Our history

In the 2000s, the social professional programs were supported nationwide by a program called PUBLIC NETWORK of the then competent ministry. This was coordinated by the Association of Community Developers operating with the support of the then MAMI (Hungarian Cultural Institute). The goal was to support community initiatives implemented by a national network of professionals, and as part of this, local professionals generated a local, professional organization, which focused on community development work. One such organization is the Dialogue for Communities Public Benefit Association, which works in the Northern Hungarian region. Similar initiatives near us are the Tree of Life Association in Debrecen and the Common Nominating Association in Nyíregyháza. This national organizational environment surrounded Dialogue, which, with the termination of the PUBLIC SUPPORT NETWORK in 2011, found itself in a transformed situation. Initially – in the first 8-10 years – the activities of the organization operated by the members of the association consisted of the development tasks of KÖZTÁMHÁLÓ. The members of the association strengthened along the lines of a young profession with intentions to improve society and worked together full-time. We experienced very close human relations in the non-governmental organizations, we were brought together by common interest and commitment. It also certainly gives a good chance for close connections that members spend a lot of time in the same activities and work together for common goals, experience common challenges and participate in teamwork.


On the life cycle

In the 1st stage of the life cycle of the organization, the members gathered regularly, and the professional work provided by the PUBLIC NETWORK program was discussed and decisions were made jointly. Most of the members actively participated in the program.

In the second stage of the life cycle, in the 2010s, the organization grew. It has implemented larger and more responsible projects in which the number of employees has increased. There were communication difficulties with the membership due to the fact that many programs ran, there were many actors and the membership was separated from the projects, so the members became involved in the association meetings in the form of dialogues and reports.

The change of external environmental factors coincides with the 3rd stage of the life cycle, when the membership of the association became mostly passive. We started an organizational development process, which was not successful. Due to lack of resources, many staff found existence elsewhere. Changes in the social and political environment do not easily create a space for cooperation for our profession, they make the life and motivation of our organization more difficult – nevertheless, our mission does not change. The organization continues its professional programs for which it finds partners and sponsors. The 2020s can bring another milestone in its life, when it can go beyond “visionlessness” and not only respond to external changes, but also provide room for internal change.

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