a European network
3. Excellent knowledge of information technology
4. Considerable experience of the implementation of IT in the voluntary/grass root sector
5. Experience of the production of publications in more than one language
6. Highly developed ability to communicate and cooperate with organisations operating in diverse political and cultural contexts
7. Highly developed writing skills
8. Experience in organising press conferences and producing press releases for the international press
9. Commitment to the struggle against racism and the promotion of equal rights
10. Ability to speak and write fluently in two of the following three languages: English, French or German.
11. Knowledge of the black and ethnic minority situation and the history of antiracist struggle in the EU
General description of the post
Under the supervision of the Director the Administrator is responsible for the administrative task of running the office and assisting the Director to achieve the aims of ENAR. The Administrator reports to the Director and works closely with other staff. He/She supervises the Secretary.
Duties of the Administrator
A. Office management:
1. Supporting the Director in overall administrative management tasks
2. Managing the preparation of statutory meetings in cooperation with Secretary
3. Handling of administration related to Human Resources including relations to social Secretariat
4. Supervising the Secretary’s workload, development and performance
5. Supervising administrative trainees
6. Assisting staff on administrative matters in order to ensure the smooth running of the office
7. Coordinating translation/interpretation arrangements in cooperation with Secretary
8. Performing other tasks as requested by the Director
B Finances:
1. Taking care of the financial administration such as the processing of invoices and expenses and assisting the book-keeper in all financial administration matters
2. Preparing payments on request by the Director
3. Supporting the Director in financial management tasks including application of funding
4. Managing the petty cash
C. Internal communication:
1. Keep the Secretariat’s diary
2. Coordinate the preparation of activity reports
3.
Organise, attend and writeManagement Board minutes at Board and any
other ENAR statutory meetings as appropriate
4. Support the organisation of events (seminars, conferences, meetings, receptions) in cooperation with the Policy Manager and the Information Officer
5. Manage the maintenance of database and archives
6. Verification of English/French translations and proofreading
7. Attending and reporting on other meetings as required.
Requirements for the post of Administrator
1. Considerable experience in office management
2. Administrative, organisational and computer skills
3. Skills to organise international meetings
4. Experience working with organisations operating in diverse political and cultural contexts
5. Experience with work in an international context
6. Ability to work under pressure
7. Commitment to the struggle against racism and the promotion of equal rights
8. Ability to write and speak two of the following three languages:- English, French or German
General description of the post
Under the supervision of the Administrator the Secretary is responsible for supporting the administrative running of the Secretariat and assists the Administrator in all tasks to achieve the aims of ENAR. The Secretary reports directly to the Administrator and assists other employed staff in administrative matters.
Duties of the Secretary
A. Supporting the performance of the administration of the Secretariat in the following areas:
1. to do receptionist work and to handle incoming calls
2. to respond to all incoming mail
3. to do photocopying
4. to type documents and correspondence
5. to prepare and organize mailings
6. to do maintenance of phone and computer systems including e-mail
7. to coordinate translation/interpretation arrangements in cooperation with Administrator
8. to support the Administrator in the logistical preparation of statutory meetings
9. to organize travel arrangements
10. to handle daily maintenance of database
11. to respond to ENAR material requests and information where appropriate
12. to order office and kitchen supplies
13. to run errands
B. To attend and assist relevant meetings on the request of the Director
C. To co-operate with other members of the staff to ensure the smooth running of the office.
Requirements for the post of Secretary
1. Considerable experience as secretary
2. Administrative and computer skills (Word, Excel, database programs, office technology)
3. Experience working in an international context is desirable
4. Commitment to the struggle against racism and the promotion of equal rights
5. Ability to write and speak two of the following three languages:- English, French or German
Annex III (To be crosschecked with Belgian labour legislation. Final version will be included into final draft that will be sent to GA delegates.)
The ENAR Equal Opportunities Policy
1. Policy
1.1 ENAR is an equal opportunities employer. It aims to ensure that all full-time and part-time employees, potential employees and other individuals:
(a) will receive equal treatment (including access to employment, training and opportunities for promotion) regardless of colour, nationality, national or ethnic origin, race, gender, marital status, pregnancy, trade union membership, gender reassignment, religion or belief, age, sexuality, and disability; and
(b) will not be disadvantaged by a condition or requirement which cannot be shown to be justifiable.
1.2 This policy does not form part of the contract of employment.
2. Scope
2.1 All recruitment publicity aims to encourage applications from all individuals who have appropriate qualifications and/or experience.
2.2 Selection criteria and procedures will be continually reviewed to ensure that applicants are assessed purely on the basis of their relevant merits and abilities.
2.3 It is against ENAR’s policy to offer discriminatory terms and conditions of employment. All individuals employed in the same capacity will receive equal pay, benefits and other terms and conditions.
2.4 All promotion is strictly on the basis of ability to do the job. No decision to promote will be made on a discriminatory basis.
2.5 Wherever possible and appropriate, specific training and encouragement will be given to ensure equality of opportunities within the organisation.
2.6 Any age restrictions, which are imposed by ENAR will be justifiable and non-discriminatory.
2.7 Where employees have difficulties in meeting requirements in relation to working practices, ENAR will, wherever possible and where reasonable alternative options exist, try to devise an alternative. For example, any requirement that employees travel extensively, relocate or carry out overtime and shift-work will wherever possible be kept to a minimum and always applied in a non-discriminatory manner.
2.8 ENAR will create opportunities for part-time work or job sharing wherever possible and ensure that part-time employees receive fair treatment. ENAR will consider all requests for the creation of part-time positions.
2.9 Demands of religion (e.g. prayer time and religious holidays), culture (e.g. traditional dress) and special dietary needs will be accommodated wherever possible.
2.10 ENAR will, wherever possible, strive to assist employees with domestic responsibilities (e.g. young children or dependent elderly relatives).
2.11 Disciplinary action will be taken against any employee who is found, after a full investigation, to be in breach of this policy. Serious breaches will be treated as gross misconduct.
3. Implementation
3.1 A copy of this policy document will be given to all employees and other workers at the ENAR premises and made permanently available in an appropriate place.
3.2 All employees and other workers have a duty to be aware of this policy and ensure that their behaviour is non-discriminatory.
3.3 ENAR's employment procedures are closely monitored to ensure that this policy works in practice, and to ensure equality of opportunity for all groups at all levels of the organisation.
4. Procedure
4.1 If any employee, worker or job applicant has any doubts or queries about this policy then they should consult the Director.
4.2 If an employee or worker encounters a situation where they feel that they have suffered inequality or lack of opportunity or discrimination, then they should (if possible) explain to the relevant person(s) that their behaviour could amount to unequal treatment and/or discrimination and should not be afraid to ask them to stop. However, it is recognised that this is not always possible, in which case employees and other workers are encouraged to implement the procedure set out below. Job applicants who are not ENAR employees and feel that they have suffered discrimination should contact the Staffing Group.
4.3 Employees or other workers may, if they wish, discuss any concerns with the Director on a confidential and informal basis.
4.4 If the informal approach is ineffective, or the individual does not feel it appropriate, the individual is encouraged to submit a written complaint to the Director stating that he or she feels that he or she has been treated in breach of the policy. This should be done as soon as possible after the relevant event(s).
4.5 The Director:
(a) will investigate the matter promptly and fully;
(b) will investigate the matter in complete confidence so far as this does not prejudice the fairness to both parties of the investigation;
(c) will take evidence from any relevant witnesses and carefully consider the appropriate weight to be given to the evidence; and
(d) may, after the investigation has been completed, recommend that a disciplinary procedure is implemented.
4.6 Where ENAR considers it necessary, the organisation's disciplinary procedure will be followed against any employee who is believed to have violated this policy. In particular, ENAR will:
(a) tell the alleged discriminator what allegations she or he is facing prior to the disciplinary hearing;
(b) give the alleged discriminator copies of any evidence which ENAR will rely upon at the disciplinary hearing;
(c) tell the alleged discriminator that dismissal is a possibility if the allegations are so serious that dismissal could result;
(d) inform the alleged discriminator in good time and in writing of the date of the proposed disciplinary hearing;
(e) appoint an appropriate independent person at Board level (who did not conduct the investigation) to chair the hearing;
(f) notify the alleged discriminator of his or her right to be accompanied at the hearing by a fellow employee or a trade union representative;
(g) at the end of the hearing, consider whether further investigation is required before any disciplinary action is taken;
(h) inform the alleged discriminator in writing of the result of the hearing and, where the complaint is proved, take any appropriate disciplinary action against the discriminator; and
(i) inform the alleged discriminator in writing of his or her right to appeal to the Staffing Group of ENAR within seven days against the decision of the disciplinary hearing and any action taken against himself or herself.
5.7 Any disciplinary action taken will be proportionate to the gravity of the discrimination, which has taken place.
5.8 ENAR will take all reasonable steps to ensure that any individual who makes a complaint relating to unequal treatment, and which is made in good faith, is not subjected to any retaliation or detriment as a consequence of the complaint being made.
5.9 The entire procedure will be carried out in the strictest confidence and where the complaint has been made in good faith will not prejudice the employee's future employment in any way.