Overview
Lobbying Costs
50,000€
Financial year: Jan 2013 - Dec 2013
Lobbyists (Full time equivalent)
None declared
Lobbyists with EP accreditation
0
High-level Commission meetings
1
Lobbying Costs over the years
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Info
SNV - NETHERLANDS DEVELOPMENT ORGANISATION (SNV)
EU Transparency Register
44500914986-91 First registered on 14 Jan 2011
Goals / Remit
Our core business is capacity development “to support local actors to strengthen their performance in realising poverty reduction and good governance”. In addition, over the next nine years we have the ambition “to systematically strengthen the in-country ability for capacity development for impact”. For that we will engage much more strongly with local capacity builders.
For SNV, capacity is the power of a human system (be it an individual, organisation, network of actors or a sector) to perform, sustain itself and self-renew in the face of real-life challenges and ambitions. It is about empowerment AND impacts. They go together.
More than ever before we emphasise that our ambition to help enhance the performance of local actors aims to contribute to impact: tangible poverty reduction and governance results. We have the confidence to make that explicit and place our capacity development efforts within wider development ambitions: in specific basic services sectors or value chains in the country concerned. We fully realise that impact is achieved by our clients and partners and not by us.
We focus on capacity development of and with meso-level actors and processes as they are uniquely positioned to help achieve impact and improve governance. Our support has 4 essential characteristics. It is informed by a strategic understanding of the sector or theme concerned and is both demand-driven and impact-oriented. Secondly we combine thematic and change expertise. Thirdly, we usually support change processes over longer periods in a variety of forms responding to the needs and progress of the client or client grouping. And finally, in doing so we help to link actors and ‘levels’ (micro-meso-macro) around an issue and help strengthen the wider ‘actor constellation’.
Our capacity development services usually combine several of the following components: a) diagnosis, b) organisational development, c) network and partnership development, and d) institutional development. For a specific sector or theme, this general approach is translated in specific products or services and packages of methodologies that we offer to our clients. Products and services combine SNVs general approach to capacity development with specific thematic or sectoral knowledge. SNV Corporate will set overall frameworks relating to SNV practice and capacity development approach, including broad categories of capacity development services. Within that, products and services are to be shaped, defined and tailor-made to specific regional and country dynamics.Main EU files targeted
Address
Head Office
Dr. Kuyperstraat
The Hague 2514 BA
NETHERLANDS -
People
Total lobbyists declared
None declared
Lobbyists with EP accreditation
No lobbyists with EP accreditations
Complementary Information
None declared
Person in charge of EU relations
None declared
Person with legal responsibility
Mr Hans Heijdra (Business Development)
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Categories
Category
III - Non-governmental organisations
Subcategory
Non-governmental organisations, platforms and networks and similar
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Networking
Affiliation
None declared
Member organisations
None declared
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Financial Data
Closed financial year
Jan 2013 - Dec 2013
Lobbying costs for closed financial year
50,000€
Other financial info
Funding: core subsidy, resource mobilisation and visioning
We appreciate the very significant core-subsidy from the Ministry for Development Cooperation of the Netherlands, as an expression of the importance of our work and the dedication with which we do it. This allows us to serve clients that are essential actors in development but are not able to buy advisory services and other support at commercial rates.
In the coming years we are seriously stepping-up our ambition to diversify and broaden our funding base whilst maintaining the integrity and coherence of our strategy. We believe that in doing so we can substantially scale-up the outreach of our expertise and thus our contribution to impact.
Diversifying our finances is also likely to be a driver for innovation, quality and performance. In relation to resource mobilisation, we will explore possibilities for new business models. New players, development cooperation models and forms of finance are expected to present opportunities here. Resource mobilisation is a relatively new challenge for SNV that we want to deal with consciously. Therefore we see development in three stages:
• Continue on the current path in gaining experience, and exploring and seizing opportunities and modalities to get a sense of what is realistic and fits best with SNVs identity and strategy;
• Scale-up and realise significant achievement on the ambitions set;
• Continue mobilisation, draw conclusions for the future; sharpen business model and prepare for period beyond 2015.
The timeline will be somewhat different between regions. The challenges regarding additional resource mobilisation are imminent for SNV activities in Latin America in view of the projected decline of core subsidy to those regions. SNV staff is currently undertaking visioning exercises that intend to lay the foundations for continued SNV presence and contribution to impact in the regions concerned. The development of and experimentation with alternative business models is a real option under consideration, placing the teams in Latin America explicitly in the vanguard in inspiring the rest of the organisation. -
EU Structures
Groups (European Commission)
None declared
Groups (European Parliament)
None declared
Communication activities
None declared
Other activities
None declared
Meetings
Meetings
1 meetings found. Download meetings
The list below only covers meetings held since November 2014 with commissioners, their cabinet members or directors-general at the European Commission; other lobby meetings with lower-level staff may have taken place, but the European Commission doesn't proactively publish information about these meetings. For more information about which commissioner is responsible for which portfolio, check out this link: https://commissioners.ec.europa.eu/index_en All information below comes from European Commission web pages.
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Date 15 Jul 2020 Location Videoconference Subject Responsibility and accountability of online platforms Cabinet Cabinet of Commissioner Thierry Breton Portfolio Internal Market Attending - Filomena Chirico (Cabinet member)
Other Lobbyists