Description

This section will help you think through some of the initial steps that you need to take if you want to found a VOPE. You will find some valuable advice and examples under the resources listed at the end of this section.

The AEA Local Affiliates Council (2006) and Barbara Rosenstein (2013) suggest that some of the steps to take when thinking about starting a VOPE include:

• Check interest and commitment on the part of the evaluation community (Via telephone, email, meetings).
• Contact existing support organizations (Like the IOCE, other regional VOPEs, Organizations that would benefit from evaluation – e.g. government, UN offices).
• Identify and gather local evaluators for an initial meeting and some follow up meetings.
• Identify initial organization:
• select a name;
• identify a geographic region, stakeholder groups, thematic groups;
• craft a mission or vision statement;
• identify leadership and point of contact (this could be task groups and an executive committee);
• compile a membership list;
• describe past and planned activities (a good initial activity is an inaugural conference or workshop);
• decide what the minimum organizational status is you need (the VOPE can initially be part of another institution); and
• arrange for financial procedures – through an existing institution or through a separate bank account.
• Apply for funding support.
• Represent key stakeholders.

 Description

This section will remind you of some important aspects to consider when you develop a Vision and Mission for your organization. Some examples are included among the listed resources.

When a group of evaluators decide to start a VOPE, it is natural to think about both form and function. The form of a VOPE should be decided on once the goals of the VOPE have been determined, in other words when the function of the VOPE has been defined. This means that, before a VOPE becomes too concerned about who will be the president and who will be allowed as members, its champions need to identify opportunities and priority areas for making an impact. This process defines the vision, mission and key objectives.

The AEA Local Affiliates Council (2006) provides a useful description of vision and mission statements for VOPEs:

“The purpose, mission, or vision for the group – call it what you will – is an important early step. These broad statements help clarify why the group effort is being undertaken….  Keeping that vision in mind can help sustain the group in the tasks ahead.”

The AEA Local Affiliates Council provides a list of common objectives for evaluation associations:

• improve evaluation practice;
• increase evaluation use;
• promote evaluation as a profession;
• support the contribution of evaluation to the generation of theory and knowledge about effective human action;
• share resources;
• enhance networking among area evaluators;
• build a professional community;
• enhance professional competence;
• increase awareness of the evaluation profession;
• link evaluators with those seeking evaluation expertise;
• increase diversity of the evaluation profession; and
• provide service to the community.

They caution however:

“As you develop your mission, vision, or goals, you will, of course, want to select ones that are in tune with the context, resources, and interests on your [development] ‘stage’. However you approach it, mission and goal statements map future steps.”

 Description

This section will help you think through some of the initial steps that you need to take if you want to register your VOPE as a legal entity.

Once you have decided to formalize your organization, you may need to register it as a separate legal entity. Depending on the country or state or province in which you choose to register your VOPE, there might be different organization types from which to choose; each organization type is usually associated with specific legal, accounting and taxation requirements. What should be considered are structures that allow the greatest flexibility while also allowing sufficient legal status to operate a separate bank account and put potential donors’ and members’ minds at ease about the governance of the resources?

It would be wise to consult with a relevant professional with legal and/or financial accounting expertise when deciding on an appropriate legal form. In some cases, you might be able to get the services of such a person at a reduced rate if you draw on the networks at the disposal of your volunteers, and potential donor organizations. 

If your VOPE is just starting out, it may make sense to include the active members of your initial task team as the first accountability officers / directors. You would then run an election process to vote for replacement members once a certain period of time has elapsed. An election should be conducted within the first two years.

The AEA Local Affiliates Council (2006) and Barbara Rosenstein (2013) suggest that some of the steps to take are:

• Check interest and commitment on the part of the evaluation community (via telephone, email, meetings).
• Contact existing support organizations (like the IOCE, other regional VOPEs, Organizations that would benefit from evaluation – e.g. government, UN offices).
• Identify and gather local evaluators for an initial meeting and some follow up meetings.
• Identify initial organization:
• select a name;
• identify a geographic region;
• craft a mission or vision statement;
• identify leadership and point of contact (this could be task groups and an executive committee);
• compile a membership list;
• describe past and planned activities (a good initial activity is an inaugural conference or workshop);
• decide what the minimum organizational status is you need (the VOPE can initially be part of another institution); and
• arrange for financial procedures through an existing institution or through a separate bank account.
• Apply for funding support.

You want to ensure that there is sufficient interest to support a sustainable organization prior to registering your VOPE as a formal entity.

Description

This section provides a description of why a VOPE needs to hold an Annual General Meeting (AGM), and links to a variety of tools, toolkits and examples to help you prepare for your VOPE’s AGM.

It is typical for VOPEs and other non-profit organizations to have an Annual General Meeting at least once a year – during which:

• The VOPE leadership reports back to VOPE members and other interested parties on progress and finances.
• New VOPE leadership is elected or the results of an online election process is shared.
• Changes to the core organizational documents (like the constitution or bylaws, code of conduct, professional guidelines) are approved by  members in good standing.

Requirements for an AGM may be spelled out in your VOPE’s constitution or other (legal) documents. This usually determines the agenda, frequency of meetings, the notice period for meetings, the minimum number of people required to constitute a quorum at an AGM, the records (such as minutes and attendance registers) that must be kept, and voting processes.

An AGM is usually conducted as a face-to-face meeting where members and leadership congregate, but depending on the nature of your VOPE and the resources at your disposal, you may want to consider alternatives:

• Consider hosting your face-to-face meeting as an additional event after a seminar or conference or other event where a large pool of your membership is likely to congregate. This saves money spent on travelling to the AGM, and makes it more likely that your members will engage with the meeting.
• If your membership is dispersed geographically, you may consider hosting an online AGM using online meeting software. The IOCE typically hosts its AGM in this way.
• Or you may want to use a hybrid approach where the AGM is face-to-face with a number of members, but for example live-streamed, and where voting can also take place online.

 It is important to prepare adequately for the AGM. This means that you:

• have arranged the venue and logistics for the meeting;
• have prepared the relevant financial and progress reports;
• have sent out the necessary notices to members;
• have circulated a draft agenda (as per the constitution or bylaws) to members for approval and input;
• have informed members of any matters that will be put to vote;
• have allocated responsibility for chairing the meeting and presentations, handling attendance register and voting, taking minutes, ensuring that the meeting runs according to the provisions of the constitution, planning for contingencies (like a suddenly sick treasurer);
• have on hand the necessary printed copies of reports (which may have been circulated prior to the meeting);
• have prepared an attendance register clearly distinguishing between members in good standing (and those with the right to vote) and non-members (if legislation for protecting the privacy of individuals is applicable in your country, ensure that the information you collect on the attendance register is in compliance with the stipulations); and
• have set clear deadlines for post-AGM follow-up, meeting minutes and voting results/decisions to be made available to the members.

Typical topics/agenda points discussed at an AGM:

• meeting minutes of the previous AGM;
• accepting the agenda or making last minute adjustments;
• Chair’s report;
• introduction to AGM, the leadership, strategic elements of work – like changes to bylaws, constitution, membership etc. and elections for leadership positions;
• Secretary’s report;
• reporting on activities and matters since the last AGM, and already approved activities and matters for the time ahead;
• financial reconciliation and upcoming budget;
• any voting on decisions to be made, new committee members etc.; and
• any other business.